Top PDF NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

The final stage of the strategic management process is the evaluation of the strategy by which the validity of a strategy is tested and then modified due to the ongoing changes of the enterprise environment. There are three elementary strategies of evaluation: the re-evaluation of internal and external factors which were the basis for the present strategies, the measuring of the performances and taking corrective actions. The re-evaluation is necessary because a strategy which now is successful, it may not be successful in the future. All the three stages of the strategic management process will be implemented on all the enterprise hierarchical levels. In this way the communication and interaction of all those implied has a vital role (Lynch, 2009:13). Pettigrew and Whipp` researches pointed out the formulation and implementation of strategy must not be viewed as two distinct stages and rather as being part of an ongoing experimental and repetitive process (Lynch, 2009:493). Although this should be the tendency towards the managers ought to turn their attention many times there are major differences between what have been formulated and what was really implemented. Norton and Russel identified a solution to this problem by introducing “a strategic management office”, three primary functions of this would be the achievement of strategic management framework that will contain the leadership convention and the proper process. The second function is to appoint the responsible person for this whole strategic and essential process of reference to the stage of its implementation. The third function is that of coordinator or consultant together with other departments such as the IT assuring the operation (Norton & Russel, 2011:8). The process of strategy revision must be redefined annually, Norton being one of the prolific authors in this field. Norton proposed six stages of strategic management process. The first stage contains the development of strategy; it contains a clear formulation of the enterprise vision. In the second stage the strategy is expressed from a more general form to specific objectives, initiatives and budgets and the quantification passes from strategy to action (Norton, 2010:3).
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PERSPECTIVES ON INTEROPERABILITY INTEGRATION WITHIN NATO DEFENSE PLANNING PROCESS

PERSPECTIVES ON INTEROPERABILITY INTEGRATION WITHIN NATO DEFENSE PLANNING PROCESS

Then, on NDPP step 2, during the Capability Requirement Review process, Strategic Commands will identify the requirements and associated shortfalls, with all planning domains joining in the analysis, in order to develop the single set of required Capabilities, the so called Minimum Capability Requirements (MCR) that will be made available to Nations. The complete set of capabilities needed by the Alliance to meet its Level of Ambition and other agreed objectives set out in political guidance will constitute the Minimum Capability Requirements, formerly referred to as Minimum Capability Requirements. They will also cover other areas such as Long Term Capability Requirements (LTCRs) and interoperability requirements. As such, during the Capability Requirement Review, together with the requirements derivation, the requirements for interoperability concerning in particular the ability to communicate operate and support will be defi ned / determined by the appropriate authorities / NMAs, and lead committees within their respective planning domains.
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Transferência de tecnologia aplicada ao gerenciamento de risco logístico

Transferência de tecnologia aplicada ao gerenciamento de risco logístico

During the development of a strategic plan for an isolated area of a company depends on information in the business of the company under general. With this search and review of information, there are new ways of handling, use and interpretation of data. Currently the transfer of technology is a determining factor of success for this information and continues to generate improved results as they should. All the methods available for the manager may be provided through the transfer of technology, and this can occur in several ways. Considering these arguments, the study defines the problem is to explain the ways of technology transfer to some of the logistical management of risk.
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Innovation and strategic management for the new competitive scenarios of the 21

Innovation and strategic management for the new competitive scenarios of the 21

today are the managers, employees and entrepreneurs of tomorrow, and which undoubtedly must overcome many environmental adversity that impede the achievement of organizational objectives, beyond the need for a more complete training for that with their collaboration in macro can effectively act as active agents of socioeconomic development of the country, before the current scenarios strategic. Was used as a descriptive method, and this article discusses the concept of innovation, and his commandments, the three ways to effect change in organizations, the creation process of organizations and the case of Cirque du Soleil, it approached is more the aspect of product innovation, but there to study and analyze the issue of future innovation by process and by services.
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New frontiers in tourism: destinations, resources, and managerial perspectives

New frontiers in tourism: destinations, resources, and managerial perspectives

However, to be successful destination marketing and management requires a strong focus on different stakeholders, among them consumer markets. The exponential growth of data generated by the use of fast paced technology advancements demands critical analysis of Big Data (Amado et al., 2018). This is mandatory if organizations want to assess customer experience, namely, via user-generated content disseminated throughout social media platforms in order to be able to take better decisions (Nave et al., 2018) in managing destination tourism resources and achieve loyalty from tourists.
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Customer Knowledge Co-creation Process in New Product Development

Customer Knowledge Co-creation Process in New Product Development

At first glance, CKM may seem just another name for Customer Relationship Management (CRM), or Knowledge Management (KM). But customer knowledge managers require a different mindset along a number of key variables (see Table 1). Smart companies realize that corporate customers are more knowledgeable than one might think, and consequently seek knowledge through direct interaction with customers, in addition to find the knowledge about customers from their sales representatives. Conventional knowledge managers typically focus only on trying to convert employees from egoistic knowledge hoarders into altruistic knowledge sharers [19].
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Strategic communication  and barriers to strategy implementation

