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Evolution of the Socio-cognitive Structure of Knowledge Management (1986–2015): An Author Co-citation Analysis

(see Figure 2 ) as well. We provide a consecutive numbering of clustering. The fifth cluster, located in the red zone, is labelled (5) Strategic management given that important strategists are present in that cluster. This is the largest cluster in the network containing 11 authors focused on topics like competitive advantage, strategic management, corporate strategy, innovation, organisational capability, and some others (e.g. Grant, RM; Teece, DJ; Kogut, B; Spender, JC; Cohen, WM). The green cluster, of 10 authors, is named (6) K-based theory , a cluster that

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Arguments for Csr-Based Sustainable Competitiveness of Multinationals in Emerging Markets (Part II)

Abstract

The (two parts of the) paper aims to bring into discussion the case of CSR-based sustainable competitiveness of multinationals in emerging market economies, through an interdisciplinary approach (international business and strategic management) applied to a multilevel analysis (country and company). The main conclusion of the paper is that, despite the circumstances that nowadays characterize international business in general and the emerging market economies in particular, such a transformation in business models is not only desirable, but mandatory. Key arguments in favor of this assumption are found (both theoretically and empirically) at global/general level and, as well, at the emerging market economies’ level.

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Strategic on Management Scientific Publication of Student Journal in Higher Education (a Case Study)

References [1] Azar, Ofer H. David M. Brock. (2008). A Citation-Based Ranking of Strategic Management Journals. Journal of Economics & Management Strategy, Volume 17, Number 3, Fall 2008, 781–802 [2] Bungin, Burhan H.M, (2007). Penelitian Kualitatif: Komunikasi, Ekonomi, Kebijakan Publik, dan Ilmu social. Kencana Prenama Media Group, Jakarta [3] David, Fred R. (2009). Manajemen Strategis, Salemba Empat. Rangkuti, Jakarta [4] Dirjen Dikti. (2012). Publikasi Karya Ilmiah No. 152/E/T/2012. Ministry of National Education, Jakarta [5

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Public-Private Partnership: Synergy Between Higher Education Institutions And Business Or Industrial Organizations

Abstract

Based on existing studies on the necessity and significance of public-private partnership. The present paper focuses on the most recent perspectives and outcomes of connecting higher education to the business community: industrial organizations development and labour market demand. It is a commonplace statement that anticipative thinking, visionary leadership and strategic management are key factors of all organizations – industrial and non-industrial – for gaining advantage on a highly competitive, unpredictable and challenging market. This holds true for both HEIs and industrial organizations which should place value on a permanent interaction among: universities (as knowledge creators and disseminators and focused on fundamental research), industry (as promoters of innovation and applied research); and society (in view of an educated and skilled citizenry). The present study highlights the benefits and outcomes of the public-private partnership and illustrating best practices in the field.

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Do Strategic Alliances, Acquisitions, and R&D Investments Act as Complements or Substitutes?

7 References [1] Baum J.A.C., Calabrese T., Silverman B.S., 2000. Don't go it alone: Alliance network composition and startups' performance in Canadian biotechnology. Strategic Management Journal , Vol. 21, pp.267-294. [2] Bergh D.D., 1997. Predicting divestiture of unrelated acquisitions: an integrative model of ex ante conditions. Strategic Management Journal , Vol. 18, pp.715-731. [3] Cassiman B., Veugelers R., 2006. In search of complementarity in innovation strategy: internal R&D and external knowledge acquisition. Management science

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Improving the Partnership between the Participants in the Vertical Chain of the Construction Market

5. REFERENCES [1] Myers, D. (2004), Construction Economics: A new approach . London. Spon Press [2] Williamson, O. (1985), The Economic Institutions of Capitalism . New York: Free Press [3] Gulati, R. (1998), Alliances and networks . Strategic Management Journal, Vol. 19, рр. 293–331 [4] Iansiti, M., Levien, R. (2004), Strategy as Ecology . Harvard Business Review, Mar (82), рр. 68-78 [5] Porter, M. (1998), Clusters and the new economics of competition . Harvard Business Review, Nov/Dec. 98. Vol. 76, Issue 6, pр.77-90

