Implanting Strategic Management
Abstract
Coming more than 25 years after the last edition, this edition of the groundbreaking Ansoff work on the concepts and practical implementation of strategic management provides up-to-date case studies and simplified figures and offers a comprehensive approach to guiding firms through turbulent environments. In this age of digital transformation, the ability to respond quickly and strategically to unpredictable change can determine the success or failure of the firm. As an organization becomes more successful at implementing change, the ability to respond to changes in the environment will be entrenched in its culture. This book is based on a strategic success model which demonstrates how to optimize a firm's performance. For managers, students, and researchers wanting a step-by-step methodology on how to analyze a firm, this book will serve as an invaluable resource for thinking and acting strategically.
... The most initiative-taking stance is leading the change, where firms pioneer modern technologies, products, and industry standards, rushing innovative products to market ahead of competitors and actively shaping the market. This has been the motivation for two outstanding themes of research in strategic management proposed by Ansoff et al. (2019) and Teece et al. (1997) that form the basis for this book. ...
... Indeed, the literature on strategy typically contains a chapter titled "Why Make Strategy Explicit?" (Ansoff et al., 2019) or "Why Some Firms Do No Strategic Planning" (David et al., 2019), while the business press entertains titles like "Why Do So Many Strategies Fail?". The answer is linked to turbulence. ...
... Complexity addresses the degree of heterogeneity and concentration among the environmental elements. Ansoff et al. (2019) coined the term environmental turbulence, a combined measure of the changeability and predictability of the organization's environment. They describe the concept using five characteristics split into three categories: discontinuity, unpredictability, and instability. ...
Companies around the world have faced repeated shocks in recent years that challenged their business strategies. What was the nature of these shocks? How did they affect business? How do companies adapt their strategic management in times of great volatility? This introductory chapter presents the core concepts and established theory of strategic management and strategic change in an international context by reviewing relevant literature and data. It brings together insights from each chapter, integrating them into the main themes.
... The TMT must interpret what these triggers signal to decide when and how to innovate the firm's business model. The information is processed in three stages: it needs to be noticed, interpreted, and hence enacted by the members of the TMT (Ansoff, 1979;Ilmola and Kuusi, 2006). Perceptual filters between these three process stages can lead to differing signal interpretations and enactments within a TMT. ...
... A weak signal is "a perception of strategic phenomena detected in the environment or created during interpretation that are distant to the perceiver's frame of reference" (van Veen and Ortt, 2021, p. 11). It points toward a potential future transformation whose implications for the business are hard to estimate (Ansoff, 1979). Because environmental turbulence reflects changes with unclear or even unpredictable implications (Sutcliffe, 1994), the TMT is likely to find an array of new information whose meanings are difficult to interpret, constituting a weak signal to the TMT. ...
... Nesse contexto, a temática da estratégia na Administração vem sendo estudada sobre a vertente do planejamento estratégico. Ansoff;McDonnell (1993) afirmam que o planejamento estratégico é um processo analítico com o objetivo de tornar as decisões estratégicas melhores, utilizando como base as variáveis empresariais, econômicas e tecnológicas. Dessa forma, os autores definem o planejamento estratégico como um processo que orienta a tomada de decisões. ...
... A seguir, discorre-se a respeito de cada uma das etapas descritas.A primeira fase consiste no diagnóstico estratégico, onde ocorre a análise da organização como um todo. O diagnóstico estratégico é uma abordagem sistemática para determinar as mudanças a serem efetuadas em uma estratégia da empresa e as capacidades internas necessárias para garantir o sucesso no futuro(Ansoff et al., 2019). ...
O presente artigo tem por objetivo principal identificar a importância do planejamento estratégico na administração pública, sendo o locus de estudo uma instituição pública do estado do Amazonas. Especificamente retratar conceitos relacionados à administração pública e ao planejamento estratégico, descrever o planejamento estratégico da instituição e apresentar o processo de implantação do plano estratégico. A pesquisa se deu em razão da relevância do estudo da transição do modelo burocrático para o modelo gerencial, bem como, pelo processo de implantação do planejamento estratégico na Instituição. Para tanto, metodologicamente foi realizada uma entrevista com servidores, foram coletados dados secundários, utilizando-se do portal da transparência e pesquisa documental na própria instituição com auxílio dos gestores. Estruturalmente o artigo está dividido em cinco capítulos, sendo introdutório, metodológico, referencial teórico, análise e discussões e as considerações finais. Neste último aponta-se como resultado que a instituição vem apresentando indícios de aplicação das ferramentas do planejamento estratégico conforme preconiza a teoria da contingência.
