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Black Sea Region and European Security Policy

Abstract

It is obvious that the beginning of the 21st century is marked by many new challenges, problems and risks, which in addition to changing the ideas, concepts and practice of organized violence, lead to a deficit of ideas, methods and means of protection from it. The need to adapt available security systems, tools and practices is adopted in Europe as a response to a conscious public need rather than as a strategically planned action in a time of changes. This led to a spontaneous emergence of a common attempt to aggregate and structure the available security knowledge and to create a common stable conceptual basis for national security systems in countries not only in Europe. Moreover, the enlargement of the Union has opened up new horizons for the development of the countries and, at the same time, has changed the significance and scope of European security, where the demarcation line between external and internal security has become more and more difficult to be determined. The discussions about our country's contribution to strategic security in the Black Sea region as part of European security are in the context of the scientific search of ours science school

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Influence of selected strategic variables on the development of the intellectual capital of an enterprise

Abstract

Intellectual capital is an important issue of currently undertaken studies in the field of enterprise organization and management.. The introduction of this concept has undoubtedly opened up new prospects for enterprises to perceive their business activity and building market advantages. At the same time, however, it has given rise to many new problems associated with the hard-todetermine nature of intellectual capital and its internal and external relationships and dependencies. An attempt has been made in the article to analyze problems related to the dissemination of the concept of intellectual capital, and its practical use, and to assess the state of the intellectual capital components in the surveyed entities.

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How can people be convinced to buy electric cars? – case of Slovenia

Abstract

Electric cars represent a promising energy-and carbon-efficient alternative to internal combustion engine cars. However, as mobility behaviour is highly habitual, convincing people to switch from conventional cars to electric is challenging. In the following research, which was carried out in the past years in Slovenia, an attempt was made to determine what influences people’s buying habits and what would motivate them to buy an electric car. It appeared that the most relevant factor for not purchasing electric cars is, firstly, its overall too high price, and, secondly, short driving ranges. Different studies, as well as the results of the following research have revealed that there is no single measure which would dramatically increase the demand for electric cars. The solution is to combine different measures or strategies like Top – Down and Bottom – Up, where both the government and car industry should come across.

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Exploring Links Between Dynamic Capabilities Perspective and Resource-Based View: A Literature Overview

References Ambrosini, V., Bowman, C., Collier, N. (2009), Dynamic capabilities: an exploration of how firms renew their resource base, British Journal of Management, Vol. 20, pp. S9‑S24. Amit, R., Schoemaker, P. (1993), Strategic Assets and Organizational Rent, Strategic Management Journal, Vol. 13, pp. 33-46. Barney, J. (1986a), Organizational Culture: Can it be a source of competitive advantage?, Academy of Management Review, Vol. 11, No. 3, pp. 656-665. Barney, J. (1986b), Strategic Factor

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Dynamic capabilities in strategic choice processes within organisations

References 1. Amit R., Schoemaker C. J. (1993), Strategic Assets and Organizational Rent, “Strategic Management Journal”, No. 14, pp. 33-46. 2. Andrews, K. (1980), The Concept of Corporate Strategy, 2nd Edition, Dow-Jones Irwin. 3. Barney J. B. (1991) Firm resources and sustained competitive advantage, “Journal of Management”, No. 17, pp. 99-100. 4. Carmeli A. (2004), Assessing Core Intangible Resources, “European Management Journal”, Vol. 22, No. 1, pp. 110-122. 5. Dierickx J

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Potential for imitation as a dynamic capability of organisation

References 1. Eisenhardt K., Martin J. (2000), Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11), pp. 1105-1121. 2. Griffith D.A., Harvey M.G. (2001), A Resource Perspective of Global Dynamic Capabilities, Journal of International Business Studies, Vol. 32, No. 3, pp. 597-606. 3. Helfat C.E. (1997), Know - how and asset complementarity and dynamic capability accumulation: the case of R&D, Strategic Management Journal, 18(5), pp. 339-360. 4. Kale D., & Little S. (2007

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Environmental Dynamism: The Implications for Operational and Dynamic Capabilities Effects

Bibliography Augier M., Teece D.J., 2009, Dynamic capabilities and the role of managers in business strategy and economic performance, Organization Science, 20(2), pp. 410-421. Azadegan A., Patel P.C., Zangoueinezhad A., Linderman K., 2013, The effect of environmental complexity and environmental dynamism on lean practices, Journal of Operations Management, 31(2013), pp. 193-212. D’Aveni R.A., Dagnino G.B., Smith K.G., 2010, The age of temporary advantage , Strategic Management Journal, vol. 31, no. 13. Dess G.G., Beard D.W., 1984

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Strategizing in the context of opportunities

S. P. (1997), Strategy Under Uncertainty, “Harvard Business Review”, November-December. 11. de Wit B., Meyer R. (2007), Synteza strategii, PWE, Warszawa. 12. Eisenhardt K.M., Schoonhoven C.B. (1996), Resource-based view of strategic Alliance formation: Strategic and social effects in entrepreneurial firms, „Organizational Science”, Vol. 7. 13. Eisenhardt K.M., Martin J.A. (2000), Dynamic capabilities: what are they?, „Strategic Management Journal”, Vol. 21. 14. Eisenhardt K.M., Furr N.R., Bingham Ch

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Competing Through Lean – Towards Sustainable Resource-Oriented Implementation Framework

, Vol.24, No.10, pp. 994-1011. Liker, J. K. (1994), The Toyota Way: 14 Management Principles from the World's Greatest Manufacurer. New York, McGraw-Hill. Mann, D. (2010), Creating a Lean Culture. Tools to Sustain Lean Conversions. Boca Raton, CRC Press. Motwani, J. (2003), “A business process change framework for examining lean manufacturing: a case study”, Industrial Management & Data Systems , Vol.103, No.5, pp.339-346. Peteraf, M. A. (1993), “The cornerstones of competitive advantage: a resource-based view”, Strategic Management Journal , Vol.14, No

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Five challenges for public administrations in Europe

References Ferlie, E., & Ongaro, E. (2015). Strategic management in public services organizations: Concepts, schools and contemporary issues. London: Routledge. Kickert, W., & Randma-Liiv, T. (2015). Europe managing the crisis: The politics of fiscal consolidation . London: Routledge. Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009). Strategy safari (2nd ed.). Harlow: FT Prentice Hall. Ongaro, E. (2014). The relationship between the new European governance emerging from the fiscal crisis and administrative reforms: Qualitatively

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