Strategic communication and barriers to strategy implementation

For organizations, the challenge is tremendous because the activities related to implementation are more time-consuming than the formulation, involve more people, assume a complexity of deeper tasks and it needs continuous monitoring by the managers or board of director who lead this process. With such a high number of processes that are not implemented and with a completely unbalanced task division between the formulation phase and the implementation phase - authors speak of data ranging from 90% to the first and only 10% to the second - it cannot be considered strange that not only are there glaring shortcomings in the modus operandi of this methodology but, in connection with the academy's studies, there are so few dissertations on how to overcome the barriers. Many authors, as it is stated in this document, identified and analysed different fences to implementation strategy. In this article, we opted for a slightly diverse approach, since, before deepening the problem of implementation, we approached themes such as strategic management process - where in addition to the phase under study, there is, before, the formulation, and then the evaluation and control - and strategic communication, where, through a poem by Allen Ginsberg, a journey began on the importance of this phenomenon and how the information and messages to be shared can reach the intended recipients.
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Organisational and strategic communication research: european perspectives

Organisational and strategic communication research: european perspectives

SpAds’ perspectives on their interactions with journalists also revealed quite different evaluations of their role in facilitating access to departmental information. SpAds, and indeed GIOs and journalists, agreed that the tradi- tional tensions between government and media actors in terms of access and agenda setting (Lee, 1999; Wolfsfeld, 1997) were heightened by the post- conflict power-sharing context in Northern Ireland. Several SpAds perceived journalists to be “shaped by the conflict” and so are overly interested in cons- titutional issues or political disputes over everyday government business. Me- dia coverage of this nature is viewed as particularly detrimental to the image of politics in Northern Ireland, given its still fragile peace. Some SpAds even suggested journalists act like an unofficial opposition to the government. A typical comment from one SpAd noted: “the press here, because there’s no formal opposition at Stormont probably take the view that they effectively are the opposition. Which creates a culture where people tend to think little or nothing’s been achieved which can be a bit damaging for the political pro- cess. . . the difference is in the UK as a whole, you would have some of the large national papers be broadly sympathetic to one party some sympathe- tic to another, most of them are just generally hostile here”. However, most journalists disagreed with the perception that they behave as an opposition and many in fact commented that SpAds were too quick to use the history of conflict to prevent the media actively scrutinising politics in Northern Ireland. One journalist summed up this perception: “they will play the peace process card... say you’re being too negative you’re gonna damage this fragile plant that we have carefully nurtured. . . but you can’t stop asking questions just be- cause of that, if...a bit of hard-nosed journalism brings the whole thing down then it isn’t very stable to begin with”.
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Aggressive ameloblastic fibrosarcoma in maxilla : case report and new perspectives based on the current literature

Aggressive ameloblastic fibrosarcoma in maxilla : case report and new perspectives based on the current literature

diagnosis at the first presentation is very important to distinguish AF from AFS, what can have a tremendous impact on prognosis and management. These authors reported the case of a 34-year-old woman with a recurrent, rapidly growing, debilitating lesion. The lesion had been previously misdiagnosed as ameloblastoma.

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The Role of Information Systems in Implementing Total Quality Management

The Role of Information Systems in Implementing Total Quality Management

By looking at Table 1 which presents the mean and standard deviation related to different dimensions of the study, it can be easily noticed that all companies participated in the study are using Information Technology (IT) in support of Total Quality Management (TQM) along the nine different dimensions. The mean for questions addressing the use of IS in supporting all dimensions of TQM is above 4.5 on a seven-point scale for all of them except two (supplier quality assurance and quality results) which have a mean less than 4.5 but above 4.00. All companies reported that they have used a moderate to a maximum feasible amount of IT to support the information and analysis. More than 85% of the companies reported that they have used a moderate to a maximum feasible amount of IT to support the ‘output quality assurance’ (number of respondents = 35), the ‘importance innovation’ (36), the ‘leadership’ (32),the ‘strategic planning process’ ((31) and the ‘customer satisfaction’ (31). 66% of the companies indicated that they have used below the moderate level of IT to support ‘quality results’ and 61% of them used below the moderate level of IT to support the ‘supplier quality assurance’. Table 1 also indicates that the ‘information and analysis’ has the highest level of IT use (mean = 5.83), followed by the ‘output quality assurance’ (5.28). The ‘supplier quality assurance’ has the lowest mean of IT use (4.08). For exact mean of IT use, please see Table 1. The overall mean of use of IT to support TQM is also presented in Table 1 which is 4.87.
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New perspectives on coping in bipolar disorder