... Ефективне антикризове управління передбачає його поєднання із системою стратегічного управління підприємством, яке на думку ряду вчених є діяльністю з досягнення важливих довгострокових цілей системи в умовах зовнішнього середовища, яке постійно змінюється, шляхом зміни стану самої системи [11]. Основними елементами стратегічного управління є підприємство та зовнішнє середовище. ...
... Класичний підхід до вибору стратегій представлений у роботах Ансоффа І., на думку якого стратегія є набором правил для ухвалення рішень, якими організація керується у своїй діяльності [11]. ...
In the conditions of russia's armed aggression, the loss of a significant number of enterprises of their production capacities, the deterioration of the logistics supply system, the instability of the national currency exchange rate requires active anti-crisis management from all enterprises, which must be carried out in accordance with the formed enterprise development strategy. Despite a significant amount of research in the direction of anti-crisis management, the issue of the relationship between anti-crisis and strategic management requires further research. The purpose of the article is to determine the relationship and place of strategy in the anti-crisis management system in modern conditions. The article systematizes approaches to determining the essence of the strategy and its place in the anti-crisis management system. It was determined that in modern conditions, the implementation of an anti-crisis management strategy is important for all enterprises, regardless of the form of management. The basic strategies of enterprise development are summarized: strategies of concentrated growth, strategies of integrated growth, strategies of diversified growth, strategies of reduction. The stages of the development of a crisis situation at the enterprise are summarized: the appearance of signs of a crisis; crisis detection; financial response to the unfolding of the crisis; unfolding (deepening) of the crisis; the company's reaction to the crisis. The anti-crisis management strategy is defined as an interrelated sequence of actions to ensure the effective economic activity of the enterprise under the conditions of limited resources and the influence of crisis factors. The anti-crisis management strategy should consist of a strategy for overcoming crisis phenomena and a strategy for preventing crisis phenomena. Both components are important and require constant monitoring of the external and internal environment of the enterprise. The stages of the implementation of the anti-crisis strategy of the enterprise are determined.
... initially established (Gruis & Niebour, 2004). It was adopted after Ansoff (1984), that strategic planning is "a systematic procedure for management which anticipates the challenge and prepares its responses in advance, based on examination of novel alternatives". The characteristics of strategic business planning based on business theory (Aaker, 1998;Bryson, 1995;Kotler, 1997) in the context of the intended implementation of such planning to social housing management were then identified (Gruis & Niebour, 2004). ...
... In opposition to comprehensive social housing management, a partial or ad hoc operating landlord (manager) will focus mainly on problematic properties or estates, will not formulate objectives for the development of the entire housing stock, and will not consider the synthesis of different parts of the total management approach . The final characteristic of strategic business planning is a proactive approach (Aaker, 1998;Ansoff et al., 1984). In this approach, managers of a social housing stock will actively identify problems and opportunities stemming from developments in the housing market, housing policy, and market position of this housing stock. ...
Motives: Long-term planning and its implementation constitute the basis for effective social (municipal) housing management. Hence there is a need to monitor how these plans are drawn up and the degree to which they are implemented in municipalities so that they contribute optimally to meeting local housing needs using the existing municipal housing stock (MHS). Aim: The research focused on assessing the implementation degree of the long-term municipal housing stock management program (MHSMP) of the city of Olsztyn in 2017–2021. The trends in social housing management in Europe, in particular regarding the introduction of strategic business planning in the social housing sector, were taken into account. Results: In the MHS under study, there was a much faster decrease in the number of municipal dwellings than assumed in the plan and high deficits in social dwellings and temporary rooms. Sales of municipal dwellings were lower than planned, although revenues from this exceeded the plan. The operating costs of municipal facilities were determined by an over-planned increase in administrative costs while those for common properties turned out to be lower than planned. The renovation plan for municipal facilities was determined by the limited financial capacities of the municipality and covered a small percentage of the actual renovation needs. It was found that the MHSMP under study did not represent a coherent concept for the MHS management in the long run, was overly formalized, and did not take into account the actual housing needs of the local society. Moreover, it lacked the characteristics of strategic business plans, such as being market-oriented, systematic, comprehensive, and proactive.
... The cooperation between companies and partners, coupled with the linkage mechanism of the government, can significantly improve performance and maximize the value creation of companies [18]. From stakeholders' perspective, value is created by leveraging complementary resources, mutually beneficial relationships [19], and a combination of trust and specific assets [20]. ...
