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How to Apply the Sustainability Balanced Scorecard Concept

References Bieker, T., (2003) “Sustainability management with the Balanced Scorecard”, International Summer Academy on Technology Studies - Corporate Sustainability, pp. 1-17. Bieker, T., Dyllick, T., Gminder, C-U., Hockerts, K (2001) “Towards the Sustainability Balanced Scorecard Linking Environmental and Social Sustainability to Business Strategy”, Conference Proceedings of Business Strategy and the Environment, IWOe-HSG, University of St. Gallen Cheng, C. Y., Fet, A. M., Holmen, E. (2010) “Using a Hexagonal

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Advancing Leadership Pipeline Through the Development of High-Potential Employees

References CEB Corporate Leadership Council’s HIPO Program Operations and Outcomes Survey (2012); Fernández-Aráoz, C., Groysberg, B., and Nitin, N. (2011) How to hang on to your high potentials. Harvard Business Review, vol. 89 (10), p. 75-83 Ready, D., Conger, J., Hill, L., and Stecker, E. (2010) The anatomy of a high potential. Business Strategy Review, 21 (3), p. 52-55 AonHewitt, Building the Right High Potential Pool - How Organizations Define, Assess, and Calibrate

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Dynamic capabilities and knowledge management


Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment.

The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to form new asset combinations and thereby capture economic rent. This knowledge is of particular importance if firms are to compete in the knowledge economy. The dynamic capabilities paradigm opens up perspectives for the all-encompassing analysis of various business strategy aspects, especially those that are crucial in ensuring a firm’s longterm success, such as entrepreneurship, change management or knowledge-based competitiveness. The concept of dynamic capabilities reveals what in fact amounts to a new mechanism of developing competitive advantages, one that is characteristic of innovative, informationdriven economy. This mechanism is founded not just on the firm’s pool of tacit knowledge (its key strategic asset), but primarily on the firm’s ability to capture economic returns from its knowledge assets.

An argument may be put forward that the dynamic capabilities concept is at the core of a new strategy paradigm being formulated, and forms part of a new stage in strategic management theory

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Corporate Sustainability – From a Fuzzy Concept to a Coherent Reality

the green corporation: Imagine a world in which eco-friendly and socially responsible practices actually help a company’s bottom line. It’s closer than you think. Business Week , 4019 , 50. Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts . Berrett-Koehler Publishers. Figge, F., Hahn, T., Schaltegger, S., & Wagner, M. (2002). The sustainability balanced scorecard–linking sustainability management to business strategy. Business strategy

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Strategic Management, a Frill or a Need – An Empirical Study of Albanian and Macedonian Businesses

Danis, W. M., 2006. Business strategy types and innovative practices. Journal of Managerial Issues, XVIII(2), 274-291. Chandler, A. D., 1962. Strategy and Structure: Chapters in the History of the Industrial Enterprise. Cambridge, MA: MIT Press. Chehade, G., Mendes, D., and Mitchell, D. M. L. F., ed., 2006. Culture change for analytical mind, Strategic Finance (M. L. Frigo Ed.). Dye, R., and Sibony, O., 2007. How to Improve Strategic Planning. McKinsey Quarterly. Feige, E. L., 2002. Dollarization and the

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If Development, Then Sustainability

balanced scorecard – linking sustainability management to business strategy. Business Strategy and the Environment 11(5): 269–284. Foster, R.; Kaplan, S. (2001). Creative destruction: why companies that are built to last underperform the market - and how to successfully transform them. New York: Currency Doubleday. Grove, A. (1997). Only the paranoid survive . New York: Harper Collins Publishers. Joyce, W.; Nohria, N.; Robertson, B. (2003). What really works: the 4+2 formula for sustained business success . New York: HarperBusiness. Kaplan

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Social Work or Relief Work? A Crisis in Professional Social Work

References Apte, Robert Z. 1982. Introduction to Social Welfare. New Delhi: Prentice-Hall. International Federation of Social Workers. 2014. “Global Definition of Social Work. Definition Approved by the IFSW General Meeting and the IASSW General Assembly.” Kennedy, Robert, and Jacqueline Novogratz. 2010. “Innovation for the BoP: The Patient Capital Approach.” In Next Generation Business Strategies for the Base of the Pyramid: New Approaches for Building Mutual

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Marketing in Sustainability Aspect as a New Culture of Marketing Activity of Companies

References Armstrong G., Kotler P.( 2012), Marketing wprowadzenie, Wolters Kluwer, Warszawa. Belz F. (2006), Marketing in the 21st Century, „ Business Strategy and the Environment”, 15 (3). Emery B.(2012), Sustainable marketing, Pearson, Edinburgh. Fuller D. (1999), Sustainable marketing. Managerial-ecological issues, SAGE, California. Kadirov D. (2010), Sustainable marketing systems, VDM, Saarbrucken. Kotler P., Kartajaya H., Setiawan I.( 2010), Marketing 3.0, MT

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Sustainable Business Development Through Leadership in SMEs

References Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410-421. Baumann-Pauly, D., Wickert, C., Spence, L. J., & Scherer, A. G. (2013). Organizing corporate social responsibility in small and large firms: Size matters. Journal of Business Ethics, 115(4), 693-705. Bos‐Brouwers, H. E. J. (2010). Corporate sustainability and innovation in SMEs: evidence of themes and activities in practice. Business

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Sustainable Development of Information Systems for Logistics as a Tool to Strengthen the Competitive Ability on Global Markets

. (2007). Introducing comprehensive IT solutions and critical success factors. Study material . Maribor: Faculty of Economics and Business. Dandira, M. (2011). Involvement of implementers: Missing element in strategy formulation. Business Strategy Series, 12(1), 30-34. Gilad, B. (2011). Strategy without intelligence, intelligence without strategy. Business Strategy Series, 12(1), 4-11. Grover, A., Berghel, H. & Cobb, D. (2011). The State of the Art in Identity

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