New perspectives on coping in bipolar disorder

Despite the limited number of studies that have focused on coping in BD, a few researchers have studied the coping process in the management of its symptoms. The irst systematic study was conducted in 1997 (Lam & Grossman, 1997). Over the past 10 years, research on coping in BD has developed slowly but continuously. Lam and Wong (1997) reported that BD patients’ levels of functioning in the areas of work, marital relationships, parenting abilities, and social self-presentations, among others, were highly related to how well they coped with the prodromes of mania. Lam, Wong, and Sham (2001) prospectively studied, over an 18-month period, which types of coping strategies in BD patients were related to good outcome and a reduction of recurrence and found a relationship between reduced stimulation and prioritizing, reducing the number of tasks to realistic levels and decreasing the chances of experiencing a manic relapse.
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Technical Perspectives on Knowledge Management in Bioinformatics Workflow Systems

Technical Perspectives on Knowledge Management in Bioinformatics Workflow Systems

Kepler [25] is a graphical system for scientific workflows design, execute, reuse, and sharing. Kepler’s provide high effective workflow designing process by monitoring data and provenance information during the initial workflow design stage Kepler supports also many advanced features such as automatic workflow validation and editing; by providing a se- mantic annotation of workflow tasks from a domain ontology. Also Kepler’s workflows are created by connecting a chain of workflow components together called Actors each Actor has several ports through which input and output ports containing data and data references are sent and received. Each workflow has a Director that determines the model of computation used by the workflow,
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The Impact of Strategic Human Resource Management  on Organizational Performance

The Impact of Strategic Human Resource Management on Organizational Performance

Performance management can be defined as a systematic process for improving organizational performance by developing the performance of individuals and teams (Armstrong, 2006). According to him, it is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standard sand competence requirements. Previous studies have emphasized the importance of human resource management in the organization. Human resources play a key role in order to be competitive in the market. A proper management of human resources will enable the achievement of the objectives required by the organization. The potential use of skills, knowledge and competencies of employees in the organization would make possible the realization of organizational performance. Basically, it is also confirmed by other research that strategic management of human resources has an impact on organizational performance. The study analyzed 30 organizations, which 16 organizations are the service sector and 14 organizations are in the manufacturing sector. The structure of the research, to give a better verification assumption or rejection it, is as follows:
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Organisational and Strategic Communication Research: European Perspectives II

Organisational and Strategic Communication Research: European Perspectives II

At this stage, several authors suggested different uses for social media and inherent benefits both for organizations and customers. Tapscott and Williams (2008) highlight collaboration, regarding customers and potential customers as an unexplored resource for organizations that could be applied to innovation, promotion and even labour. Thus, social media are considered the ideal tool for crowdsourcing. Another perspective is presented by Li and Bernoff (2008) and Qualman (2009) both arguing that the main use of social media is for Marketing. These authors emphasize the potential of social media for promotion, branding and reputation. Qualman (2009) talks about a shift from word-of-mouth to world-of-mouth, referring to the exponential ability of viral spreading of information on social media. The author adds that the return on investment for social media remains active for over five years when directed to brand reputation. Branding and reputation management are also referred by Newlin (2009), who suggests the concept of ‘passion brand’ to describe the state of becoming a fan of a brand. When a customer has become fan of a brand, it means that he will not only promote and recommend it, but also try to ‘evangelize’ others into buying it and becoming fans themselves. In addition, social media are also effective tools for relational marketing, mainly for building social capital and for enhancing the durability of relationships (costumer loyalty), as their technological features propitiate proximity and engagement (Postman, 2008; Qualman, 2009). Qualman (2009) even argues that, after building an engaging and consolidated relationship with customers and potential customers, social media are effective tools for selling.
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Productivity Development based on technological innovation strategic planning framework

Productivity Development based on technological innovation strategic planning framework

references and international markets (Karagozoglu & Lindell, 1998; Storey, 1994) To achieve success and survive in the long term, knowledge- based companies need appropriate planning strategies so that they can prevent a wide variety of challenges that would lead them to avoid further gaps and irreversible loss. The need for smes to think that the development and delivery of new products that satisfy the consumer needs will be required to achieve extraordinary success; it will not be a good strategy for achieving success and gain. Teece (1986) indicated that although this can be true regarding the product itself, it is not true about the knowledge- based company. He suggests that innovators need a good strategy to succeed in technological innovation. Iranian multinationals are no exception to this rule, but also face many challenges such as economic sanctions, stagnation, inadequate protection laws, and confrontation. Therefore, the application of a diverse range of strategic management tools of technological innovation will respond to these pressures to increase the effectiveness of their performance. They face increasing pressures for change and should use administrative tools and tricks to overcome these pressures. That is the main focus of that strategic planning of technological innovation (Bandarian, 2011).
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Rev. adm. empres.  vol.57 número3