The integration of science, technology, and finance is critical to the innovation and value creation of technology companies. In China, sci-tech finance policies have been formulated to support and help technology companies. Policy stimulus is becoming the key driver in different phases of value creation by providing complementary resources or reducing risk to technology companies. We propose a value-oriented, multidimensional framework to address the complex realities of the interplay between policy, technology companies, and value creation. The framework explains the impact of policy incentive and compensation mechanisms on the value creation of technology companies. An electrical manufacturing company was selected as an evidence-based example to validate the framework and display the expected results and unexpected consequences.
... К середине 1960-х гг. возникает и в дальнейшем широко укореняется в практике управления фирмой концепция стратегического менеджмента, основной вклад в создание которой внёс Игорь Ансофф (Ansoff , 1965;Ansoff , 1979). Позже концепция стратегического менеджмента находит существенное развитие в концепции стейкхолдеров (Freeman, 1984). ...
In the transformation processes that have been taking place in the economic system over the past four centuries, initially in Europe and then on a global scale, the sequential and cyclical nature is clearly visible, manifested most clearly in the periodic development of the so-called industrial revolutions. The essence of these four revolutions generated in many ways by scientific and technological progress are fundamental changes in the system of industrial relations. An important place in these transformations is occupied by changes in the system of management relations, along with technological changes, they largely determine the success or failure of business entities in the market to pass the stage of revolutionary transformations of the economic system. Obviously, it is the new circumstances that set the requirements that the business management system have to meet. The following questions arise: what role the “genetics” of the management system plays in the process of its adaptation to new conditions; to what extent the initial historically formed model of business organization management influences on its adaptive capabilities; to what extent the initially formed management patterns are a brake on the path to the transformational development of management In the paper, on the methodological basis of historical materialism and dialectical logic, the aim is to consider the trajectory and logic of the transformational process of development of management relations in the context of the deployment of industrial revolutions, that is the dialectics of their development are displayed in historical retrospect The paper provides a systematic consideration of the origin and evolution of management as a separate type of management activity in connection with the development of the socio-economic system as a result of industrial revolutions. The article shows how the generic initial characteristics of management determined its specific features and how they influenced its transformational changes under the cardinal changes in the scientific and technological, social and economic spheres. At the stage of the third industrial revolution management was transformed to such an extent which led to the essential degeneration and the loss of its original identity. This marked the end of the life cycle of management as a special type of managerial activity.
... Ansoff e McDonnell discutem a diversificação relacionada e não relacionada. Ansoff, H. I., (1984). Implanting Strategic Management. ...
"Minorulândia," a music school founded by two friends passionate about music, faces the dilemma of diversifying its educational offerings to include tutoring, online language courses, fitness training for the elderly, gastronomy, among other activities. Although this expansion may increase the school's reach and revenue, there is a risk of diverting the focus and energy of the management from music education, which is the flagship and main source of income for the institution. This case explores the strategic implications of such diversification and the challenges faced by the founders in maintaining the essence and quality of music education. The aim is to analyze how managers can balance innovation and business diversification with the preservation of the school's core mission, providing a discussion on prioritization and resource management in an expanding business.
Keywords: Educational Entrepreneurship; Service Diversification; Strategic Management.
... Various management strategies have been proposed to handle these types of projects. Ansoff (2007) suggests managing proactive and reactive expectations in innovation projects, while Bibarsov et al. (2017) advocate combining long-term management tools with scientific principles such as selective management and goal orientation. Additionally, Shenhar and Dvir (2007) proposed an adaptive PM model to enhance innovation and manage VUCA challenges in a highly turbulent environment (Bennett and Lemoine, 2014). ...
The convergence of project management (PM) and innovation management (IM) has become an increasingly significant research domain, yet a comprehensive scientometric analysis of their intersection remains underexplored. This study bridges this gap by conducting a two-decade scientometric analysis (2003–2023) of 521 articles retrieved from Web of Science (WOS), Scopus, and PubMed. Using bibliometric techniques and CiteSpace visualization, key research trends, collaborative networks, and emerging fields within PM-IM literature are identified. The findings reveal three dominant disciplinary pillars—management, engineering, and business—shaping the PIM domain, while collaboration across institutions and countries remains sparse. Furthermore, foundational research landmarks, particularly the influence of the Stage-Gate system and dynamic capabilities in innovation-driven projects are revealed. The analysis highlights three dominant research streams: (1) managing project uncertainty in high-VUCA environments, (2) innovation-driven project methodologies, and (3) applications of PIM across diverse sectors. Furthermore, emerging research frontiers indicate increasing interest in artificial intelligence (AI), agile product management, and digital transformation in innovation projects. By providing a structured overview of the PM-IM confluence, this study offers valuable insights for researchers, policymakers, and industry professionals aiming to navigate the evolving landscape of project-based innovation.
