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David F. (2010). StrategicManagement: Concepts and Cases . Upper Saddle River, NJ: Prentice Hall.
The type and amount of information needed by top management of large companies is primarily determined by the role of individual managers. Thus, managers at the top of the hierarchy in complex enterprises need information that is different from the information managers of individual divisions or strategic business units. Starting from these requirements, strategic management accounting has developed a number of ways to provide information aimed at shaping corporate strategy. In this regard, the paper will be discussed various aspects of performance measurement in multinational companies, as well as the tasks to strategic management accounting should meet within them. Bearing this in mind, the main objective of this paper consists in analyzing the importance of strategic management accounting is to successfully manage the performance of multinational companies. Adequate application of theoretical concepts and research methods chosen, the work is expected to extending domestic literatures in this field meet our economic releases to the role of strategic management accounting in the measurement and control of the performance of multinational companies.
Lujza Jurkovičová, Natalya Kubiniy, Tamila Kosovilka and Viktoria Marhitich
The article is devoted to identifying the characteristics and principles of goal setting as part of the strategic management of the economic system. The article determines principles and characteristic features of goal setting as an activity. The authors propose the relationship between the individual and the principles of qualitative characteristics of goal-setting, which allows the process of management and decision-making to enhance the effectiveness of goal-setting characteristics through the activation of specific principles.
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The Model of Sustainable Performance of Small and Medium-sized Enterprise
David, F. R. (2011). Strategicmanagement: concepts and cases. Boston: Prentice Hall.
David F. R.
Strategicmanagement: concepts and cases.
Kim, W. & Mauborgne, R. (2002, June). Charting Your Company’s Future. Harvard Business Review , 5–11.
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.
Modern environment in which operate tourism-economic factors is characterized by a high level of instability and the dynamics of change. Changes with its influences determine external operating conditions, over which micro organizational units have no control. In order to successfully survive it is necessary to identify and adapt to them. Marketing strategy of cultural heritage tourist valorisation, in this context, appears as an adequate approach. Strategic management enables planning on an analysis of past events, and in a special way takes into account estimates and projections of future conditions of the environment. Also, it should take into account that the coexistence of cultural heritage with the achievements of modern life is defined with sustainable development syntax. This paper in which research, formulation and presentation of the results were used the methods of analysis and synthesis, comparative, descriptive and historical methods outlines the development and analyzes the current state of cultural tourism in Croatia, and discusses approach to effective strategic marketing management of cultural heritage tourist valorisation, focusing on the sustainable development of tourism.
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.
 Baum, J. A. C., Calabrese, T., Silverman, B. S. (2000): Don’t Go It Alone: Alliance Network Composition and Startups’ Performance in Canadian Biotechnology. StrategicManagement Journal 21(3), 267–294.
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