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The role of opportunity-sensing and learning processes in shaping dynamic capabilities in Polish enterprises

References 1. Barney J. (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management, March Vol. 17, No. 1 99-120. 2. Dyduch W. (2013), Twórcza strategia organizacji, Wyd. UE w Katowicach. 3. Eisenhardt K. M., Martin J. A. (2010), Dynamic capabilities: What are they?, Strategic Management Journal, 21 (10-11), pp. 1105-1121. 4. Kuuluvainen A., (2012), International Growth of a Finnish High-Tech SME: A Dynamic Capabilities Approach, Research In Economics and Business: Central

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Global, National, and Local Factors in the Management of University Sport: The Hungarian Case

Global, National, and Local Factors in the Management of University Sport: The Hungarian Case

Because of the international nature of university sport, the appearance of transnational areas, events, results, and actors occurred very early. Therefore, the harmonization of the national and international factors influencing the functioning and development of student sport has been necessary since its rise. The objective of the article is to reveal the interaction between global, national and local factors influencing university sport, through the example of the Hungarian case. The paper is based on the results of extensive empirical research carried out by the author with the help of several methods: survey, in-depth interview, document analysis, and participant observation. Sport-globalization is regarded as the theoretical framework for the analysis. The results are discussed according to the following dimensions: strategic management of university sport; event and project management; cooperation between the two "owners", the sports sphere and the academic education; migrant student-athletes; volunteering in university sports; and the external and internal environment of Hungarian university sport. In the conclusion, it is emphasized that the management of university sport in Hungary has been influenced both by the globalisation of sports and the transformation of the Hungarian sport structure following the 1989-1990 political regime change (Földesi 2000). The combined effect of global and domestic factors meant a permanent challenge for the management of university sport. The Hungarian University Sports Federation succeeded in providing adequate answers to the new challenges, as Federation strategic planning was always based on knowledge-based strategies.

Open access
Between it and Societal Shift: Preconditions of Open Strategizing

Abstract

The main aim of this paper is to indicate and analyse the primary conditions needed to implement the concept of open strategizing into the practice of an organization, as well as to make it successful. The structure of the paper comprises two main parts: a brief introduction to the most important issues of open strategy is followed by the results of own research. Two major approaches towards the notion of open strategy are delineated: the first is more oriented towards strategy content and based on the idea of comprising collaborative initiatives into a firm’s strategic plans, and the second refers to strategic management process, based on including external and internal actors (stakeholders) into strategizing processes. Within own research based on literature review and the re-reading of case materials, four categories of preconditions of open strategizing are revealed. These categories, described and illustrated by examples, comprise: level and quality of social IT implementation, open culture and leadership, capabilities and competences, as well as the perceived expected benefits from inclusion and transparency.

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Competitiveness Through the Integration of Logistics Activities in SMEs

Abstract

Logistics among competing organisations is a strategic management activity that can affect the operational, market and financial performance of an organisation. Small and medium enterprises (SMEs) need to understand the role of logistics activities in achieving competitive performance and creating a high level of customer satisfaction through greater economies of scale in production and reduction in the price of goods. This study aims to determine the nature and extent of SMEs competitiveness through logistics activities. This research used a quantitative method of data collection and analysis. The data were statistically analysed using SPSS (25.0) as well as SMART-PLS (3.0) software for structural equation modelling (SEM) to assess the measurement reliability and the research structural model. The findings show that SMEs nature and extent of competitiveness based on logistics activities differs among the three measurement constructs, namely price/cost competitiveness, quality competitiveness and delivery competitiveness. This study adds value to the knowledge of the perceived benefits and importance of logistics activities among the participating SMEs.

Open access