scholarly journals A emergência de estudos comportamentais em estratégia

2021 ◽  
Vol 20 (1) ◽  
pp. e17544
Author(s):  
Simone Cesar Silva Vicente ◽  
Diego Nogueira Rafael ◽  
Fernando Antonio Ribeiro Serra
Keyword(s):  
Strategic Management ◽  
Strategic Behavior ◽  
Organizational Strategies ◽  
Strategic Decisions ◽  
Theoretical Terms ◽  
Study Objective ◽  
Behavioral Theories ◽  
Matching Techniques ◽  
Second Period ◽  
Bibliometric Studies

Study objective: This study aims to identify the emergence of new studies in the field of strategy, considering 12 years of publications in the Strategic Management Journal.Methodology / approach: In the Web of Science database, we searched the journal “Strategic Management Journal”, in two periods, 2007 to 2012 and 2013 to 2018. We exclusively selected articles related to “Business” and “Management”. This search generated 1,100 articles for our database, with 376 articles from the first period and 724 articles from the second period. We use matching techniques in the analyses performed using Bibexcel and SPSS. At the same time, in Ucinet, we created the network diagram which supports the relationships between the identified factors and confirmatory analysis of the findings.Originality / Relevance: Bibliometric studies are constantly seeking to analyze how the theoretical structure of theories is progressing, and in strategy, it has not been different. To verify how studies in strategy have evolved in theoretical terms, given their multi-disciplinarity, a comparative study of two distinct but subsequent periods offers a global view of where the studies are heading. We discovered new theoretical fronts in essence to behavioral studies that emerged in previous studies and are strengthened in new research.Main results: The search identified 57 articles and six factors from 2007 to 2012 and 2013 to 2018 produced 22 articles and five factors. The results confirmed the evolution of studies in behavioral theories, especially regarding managers and their strategies as well as other findings, such as research related to environmental dynamics and competitive dynamics. We still have strong participation of studies with resource-based theory, transaction costs, and the emergence of new theories such as tournaments and behavioral strategy.Theoretical / methodological contributions: Bibliometric searches can be examples of how to analyze references. In this sense, this study helps researchers have a parameter in similar studies, with pairing analysis and the combination of analysis of two subsequent periods. On the theoretical side, the findings give strength to previous research, validating established theories and showing emerging theories.Social / management contributions: This research obtained results that confirm the multi-disciplinarity in strategy studies. Behavioral theories have emerged and strengthened in recent years. For management, we found that the surveys substantially analyze the strategic behavior of senior members in strategic decisions, such as in company acquisitions, in the formation of alliances, and how managers will perform when they are under contracts, differentiated remuneration, or in competition. For this reason, some theories emerged in the second period, such as tournament theory, not highlighted in previous bibliometric studies. Finally, a comparative summary of the factors found in the two periods helps managers in managerial perspectives on organizational strategies.

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

scholarly journals Design of an Analysis Model for Strategic Behavior in the Digital Economy

2020 ◽  
Vol 8 (2) ◽  
pp. p1
Author(s):  
Miguel Martin-Valmayor ◽  
Luis A. Gil-Alana
Keyword(s):  
Strategic Behavior ◽  
A Priori ◽  
Business Plan ◽  
A Posteriori ◽  
Analysis Model ◽  
Strategic Decisions ◽  
The Sustainable Development ◽  
Conflicting Objectives ◽  
Potential Impact

Nowadays, multi-criteria decision-making techniques are highly developed, and are widely applied in multiple fields. They model and solve decisional problems by optimising multiple conflicting objectives. These techniques are very useful because they simultaneously analyse all the different criteria, and select the best alternatives according to the decision-maker’s objectives and preferences. An important issue in this context is the adequacy of the structure of corporate long-term financing and its potential impact on the sustainable development of the long-term business plan. The purpose of this study is to advance the analysis of these strategic decisions, measuring the a posteriori results and analysing their coherence with the strategies followed a priori. To do this, sustainable strategic decisions will be mathematically modelled and parametrised, creating a system to study the preferences followed and to describe the corporate behaviour. This system is applied as a case example for two leading companies in the digital sector, and the corresponding results over the last few years are evaluated.