... (Who/How) and Basic Matrix: a) 5 Whys (Ohno, 2019;Liker, 2021); b) 5W2H (Who/How) (Slack et al., 2009;Campos, 1992); c) Basic Matrix. Its simplicity and versatility make it suitable for different strategic and operational planning scenarios (Ansoff, 2018;Chiavenato, 1983). ...
Global competitiveness and production complexity in modern industries highlight the need for methods to improve efficiency and productivity. Industrial modernization faces challenges such as complex processes, demand variability, and resource limitations, requiring fast and assertive solutions to avoid inefficiencies and loss of competitiveness. In Brazil, the Manaus Industrial Hub (PIM) exemplifies how methodologies and tools such as Lean Manufacturing, Yamazumi chart, Ishikawa, Line Balancing, 5 Whys, 5W2H, and Basic Matrix help to overcome logistics costs and regulatory pressures, optimizing resources and demands. Together with Production Planning, these methodologies and tools minimize costs, maximize productivity, eliminate waste and bottlenecks, and increase competitiveness. Focusing on the manufacture of loudspeakers, this qualitative, exploratory research, through a case study with bibliographic and documentary research, identified practices to optimize processes and solve problems, generating improvements in the production rate with a 21.9% increase in production capacity and labor efficiency with a 10.7% reduction in the number of operators on the line, generating a positive impact on business results. Keywords: Productive Efficiency, Quality, Production Management, Lean.
... Strategic Management (SM) was described as a manager's method to execute all objectives of the organisation in line with formulated strategies (Ansoff, 2007). It is a dynamic methodology carried out by the organisational leadership directly and by subordinates implicitly. ...
In today's contemporary business environment, small, and medium, enterprises (SMEs) play a vital role in driving a country's economic growth. However, despite their undeniable significance, SMEs often struggle to evolve into large corporate organisations (LCOs) in Africa. The factors and requirements involved in this transition have been a subject of much debate and contention within the research community. This analysis aims to understand factors influencing SMEs' transition into sustainable LCOs, contributing to achieving sustainable development goals (SDGs), the Africa Agenda 2063, and fostering sustainable growth. The study adopts a systematic literature review (SLR) approach. A comprehensive assessment of 647 scholarly scientific research articles published from 2012 to 2022 was conducted, followed by a meticulous statistical analysis of 108 selected studies. The RStudio application, an integrated development environment (IDE) programming tool was used for the analysis of the graphical representation. The findings of this study revealed that leadership, business models, and human capital were crucial factors in SMEs evolving into LCOs. This research endeavoured to bridge the gap in understanding the factors driving the growth of SMEs into LCOs, thereby enabling more informed decision-making and policy development aimed at fostering sustainable economic development in Africa and beyond.
... Se espera en los resultados de investigación demostrar en la sección de hallazgos algunos de los factores clave que impactan de manera significativa la efectividad en planeación estratégica y del desempeño, la variable del desempeño se integra mediante las sub categorías dentro de las empresas del sector agroalimentario, dichas categorías pueden incluir liderazgo efectivo, cultura organizacional, recursos tecnológicos, y capacidad de innovación. La comprensión de los factores propicia un desarrollo de estrategias efectivas, adecuadas a necesidades específicas en las organizaciones (Hrebiniak, 2006;Ansoff, 2014). ...
