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Footnotes to organizational competitiveness

and organizational capabilities. Sustainability , 11 (6), 1793. Retrieved from https://doi.org/10.3390/su11061793 Clemente, M., Durand, R., & Roulet, T. (2017). The recursive nature of institutional change: An Annales School perspective. Journal of Management Inquiry , 26 , 17-31. Collins, J. C. (2009). How the mighty fall: And why some companies never give in . New York: Random House. Danneels, E. (2011). Trying to become a different type of company: Dynamic capability at Smith Corona. Strategic Management Journal , 32 , 1

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Measures of Competitive Intensity – Analysis Based on Literature Review

the privately-held firm and conglomerate business unit. Strategic Management Journal, 5(3): 265-273, https://doi.org/10.1002/smj.4250050306 Dyer, J.H. and Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management.The Academy of Management Review, 23(4): 660-679. Eisenhardt, K.M. and Martin, J.A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11): 1105-1121, https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1105::AID

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Using Key “Blue Ocean” Tools for Strategy Rethinking of a SME: A Case from the Bulgarian Knitwear Industry

://dx.doi.org/10.5755/j01.ee.22.5.968 Ciemleja G. Lace N. 2011 The Model of Sustainable Performance of Small and Medium-sized Enterprise Engineering economics 22 5 501 509 http://dx.doi.org/10.5755/j01.ee.22.5.968 David, F. R. (2011). Strategic management: concepts and cases. Boston: Prentice Hall. David F. R. 2011 Strategic management: concepts and cases. Boston Prentice Hall Kim, W. & Mauborgne, R. (2002, June). Charting Your Company’s Future. Harvard Business Review , 5–11. Kim W. Mauborgne R. 2002

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Strategic Research Programs in the Area of Technical Innovations – Case Study Analyses

5 References [1] Andrews, K.R., 1980. The Concept of Corporate Strategy . Homewood, Richmond: R.D. Irwin. [2] Arnold, E., ed., 2008. Mid-term Evaluation of the Competence Centre Programme . Final report, Tallinn. [3] Avellan, F., Cederwall, K., Hartmann, R., 2002. Hydraulic Turbine Research Programme. Evaluation report, Stockholm. [4] Barabba, V., Ackoff, R., 2002. The Strategic Management of Intellectual Capital and Organizational Knowledge: A Collection of Readings. Nowy Jork: Oxford University Press. [5] Drucker, P.H., 2002

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Predictors of the Effectiveness of Management Accounting Function in Nigerian Firms

. International Journal of Academic Research, 2 (1), 195-201. Ajibolade, S. O., and Oyewo, B., 2017. Firm characteristics and performance disclosure in annual reports of Nigerian banks using the balanced scorecard. Euro Economica, 36 (1), 94-112. Akenbor, C. O., and Okoye, E. I., 2012. The adoption of strategic management accounting in Nigerian manufacturing firms. International Journal of Arts and Humanities, 1 (3), 270-287. Al-Mawali, H., 2015. Contingent factors of Strategic Management Accounting. Research Journal of Finance and Accounting, 6 (11), 130

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The Reforms In Spanish and Polish Public Administration in 2010-2015 from the Perspective of New Public Management

Bibliography Aucoin P., 1990, Administrative Reform in Public Management: Paradigms, Principles Paradoxes and Pendulums , Governance, 3. Auriacombe C., 2002, Reflections on the New Public Management , Journal of Public administration, vol. 134, no. 2 Babbie E., 2004, Badania społeczne w praktyce , Wydawnictwo Naukowe PWN, Warszawa Box T.M., 2011, Small firm strategy in turbulent times , Academy of Strategic Management Journal. Jan vol. 10 issue 1. Brudney J.L., O’Toole L.J., Rainey H.G. (eds), 2000, Advancing Public Management

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Impact of Social Responsibility on the Quality of Company Governance

responsibility to organizational commitment. The International Journal of Human Resource Management, 18 (10), 1701–1719. https://doi.org/10.1080/09585190701570866 . Caroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12 (1), 85–105. https://doi.org/10.1111/j.1468-2370.2009.00275.x . Cheng, B., Ioannou, I., & Serafeim, G. (2013). Corporate social responsibility and access to finance. Strategic Management Journal, 35 (1), 1

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Digitalization influence on shopping centers strategic management

Abstract

Shopping centers are an important aspect of the extremely dynamic life of the 21st century consumer. Nowadays, worldwide, shopping centers represent significant multimillion euro investments, remarking themselves with bold architectures and structures and an individual brand image. Retail markets are currently under transformation by a confluence of new retailing technologies, dramatic shifts in the demographic profile and preferences of more affluent and educated shoppers. Part of the market share in modern retail moved to new forms of selling, which weakened the offer of some traditional retailers, while also creating opportunities for retailers to move and integrate their offerings with new digital tools (via electronic commerce, social commerce and mobile commerce). Meeting customer needs and increasing sales are the primary drivers behind retailers use of information systems and technology (IS/IT). New developments in IS/IT offer new opportunities and challenges for organizations and society. The current paper proposes to analyze the way digital media and information technology (computers and mobile devices) influences the virtual and physical shopping experiences, and shopping centers management consequently. The need for communication & sales channels integration, the impact of new information technologies (IT’s), the growing role of social / digital media, the balance between personalization and privacy – all represent challenges retail industry needs to currently adapt to face digitalization. E-commerce is transforming both consumer behavior and retailing business models, by greatly expanding shopping convenience, selection and affordability.

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How Corporate Social Responsibility Can Contribute To Growth Strategy

Abstract

The slow growth of the economy requires an adequate response, even from companies in the hotel industry. In order to achieve an increase in turnover, they can react with a change of strategy, or cost cutting. The use of corporate social responsibility has been identified as one potential strategy of growth. Corporate social strategy is based on three traditional crucial factors that include social, economic and ecological values. The authors of this contribution analyse the possibilities to achieve an outstanding reputation of a company in the field of corporate social responsibility in order to gain the support of the public and stakeholders. They refer to the fact that corporate social responsibility is one possible way to achieve long-term profitable growth in the field of the hotel industry, even in a complex economic development.

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Institutional Logics as orchestras’ strategic dilemma

Abstract

In many societies, professional orchestras serve cultural, educational, entertaining, and economic functions, and they aim high: they aim to be artistically excellent. Pursuing partly cultural, social and economic goals, orchestras are exposed simultaneously to respective institutional logics. These logics provide a framework for relevant actors (state, benefactors, audiences) to support orchestras. Changing logics coupled with drastic changes in audiences afford to classical orchestras the challenge of developing strategies in order to survive. While Germany with its high number of orchestras per habitants experiences particularly high pressure to walk new paths, strategic development will become a more urgent topic in other countries as well since each performance begs for recognition in the big and increasing panoply of culture, education, and entertainment. Based on historical developments and an empirical study of German audiences we discuss two directions for strategic development, here for orchestras in Germany: a) the combination of elements from different logics, and b) the development of audiences.

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