Strategic Management's Potential Contributions to a Theory of Entrepreneurship

1992 ◽  
Vol 16 (3) ◽  
pp. 73-90 ◽  
Author(s):  
William R. Sandberg
Keyword(s):  
Strategic Management ◽  
Group Processes ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Business Creation ◽  
New Business ◽  
Entrepreneurship Theory

The article offers an overview of strategic management and its various schools of thought, followed by a summary of the field of entrepreneurship and its own disagreements over definition and boundaries. It suggests that strategic management might help resolve such disagreements through its focus on “the entrepreneurial work of the organization,” which is based on variables that describe the organization's industry, resources, processes, and strategy. Finally, the article both describes and proposes contributions of strategic management to entrepreneurship theory, specifically addressing issues of new business creation, innovation, opportunity seeking, risk assumption, top management teams, and group processes in strategic decisions.

scholarly journals Doing Bibliometric Reviews for the Iberoamerican Journal of Strategic Management

2018 ◽  
Vol 17 (3) ◽  
pp. 01-16
Author(s):  
Fernando Antonio Ribeiro Serra ◽  
Manuel Portugal Ferreira ◽  
Luiz Antonio De Camargo Guerrazzi ◽  
Vanessa Vasconcelos Scaciotta
Keyword(s):  
Editorial Comment ◽  
Strategic Management ◽  
Methodological Issues ◽  
Bibliometric Studies

The editorial comments published in the Iberoamerican Journal of Strategic Management are intended to help researchers and students to improve their articles. These editorial comments include content and suggestions about writing, publishing and reviewing articles, as well as methodological issues. In this new editorial comment, we will present our views on bibliometric studies. Bibliometric studies are sometimes marginalized, but in our view, as in any other study, the problems are equivalent to a study that is not done properly.

scholarly journals The essence and features of the competency-based approach to strategic enterprise management

2021 ◽  
Vol 18 (4) ◽  
pp. 30-40
Author(s):  
Inna Gruzina
Keyword(s):  
Strategic Management ◽  
Professional Competence ◽  
Personal Characteristics ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decisions ◽  
Strategic Factor ◽  
Analysis And Synthesis ◽  
Strategic Goals ◽  
Competency Based

Increasing the role of an employee as a determining factor in the economic growth of an enterprise makes managers change the philosophy of management, directing it towards the realization of employees’ unique abilities. The effective implementation of the strategic direction of action depends on the knowledge, skills and personal characteristics of specialists, i.e. competencies that are a source of competitive advantage and a strategic factor in the enterprise development. In this regard, it is necessary to study the competency-based approach features in order to identify the opportunities for application in the strategic management of an enterprise. The purpose of the study is to clarify the essence of the competency-based approach and substantiate the need for its application in strategic management. The object of the study is the process of strategic enterprise management. The following methods were used: abstract-logical, analysis and synthesis – to clarify the essence of the competency-based approach; formation of conclusions; and graphical technique – to visualize the results. The views on the essence of the competency-based approach are analyzed and the lack of research on its importance for ensuring effective strategic management at different levels is noted. Taking into account the transformation of the essence of strategic enterprise management and the significant dependence of its effectiveness on professional competence of strategic decision developers and executors of their decisions, the essence of the competence-based approach is specified. It provides for the involvement of specialists with the necessary knowledge, skills, ability to objectively perceive information, use experience and intuition in determining promising areas of action, and take responsibility for decisions to achieve strategic goals for the implementation of the stages of strategic analysis and strategic selection. This will allow managers to involve employees in the process of making strategic decisions, focusing not only on their job positions, but primarily on the availability of a set of competencies necessary for strategic management and the appropriate level of their manifestation in professional behavior. A likely result can be a reduction in the time for the implementation of the relevant stages of strategic management and an increase in the likelihood of achieving strategic goals due to a correctly chosen strategy of future actions.

scholarly journals Balanced Scorecard como apoio à gestão estratégica de uma unidade de Instituto Federal de Educação Tecnológica

