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Epistemological Underpinnings and Original Concepts of Strategic Management
Abstract
Archimedes is reported to have said: ‘Give me an [appropriate] point of leverage and 1 will turn the world.’ The remark highlights a fundamental truth that the picture of strategic behavior obtained by an observer depends on the knowledge-seeking model (paradigm) through which he perceives reality. At the present time, study of management is in the midst of a ‘paradigmatic revolution.’ In this chapter, we explore two aspects of this revolution.
... One of the American economists noted that "... companies, in the absence of a planned and managed strategy, are doomed to extinction... In companies that manage to survive, strategic behavior is at least managed" [1]. Other scientists also note that a systematic process of strategy formulation is necessary for firms to achieve and maintain their competitive development in the long term [2,3]. ...
The object of research is the process of determining the direction of strategic development of an enterprise depending on its strategic capability and orientation. It is determined that the basis for the operational choice of the strategic direction of the enterprise's development is the supporting information, which is formed on the basis of key aspects of the existence of the enterprise and determines its strategic orientation. It is substantiated that the strategic orientation outlines the fundamental principles of the enterprise's functioning, which is the basis for determining the competitive advantages necessary for its sustainable development in the strategic period. It is revealed that the specification of the strategic orientation by the current results of the influence of environmental factors on the enterprise's functioning allows to outline its strategic capability. It is proved that the level of strategic capability determines the ability of the enterprise to form and implement a certain direction of strategic development. The features of the calculation and the scale for determining the level of the enterprise's strategic capability are presented. An improved approach to forming/adjusting the direction of the enterprise's strategic development, taking into account its strategic capability and strategic capability, is proposed. The results of the practical application of the recommendations in the activities of the representative enterprise confirmed their effectiveness in terms of efficiency and clarity of the outline of the strategic direction of development. The main and intermediate values of the integral indicator of strategic capability allowed to choose a hybrid direction of development of the enterprise. The chosen direction of strategic development provided the studied enterprise with growth and income from the cultivation of new types of crops – rapeseed with a production profitability of 24.8 %, a yield of 31 centners/hectare, an additional net income of 18,75 thousand dollars and organic crops.
This paper aimed to optimize the cashier service macroprocess in a supermarket located in the Alto Paranaiba. Decision-making tools were applied, such as brainstorming, process mapping, Ishikawa diagram and PDCA cycle. The simulation type was based on the M/M/1 model, in the context of Queuing Theory. Thus, factors such as customer satisfaction and increased productivity were sought through systematic control and continuous improvement of the cashiers' service macroprocess. Finally, the alignment carried out between the PDCA cycle and the Routine Management brought an effective contribution, represented by the standardization of the macroprocess, by the construction of Standard Operating Procedures (SOPs).
Managing the complex healthcare facility in a lower middle-income country (LMIC) such as Ghana can be challenging and demands management principles that would enable the leader to be conscious of the significant role of the environment. Nurses and midwives constitute majority of the health workforce, play pivotal role in healthcare delivery, consuming most of the resources in managing patient care, and promote the corporate image of the facility. Nurse leaders should exhibit practical leadership skills that would enable effective utilization of the capabilities of staff to achieve organizational goals and prominence in the environment. Long-term viability and competitiveness of the healthcare system demands cost-effective strategies using organizational competencies to take advantage of the opportunities within the environment. Leadership, therefore, becomes essential by initiating a vision that harnesses the potential of staff and stakeholders to this commitment. To withstand time and change, strategic leadership principles such as setting high standards of excellence, demonstrating exceptional performance, and constantly delivering value are imminent. Strategic leadership in nursing ensures provision of leadership strategies that would enhance effective teams and mitigate existing challenges confronting the health system. The paper finds that nursing as a profession is incessantly evolving and, hence, requires strong and dynamic leadership.
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