Rev. adm. empres. vol.57 número3

One of the oldest inquiries in economic and strategic management literature involves understanding the features that drive business success and a irm’s perpetuity. Strategic management literature has progressed, moving from approaches based on industrial organization analyses (Bain, 1956; Porter, 1985) to those based on distinctive and core competencies (Prahalad & Hamel, 1990; Snow & Hrebiniak, 1980) and resource-based perspectives, among others (Barney, 1991; Penrose, 1959; Wernerfelt, 1984). However, innovation and the role of the irm has gained considerable attention since the neo-Schumpeterian views of economic change (Nelson & Winter, 1982; Rosenberg, 1982) and Teece, Pisano, and Shuen’s (1997) introduction of the dynamic capabilities concept. This is primarily because the nature of competitive advantage in fast-paced environments lies not only in the possession of speciic, tangible assets (such as operational equipment and facilities), but in the irm’s evolutionary ability to continuously redeine its technological and organizational boundaries and seize new market opportunities (Teece, 2007). The irm’s capabilities, what Richardson (1972) called “knowledge, experience, and skills”, are at the center of this process as well as the dynamic capabilities to “integrate, build and reconigure internal and external resources/ competences to address and shape rapidly changing business environments” (Teece et al., 1997, p. 516).
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Strategic Management in Public Administration

Strategic Management in Public Administration

Any public authority, under the formal meaning, as an organization, in its mission to create final values of public interest service benefits, public services , depending on the situation conditions, instruments, rules , in a perspective vision, thus strategic, approaches scenario-projects, programs, whose fulfillment happens through activities of decision, ruling and command. These will come together as one and change the old values into new and final ones, which correspond to the community s needs.

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Braz. J. Pharm. Sci.  vol.46 número1

Braz. J. Pharm. Sci. vol.46 número1

The case study in this paper was not intended to validate a portfolio management model for Brazilian phar- maceutical companies. The intention was to establish the important criteria for portfolio management in these compa- nies, to understand how they have been used to select new product development projects and to develop a tool to help these companies better deine their portfolios. The characte- ristics of the assessed companies are presented in Figure 3. The case studies conirmed that the Brazilian phar- maceutical companies are dedicated to the development of formulations and not to creating novel drugs. Several oficial laboratories have research departments, but few studies focus on the development of new medicines. The purposes of portfolio management described by Cooper, Edgett and Kleinschmidt (1998) are suited to the Brazilian pharmaceutical industry. The official laboratories em- phasized strategic alignment by means of the criterion of social relevance whereas value maximization was strongly present in the private laboratories.
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CAPACIDADE DE ABSORÇÃO DE CONHECIMENTOS NA ADMINISTRAÇÃO PÚBLICA

CAPACIDADE DE ABSORÇÃO DE CONHECIMENTOS NA ADMINISTRAÇÃO PÚBLICA

The challenge of Cities of management in XXI century imposes some decisions gifts to Public Managers and presupposes the adoption of urban development models based on knowledge that was appropriate to meet the challenges of the expansion of rapid urbanization. This paradigm is part of the Knowledge City, defined as a network of knowledge production that are developed from the collective learning that takes place between the stakeholders that comprise it. Therefore, from the experience of mariculture Network in Florianópolis, this thesis aimed to analyze which aspects of capacity for knowledge absorption of a public company potentiate the coproduction of public good in a knowledge network. The procedures adopted to achieve this goal were a qualitative and descriptive research, using as a strategy the case study and how data collection to non-participant observation, document analysis and semi-structured interview. Data analysis followed the explanation construction technique. The results are pointed out as facilitating factors for the development of dynamic absorption capacity of knowledge: the ongoing interaction of the staff with the external environment, makes it a gatekeeper of knowledge; the technical body of knowledge base that has a high level of qualification, which reflects both the understanding of the importance of new knowledge, and in their implementation; culture and organizational structure to ensure autonomy to public officials; the existence of strategic programs that contemplated the work in network and also the investment that the company carries out research and development. These aspects were supported by positive characteristics of relationships of trust, reciprocity, communication, accountability and enforcement.
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The strategic management and the illegality: a case study on the fighting against piracy in Brazil

The strategic management and the illegality: a case study on the fighting against piracy in Brazil

In case of piracy, two multinational companies showed evidences of having a geocentric structure of the parent company/ subsidiary relation as defined by Perlmutter (1969). The main objectives of this choice are to accumulate knowledge and maximize resources. Only one of the companies keeps a global structure (BARTLETT; GOSHALL, 1989). This difference can be explained by the impact piracy causes to companies When it is big, companies centralize – geocentric structure – to be able to act fast with the available resources, and to develop new competences, since the organized crime is agile and is constantly changing its modus operandi. When the impact of piracy is small, the global strategy defines procedures to fight it, using the security team or outsourced partners.
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