ForScience ◽  
2019 ◽  
Vol 7 (2) ◽  
Author(s):  
Marina Gomes Murta Moreno ◽  
Cassio Henrique Garcia Costa ◽  
Geraldo Tessarini Junior
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Science And Technology ◽  
Academic Community ◽  
Organizational Strategies ◽  
The Balanced Scorecard ◽  
Federal Institute ◽  
Multidisciplinary Working ◽  
Definition Of ◽  
Education Science

Esta pesquisa tem o objetivo de propor um modelo de Gestão Estratégica (GE) para uma unidade (campus) de um Instituto Federal de Educação, Ciência e Tecnologia (IF), formalizando-o por meio da adaptação do Balanced Scorecard (BSC). O estudo de caso baseou-se na coleta de dados pela aplicação da técnica de grupos focais, sendo as informações obtidas interpretadas qualitativamente pela atuação de um grupo de trabalho (GT) multidisciplinar. Através da construção e da proposição participativa e descentralizada de um BSC alternativo em uma organização pública, contribui-se para a redução de lacunas relacionadas à: i) resistência e ausência de inserção da comunidade acadêmica no processo de GE; e ii) utilização do BSC em IFs. Evidenciaram-se: i) a participação mais ativa de diversos membros organizacionais no processo de diagnóstico organizacional e de estruturação do modelo, buscando-se a sua efetiva legitimação; ii) a definição de estratégias organizacionais para a sistematização do Planejamento Estratégico (PE); e iii) a estruturação de um modelo de GE adequado às singularidades da instituição, consolidado pelo BSC. A nova arquitetura do BSC pode ser replicada a outras instituições de ensino similares, de modo a proporcionar estudos comparativos para verificação de sua validade externa. Esta pesquisa também reduz omissões da literatura sobre GE em IFs, detalhando o processo de elaboração de práticas estratégicas para a melhoria do desempenho organizacional.Palavras-chave: Gestão Estratégica. Planejamento Estratégico. Balanced Scorecard. Instituto Federal de Educação, Ciência e Tecnologia. Balanced scorecard as support for the strategic management of a unit of a Federal Institute of Technological EducationAbstractThe research aims to propose a strategic management (SM) model for a unit of a Federal Institute of Education, Science and Technology (FI), formalizing it through the adaptation of the Balanced Scorecard (BSC). The case study was based on the collection of data by applying focus group technique and the information obtained was interpreted qualitatively by a multidisciplinary working group. Through the construction and participatory proposition of an alternative BSC in a public organization, it contributes to the reduction of gaps related to i) resistance and absence of insertion of the academic community in the SM process and ii) use of BSC in IFs. It was evidenced i) the more active participation of the community in the process of organizational diagnosis and structuring of the model, seeking its effective legitimation; ii) the definition of organizational strategies for the systematization of Strategic Planning and iii) the structuring of an SM model that is appropriate to the singularities of the institution, consolidated by the BSC. The new architecture of the BSC can be replicated to other similar educational institutions in order to provide comparative studies and verify it external validity. The study also reduces omissions from the SM literature in FIs, detailing the process of devising strategic practices for improving organizational performance.Keywords: Strategic Management. Balanced Scorecard. Federal Institute of Education, Science and Technology.

Measuring and Managing Intellectual Capital for both Development and Protection

2011 ◽  
pp. 254-267
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Intellectual Capital ◽  
Additional Data ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Knowledge Assets ◽  
The Core ◽  
Intelligence Activity ◽  
Core Metrics

This chapter considers the strategic management of intellectual capital, balancing the need to develop knowledge assets with the need to protect them. In making more strategic decisions, metrics on the level of intellectual capital and degree of knowledge management necessary to compete in an industry are required, as are those on the threat from competitive intelligence activity. The authors develop the case for appropriate metrics that accomplish these purposes, noting both potential and limitations. The authors also consider alternatives, additional data that could contribute to the usefulness and understanding of the core metrics, and provide suggestions for further research.

