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If Development, Then Sustainability

Abstract

The aim of this study is to explore how the effects of components belonging to the concept of strategic management system influence outstanding achievement and success in the processing industry in Hungary as well as the sustainability success component within that. In order to do that, the study defines the factors having an influence. Thereafter, it explains the successful operation of companies with the help of factors emerging via path analysis using regression models. It uses the balanced scorecard as a tool for success criteria describing success. This is a non-market aspect that has an impact on the whole system, making it of crucial importance. Via the exploration of effects, it can be shown the deliberate use of those factors that generate outstanding results and success from the point of view of sustainability, and thus internal development, customer appreciation, and financial success. By taking the results of the research into consideration, it will also be revealed that success factors in the processing industry in Hungary have the most direct and the largest impact on outstanding sustainability performance.

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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.

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Analyzing the management process in small and medium-sized enterprises in the Region of South Bohemia

Abstract

The entry is aimed at analyzing the process of managing small and medium-sized enterprise, specifically in the Region of South Bohemia. The testing sample included 180 enterprises. The fundamental statistical information about SMEs is included, focusing of the numbers, the size category, and their specialization in the Region of South Bohemia. The research activities were aimed at the steepness of management structures and at their extent on all management levels. The analysis indicates that micro-enterprises prefer one management level, while small and middle-sized enterprises prefer two management levels with the statistic dependence on the size category. In regard to the number of employees on individual management levels, the top positions have from 6 employees up to 30 on the operative level. The general business trend involves a transfer to the functional management structure. With respect to the strategic management and decision- making, enterprises boost an attractive prospect of mainly their own sources. A statistical correlation was proved between the elaborated strategy, the size of the enterprise and number of management levels. A strong correlation between the number of management levels and the aim of the enterprise i.e. the type of organization structure was not proved.

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Human Resource Management in Sports: A Critical Review of its Importance and Pertaining Issues

Abstract

This paper will illustrate the meaning and importance of human resource management (HRM), human resource planning, and strategic human resource management, which are critically important for an organization’s effectiveness and must be effectively managed (Doherty, 1998). This study used the literature review method to acquire its final results. The relevant HRM literature review was done according to the purpose of the study. It used the purposive random sample method for selecting relevant literature. This study shows the current economic environment in the sports industry; the second part of the study critically analyzes the value of the strategic management of employees for the effective and efficient operation of sports organizations. It also critically evaluates human resource planning and other pertinent issues in terms of legislation, recruitment, selection, training, induction, and reward management from different international examples in sports management. Over the past few decades, increasing competition, globalization, and continuous changes in the market and in technology have emphasized the need to rethink the management of the organization and of human resources for the sake of overcoming significant challenges (Taylor et al., 2006). Therefore, managers should use strategic human resource management to overcome significant issues and to form well-planned strategies so that the organization may succeed.

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Drivers of Firm Performance: Exploring Quantitative and Qualitative Approaches

5. References: Baños-Caballero, S., García-Teruel, P. J., & Martínez-Solano, P. (2014). Working capital management, corporate performance, and financial constraints. Journal of Business Research , 67 (3), 332-338. Bharadwaj, A. S. (2000). A resource-based perspective on information technology capability and firm performance: an empirical investigation. MIS quarterly , 169-196. Bierly, P., & Chakrabarti, A. (1996). Generic knowledge strategies in the US pharmaceutical industry. Strategic management journal , 17 (S2), 123-135. Carroll

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Alliances as Dynamic Capability to Support Organizational Transformation: Empirical Findings from a State-Owned Enterprise

7 References [1] Amit, R., Schoemaker, P.J., 1993. Strategic Assets and Organisational Rent. Strategic Management Journal , 14(June 1990), pp.33-46. [2] Anand, J., Oriani, R. Vassolo, R.S., 2010. Alliance Activity as a Dynamic Capability in the Face of a Discontinuous Technological Change. Organization Science , 21(6), pp.1213-1232. [3] Barney, J., 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management , 17(1), pp.99-120. [4] Barreto, I., 2010. Dynamic Capabilities: A Review of Past Research and an Agenda for

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Middle management’s role in strategy implementation projects: a behavioral analysis

References Ahearne, M., Lam, S.K., and Kraus, F. (2014). Performance impact of middle managers’ adaptive strategy implementation: The role of social capital. Strategic Management Journal , 35 , 68–87. Al-Ghamdi, M.S. (1998). Obstacles to successful implementation of strategic decisions: the British experience, European Business Review , 98 (6), 322-327. Alexander, L.D. (1985). Successfully implementing strategic decisions. Long Range Planning , 18 (3), 91-97. Ansoff, H. I. (1965). Corporate Strategy . New York: McGraw Hill

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Resources and their impact on the effectiveness of processes which shape dynamic capabilities of Polish enterprises

References 1. Barney J. (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management , March Vol. 17 no. 1, p. 99-120. 2. Eisenhardt K. M., Martin J. A. (2010), Dynamic capabilities: What are they?, Strategic Management Journal , 21 (10-11), p.1105-1121. 3. Helfat C. (ed.) (2007), Dynamic Capabilities: Understanding Strategic Change in Organizations , Wiley-Blackwell. 4. Karpacz J., (2013). Procedury jako narzędzie utrwalania rekurencyjnych wzorów zachowań pracowników , „Zarządzanie i Finanse” 4 (2), 171

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Using a Vector Swot - Analysis to Determine the Guidelines for the Training of Tracked Vehicles Driver in the Bulgarian Army

References [1] Mintzberg, H. Strategy in Companies, http://www.v-ratio.ru and http://www.clif.ru/management/strategy/plan/10_school.shtml [2] DRAKAR, P. Effective management. "Classic and Style" Publishing House, Sofia, 2002. [3] TOKAREV, C. Application of the SWOT analysis in company strategies, on materials from the site http://www.clif.ru/management/strategy/plan/adapt_swot.shtml. [4] TARRAGO, F and others. Strategic Management. University Publishing House "Holding", Sofia, 1999

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Classical and modern concepts of corporate governance (Stewardship Theory and Agency Theory)

References 1. Daily C.M., Dalton, D.R. (1994), Corporate governance and the bankrupt firm , “Strategic Management Journal” Vol. 15, No. 8. 2. Grundei J. (2008), Are managers agents or stewards of their principals? Logic, critique reconciliation of two conflicting theories of corporate governance, “ Journal für Betriebswirtschaft” Vol. 58, Issue 3. 3. Gutenberg E. (1980), Funktionswandel des Aufsichttrafs , “Zeitschrift fun Betreibwirtschaft, Dezember. 4. Jeżak J. (2010), Rada nadzorcza a sytuacja kryzysowa w spółce [in:] Nadzór

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