El libro "La gestión administrativa de las empresas, en busca del éxito en un entorno cambiante" es una obra colaborativa que reúne las contribuciones de varios autores y estudiantes de la Maestría en Administración de la Universidad Autónoma de Aguascalientes. Este texto aborda diversas temáticas relacionadas con la gestión administrativa, enfocándose en cómo las empresas pueden adaptarse y prosperar en un entorno empresarial dinámico, cuyos temas principales, son: Capítulo 1: Orientación emprendedora y el éxito en la innovación de las PYMES en Aguascalientes .Se analiza cómo la orientación emprendedora influye en la innovación dentro de las PYMES en Aguascalientes, destacando su relación con el éxito empresarial. Capítulo 2: Inclusión a Personas con Discapacidad en MIPyMES: Una Exploración de áreas y acciones estratégicas. Se propone una exploración sobre la inclusión de personas con discapacidad en MIPyMES, sugiriendo acciones estratégicas para mejorar su participación. Capítulo 3: Fomento de las prácticas de eco-innovación y economía circular en busca de la sustentabilidad empresarial: Caso de estudio en un Club Deportivo de Aguascalientes . Sediscuten prácticas de eco-innovación y economía circular, presentando un caso de estudio que busca optimizar el uso del agua y minimizar el impacto ambiental. Capítulo 4: Estrategias de gestión de almacenes aplicadas en una empresa de venta de material de construcción en Aguascalientes .Se examinan estrategias para mejorar la gestión de inventarios en empresas del sector construcción. Capítulo 5: Impacto de la planeación estratégica en el desempeño organizacional de las empresas del sector agroalimentario en México .Se investiga el impacto de la planeación estratégica en el rendimiento organizacional del sector agroalimentario. Capítulo 6: Responsabilidad Social Empresarial para una empresa de Control de Plagas en Aguascalientes . Se aborda cómo las empresas pueden mejorar sus iniciativas de responsabilidad social. Capítulo 7: Elaboración del manual organizacional para la empresa gastronómica Sevilla .Se propone un manual para una empresa gastronómica con el fin de aumentar su productividad. Capítulo 8: La Inteligencia Artificial aplicada en los Procesos de Reclutamiento y Selección en una Agencia de Capital Humano en Zacatecas: una exploración cualitativa de desafíos, oportunidades y consideraciones éticas. Se exploran los desafíos y oportunidades que presenta la inteligencia artificial en procesos de reclutamiento. Capítulo 9: Gasto público en educación y su relación con la desigualdad socioeconómica en México . Se analiza cómo el gasto público en educación afecta la desigualdad socioeconómica en México. Capítulo 10: Impacto y desarrollo del concepto de mexicanidad en la construcción de la marca país México . Se estudia el concepto de mexicanidad y su influencia en la construcción de una marca país. Capítulo 11: Rendimiento de la Bolsa Mexicana de Valores en 2021 y sus principales efectos por COVID-19. Se evalúan los efectos de la pandemia en el rendimiento de la Bolsa Mexicana de Valores. Cada capítulo ofrece un análisis detallado y propuestas prácticas que buscan contribuir al desarrollo sostenible y a la mejora continua dentro del ámbito empresarial.En conjunto, este libro no solo proporciona un marco teórico sobre gestión administrativa, sino que también presenta estudios aplicados que pueden servir como guía para empresas que buscan adaptarse a los retos contemporáneos.
... Guided by strategic synergy theory [73], the study constructs a subsystem framework comprising the dimensions of "goal-strategy-input-innovation", integrating strategic goals and management strategies derived from text analysis as elements of subsystem synergy. ...
Driven by the dual imperatives of global economic green transformation and the advancement of digital technologies, achieving synergistic enhancement through digitalization and greenization to promote sustainable development has become a focal point for both academia and practical fields. This study, utilizing a sample of Chinese A-share listed companies from 2010 to 2023, aims to explore the transformative potential of digital–green synergy (DGS) for enhancing enterprise sustainable development within the realm of production efficiency improvement. Employing a coupling coordination model based on the entropy-weighted TOPSIS method, the research measures the DGS levels of enterprises. Grounded in strategic synergy theory, the resource-based view, and dynamic capability theory, this study thoroughly investigates the direct impacts of DGS on corporate TFP, intermediary mechanisms, moderating effects, and heterogeneous roles. The research findings robustly demonstrate that DGS can significantly improve enterprise TFP through optimizing resource allocation, reducing cost stickiness, and enhancing operational efficiency, thereby facilitating the dynamic reorganization of production factors and the creation of sustainable value. Furthermore, external factors, such as financing constraints and environmental regulation, alongside internal organizational factors like executive characteristics, are shown to exert significant moderating effects on the effectiveness of DGS. In summary, this research not only highlights the crucial role of DGS in enhancing production efficiency as a driver for high-quality corporate development and the pursuit of sustainable goals but also provides important theoretical guidance for policymakers to incentivize digital and green transformation. It also offers practical insights for enterprise managers to strategically formulate synergistic development strategies, enhance economic benefits, and achieve long-term sustainable performance. Beyond these practical implications, this study further enriches the theoretical landscape by first extending strategic synergy theory to firm-level digital–green synergy in emerging markets; second by enhancing sustainability research by adopting a broader “environment-society” framework; methodologically innovating by developing a novel “goal-strategy-input-technology” synergy measurement framework; and finally, deepening the theoretical understanding of DGS-TFP relationships through mechanism and moderator exploration.