The Historical Development of the Strategic Management Discipline

2015 ◽  
pp. 1-29
Keyword(s):  
Industrial Organization ◽  
Strategic Management ◽  
Organization Theory ◽  
Historical Development ◽  
Strategic Behavior ◽  
Organization Studies ◽  
History Of ◽  
Industrial Organization Theory ◽  
Theoretical Foundations ◽  
Over Time

The purpose of this chapter is to explain the origins of strategic management. It highlights the different perspectives of strategy that have emerged from economics research. It gives a brief history of economics within strategic management. It addresses particularly the meaning of “strategy” and “strategic management.” It describes a general overview of the evolving nature of the strategy discipline. Strategic management is a concept that has evolved over time and will continue to evolve. As a field of study, strategy or strategic management is relatively recent. Its theoretical foundations come mainly from economics (economic theory, international economics) and industrial organization studies. Developments in industrial organization theory stress the importance of strategic behavior by firms.

Approaches to strategic management in the context of ensuring the tourism industry development

2021 ◽  
Vol 71 (4) ◽  
pp. 85-91
Author(s):  
T. Kuz ◽  
L. Maliuta ◽  
H. Ostrovska ◽  
H. Nahorniak
Keyword(s):  
Strategic Management ◽  
Large Scale ◽  
State Level ◽  
Tourism Industry ◽  
Main Task ◽  
Domestic Economy ◽  
Scale Production ◽  
Strategic Decisions ◽  
Positive Effects ◽  
Tourism Enterprises

Analysis of existing scientific approaches to the management of tourism enterprises, developed by domestic scientists in recent years is presented in this paper. The current problems of tourism in Ukraine under existing conditions are noted. The authors note that tourism in Ukraine should be considered as a strategic direction of the domestic economy development. It is determined that the current problems of tourism in Ukraine, in the current conditions, include the low professional level of training; non-professional management methods and poor service; environmental issues; insufficient development of the communication system. It is proposed to consider tourism in Ukraine, as priority areas of the domestic economy development, in the context of key components of sustainable development of society, such as: economic, social, environmental. The concept of strategic management is defined as a system of preparation, development and organization of a set of strategic decisions, which is based on the interaction of state, business, science and education. In order to organize strategic management in tourism industry, it is proposed to use modern approaches, such as: synergetic, innovative and cluster. Three main directions of the development of innovative activity in tourism in Ukraine are noted. They are based on the provisions of the General Agreement on Trade in Services. The necessary presence of factors for attracting innovations in the development of tourism industry is determined. It is indicated which measures at the state level, should be taken to attract innovative principles of tourism management and related industries that directly affect the quality and efficiency of tourism services. It is emphasized that the main task of tourism cluster creation is to increase the attractiveness of the territory for potential tourists due to the use of differentiated economic policies. It is noted that the cluster feature is the creation of a number of positive effects that provide the benefits of this form of business relationships, namely: the effect of large-scale production, synergy effect, multiplier effect, innovation-oriented effect. It is noted that under the influence of these factors, non-profit enterprises of the cluster can overcome the lower limit of profitability through specialization, which ensures productivity and reduces the cost of goods created.

scholarly journals PENERAPAN MANAJEMEN STRATEGIK DALAM MENINGKATKAN MUTU PENDIDIKAN MADRASAH

2019 ◽  
Vol 7 (1) ◽  
pp. 171-186
Author(s):  
Wiwin Mistiani
Keyword(s):  
Strategic Management ◽  
Educational Reform ◽  
Environmental Analysis ◽  
Learning System ◽  
Quality Of Education ◽  
Strategic Decisions ◽  
Classical Education ◽  
The Future ◽  
Or Organization

In its development, madrasas have undergone various changes, namely from the pesantren learning system to the madrasa system; from traditional to classical methods; from halaqah system to benches, desks and blackboards; from traditional to modern curricula; from classical education to modern educational reform. the change indicates the existence of process or efforts of development of madrasah education in the direction of more advanced, qualified and competitive from time to time. Conceptually, one way to improve the quality of education and competitiveness of madrasah in the era of globalization competition is to implement strategic management which includes 4 stages such as environmental analysis, formulating, implementing and evaluating strategic decisions between functions that enable an organization to achieve its goals in the future. Strategic Management is based on the entire scope of the work. Thus it can be utilized well for makronya environment for example in government management and also can be utilized also for in mikronya environment for example in company management or organization or pengeloalan Madrasah. However, it should be understood only here that in the use of macro and micro scope there are a number of fundamental differences such as the following exposures.

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