... Human asset (HR) improvement is an imperative figure in organizational victory (Robbins & Coulter, 2021;Ansoff, H. et al., 2019). An viable HR improvement methodology can have a noteworthy affect on representative efficiency (Armstrong, 2021), provide support to businesses so they can compete in increasingly dynamic and complicated marketplaces and improve their ability to adapt to ongoing change (Gupta, A. D., 2020). ...
This study uses work motivation as an intermediary variable to assess and examine the impact of rewards and penalties on worker performance in the specific context of PT. ABC. The methodology for this study is partial least squares structural equation modeling (PLS-SEM), and the data analysis is done using SmartPLS software. Workers at various levels of the PT. ABC hierarchy comprise the 155 respondents in the study's sample. The results demonstrate a substantial relationship between production and worker motivation. It is also found that punishment has a significant effect on employee motivation and performance. Additionally, there is a significant relationship between employee motivation and performance and the reward variable. However, the effect of discipline on motivation at work.
... Biases in AI adoption emerge, as employees selectively trust AI recommendations based on perceived reliability and social influence [2,6]. The strategic implementation of AI in organizations further depends on adaptive learning and knowledge diffusion rather than top-down training programs [5]. ...
While organizations continue to invest in AI tools like M365 Copilot, little is known about how individual employees engage with these technologies once deployed. This study examines M365 Copilot adoption behaviors among a group of 10 experienced users across many industries in the United States. Findings reveal a strong preference for informal learning methods over structured training. Even though 9 out of 10 participants acknowledged that formal training for Copilot tools would be useful, 7 out of 10 stated that they ignored the Copilot onboarding videos provided to them, citing reasons such as time constraints, preference for self-guided learning, or reliance on external resources like ChatGPT. No participants used formal training as their primary learning method. Instead, experiential learning (trial and error, 8 participants) and social learning (peer discussions, 6 participants) emerged as dominant learning strategies. We discuss opportunities for promoting social learning of AI tools in the workplace.
... Trends are a long-term influencing factor for organisations (Tanaka et al., 2020). In particular, forecasting economic trends, technological trends, legal trends, sociological trends, and ecological and political trends is of relevance to strategic management (Ansoff, 2007;Ansoff et al., 2018). This foresight to identify strategic relevant changes in the firm's environment has always been essential for improving management decisions, as it provides the opportunity to integrate future changes into present considerations (Battistella and Toni, 2011). ...
... Por último, en el Gráfico Nº1 se plantea el Análisis Futuro, es decir las Señales De Futuro (identificado con el número 5). Este análisis es uno de los más importantes, dado que permite prever los distintos niveles de planificación y respuesta al futuro planteados por Ansoff (1984), la gestión de crisis, análisis de señales débiles, análisis de señales fuertes y por último planificación estratégica de largo plazo (que busca lograr una imagen de futuro por medio de una estrategia). Este análisis global de señales de futuro deberá integrar en forma global lo más avanzando en estudios especializados del objeto de estudio, producido por los mayores think tanks globales en el tema, que permitan iluminar posibles futuros de mediano y largo plazo al respecto (Vargas Lama, 2018). ...
Resumen. El sector agropecuario y agroindustrial, uno de los más importantes tanto en el aspecto económico como social en Latinoamérica, requiere de un cambio estructural desde las dinámicas de las Megatendencias mundiales: Una población en crecimiento a nivel regional y global, mayores necesidades a satisfacer por la incursión de las nuevas clases medias mundiales, una mayor globalización de la producción y el consumo, entre otras. Esta necesidad de repensar el sector guarda una estrecha relación con los retos planteados por la Organización de las Naciones Unidas en los Objetivos de Desarrollo Sostenible (ODS) concernientes a la erradicación de la pobreza por un lado y la seguridad alimentaria a través de la agricultura sostenible por el otro, contribuyendo también de manera transversal al logro de los 15 objetivos adicionales planteados para el 2030. En este contexto se presentan múltiples desafíos para su desarrollo de largo plazo: la articulación de este sector con otros sectores económicos, la convergencia de las diversas cadenas productivas entre sí y, por último, la construcción del análisis de futuro en cada eslabón de la misma cadena, todo con una mirada sistémica de desarrollo en el territorio. Para esto, el objetivo del presente estudio es explorar algunas de las principales particularidades de la aplicación de la Metodología de Prospectiva Voluntarista Latinoamericana a las cadenas agroindustriales como un aporte para la implementación de la agenda 2030 y el logro de los objetivos de desarrollo sostenible y por otro lado plantear una reflexión sobre la necesidad de articular los estudios prospectivos en los diversos subsectores y cadenas agroindustriales con el entorno económico en forma sistémica y de esta manera contribuir más efectivamente al desarrollo de los territorios. Como resultado del análisis detectamos la necesidad de plantear esquemas particulares de análisis prospectivo y planeación de futuro para las cadenas productivas y de valor para el sector agroindustrial, considerando que sus componentes deben ser analizados como eslabones independientes, pero articulados; demostrando una sinergia entre ellos que permita un mayor impacto en la dinámica económica territorial.
... Por último, en el Gráfico Nº1 se plantea el Análisis Futuro, es decir las Señales De Futuro (identificado con el número 5). Este análisis es uno de los más importantes, dado que permite prever los distintos niveles de planificación y respuesta al futuro planteados por Ansoff (1984), la gestión de crisis, análisis de señales débiles, análisis de señales fuertes y por último planificación estratégica de largo plazo (que busca lograr una imagen de futuro por medio de una estrategia). Este análisis global de señales de futuro deberá integrar en forma global lo más avanzando en estudios especializados del objeto de estudio, producido por los mayores think tanks globales en el tema, que permitan iluminar posibles futuros de mediano y largo plazo al respecto (Vargas Lama, 2018). ...
Resumen. El sector agropecuario y agroindustrial, uno de los más importantes tanto en el aspecto económico como social en Latinoamérica, requiere de un cambio estructural desde las dinámicas de las Megatendencias mundiales: Una población en crecimiento a nivel regional y global, mayores necesidades a satisfacer por la incursión de las nuevas clases medias mundiales, una mayor globalización de la producción y el consumo, entre otras. Esta necesidad de repensar el sector guarda una estrecha relación con los retos planteados por la Organización de las Naciones Unidas en los Objetivos de Desarrollo Sostenible (ODS) concernientes a la erradicación de la pobreza por un lado y la seguridad alimentaria a través de la agricultura sostenible por el otro, contribuyendo también de manera transversal al logro de los 15 objetivos adicionales planteados para el 2030. En este contexto se presentan múltiples desafíos para su desarrollo de largo plazo: la articulación de este sector con otros sectores económicos, la convergencia de las diversas cadenas productivas entre sí y, por último, la construcción del análisis de futuro en cada eslabón de la misma cadena, todo con una mirada sistémica de desarrollo en el territorio. Para esto, el objetivo del presente estudio es explorar algunas de las principales particularidades de la aplicación de la Metodología de Prospectiva Voluntarista Latinoamericana a las cadenas agroindustriales como un aporte para la implementación de la agenda 2030 y el logro de los objetivos de desarrollo sostenible y por otro lado plantear una reflexión sobre la necesidad de articular los estudios prospectivos en los diversos subsectores y cadenas agroindustriales con el entorno económico en forma sistémica y de esta manera contribuir más efectivamente al desarrollo de los territorios. Como resultado del análisis detectamos la necesidad de plantear esquemas particulares de análisis prospectivo y planeación de futuro para las cadenas productivas y de valor para el sector agroindustrial, considerando que sus componentes deben ser analizados como eslabones independientes, pero articulados; demostrando una sinergia entre ellos que permita un mayor impacto en la dinámica económica territorial.
... Analysing a company's business performance is important in monitoring and assessing its performance and identifying deviations between planned and achieved objectives. Based on the findings from the analysis of business performance, the company must take specific measures to eliminate the differences between objectives and those achieved (Pučko, 2004;Ansoff et al., 2018). ...
We conducted the research as a case study in a selected company. The Slovenian company employs between 300 and 350 employees, of which 100 work in management. The first significant step in the Automotive industry occurred at the beginning of 2018 when the first important project was acquired, representing 1/3 of the annual turnover of EUR 30,000,000. Constant growth and, as a result, an ever-increasing number of new projects demanded the reorganisation of the company and the formation of a separate and independent project office for the needs of the Automotive industry. As part of the research, we explore the research problem: effective management of projects or project resources from the point of view of the company's business performance. Through systematic work and the vision of the company’s management, we showed the increase in efficiency of the project team's reduction of costs, which means better competitiveness in the global market for the future.
... By implementing such strategies, universities can differentiate themselves effectively and thrive in an increasingly competitive landscape. Strategic planning is a crucial component of strategic management, which also includes resources management, implementation, and assessment (Ansoff et al., 2018). To achieve competitiveness, strategic planning help organizations to achieve their strategic goals by facilitating informed decision making and information gathering, setting strategic direction, and improving coordination and control through performance reviews (Hussein et al., 2021). ...
this study examines the relationship between strategic management practices and the performance of public research universities in Ethiopia. An explanatory sequential mixed-methods research design was employed. From a total sample population of 493, 222 respondents were selected using stratified for survey and 15 were chosen for interview using purposive sampling techniques. Data were collected through questionnaires, semi-structured interviews, and document reviews. Quantitative data were analyzed using descriptive and inferential statistics, while qualitative data were categorized into themes and analyzed narratively. The results revealed a moderate to very strong positive correlation between elements of strategic management practices and university performance. Strategic management practices explained 54.9% of the variance in university performance collectively (R² = 0.549). Hypothesis testing showed that internal environment analysis, strategy formulation, implementation, evaluation, and control had significant positive impacts on university performance. Conversely, defining vision had an insignificant negative impact, while external environment analysis demonstrated a weak positive impact. These findings highlight the critical role of tailored and proactive strategic management practices in enhancing institutional performance. It is recommended that leadership at public research universities focus on integrating strategic management practices cohesively to drive performance improvements.
... Strategic management is an act of creating a position that is strategically viable for the future organizational environment, mainly concerned with establishing objectives and goals and maintaining the relationship between the organization and the environment (Audretsch and Lehmann, 2017; Ansoff et al., 2018). It is an ability and art involving various activities that help an organization achieve its well-defined objectives (Hitt et al., 2002b). ...
This study aims to operationalize and validate the strategic entrepreneurship model proposed by Ireland et al. (2003), exploring its role in fostering sustainable competitive advantage. By conceptualizing strategic entrepreneurship as a multi-dimensional construct—comprising entrepreneurial mindset, culture and leadership, resource management, and innovation—this research investigates how these dimensions drive firm performance. Utilizing a primary survey of 235 key informants from manufacturing and service organizations in Punjab, India, the study empirically examines the link between strategic entrepreneurship and competitive advantage. In doing so, it not only confirms the significant relationship between these factors but also makes a novel contribution by developing and validating measurement scales for the various dimensions of strategic entrepreneurship.
... Tako Anthony (1965) definira strateško planiranje kao skup svrhe i ciljeva. Ansoff (1984) vidi strategiju kao mehanizam snalaženja u složenom i promjenjivom okruženju. Mintzberg (1980) gleda strategiju kroz pet različitih komponenti: kao plan (pravila koja vode k cilju), trik (kojim se pobjeđuje konkurencija), uzorak (način ponašanja), poziciju (sigurno mjesto) i perspektivu (skupinu pretpostavki, viziju). ...
Ovaj priručnik izrađen je u s ciljem podizanja digitalne kompetencije korisnika u sklopu projekta e- Škole: Uspostava sustava razvoja digitalno zrelih škola (pilot-projekt) koji sufinancira Europska unija iz europskih strukturnih i investicijskih fondova. Nositelj projekta je Hrvatska akademska i istraživačka mreža – CARNET. Strateško planiranje je dugoročan i sveobuhvatan proces usmjeren na školu kao cjelinu, dio je procesa sveukupnog upravljanja školom. Dobra IKT situacijska analiza preduvjet je oblikovanja IKT vizije, IKT misije i IKT strateških ciljeva koji čine glavne elemente IKT strateškog plana koji je sastavni dio opće strategije razvoja škole čiji se napredak mjeri i vrednuje upotrebom mjernih, ključnih pokazatelja uspješnosti. Sveobuhvatni cilj ovog priručnika jest stvoriti kvalitetnu teorijsku i praktičnu podlogu temeljem koje bi ravnatelji stekli znanja i vještine vezane uz primjenu dobre prakse u prepoznavanju i interpretiranju važnosti digitalnih tehnologija za procese učenja, poučavanja i poslovanje škole te uključivanja integracije digitalne tehnologije u učenje, poučavanje i poslovanje škole u strategiju razvoja škole. Očekivani ishodi učenja čitatelja ovog priručnika su prezentirati važnost digitalne tehnologije za procese učenja, poučavanja i poslovanje te vrednovati viziju i misiju s obzirom na dosadašnju integraciju digitalne tehnologije u učenje, poučavanje i poslovanje.
// This manual was created with the aim of increasing the digital competence of users as part of the e-Schools project: Establishment of a system for the development of digitally mature schools (pilot project), which is co-financed by the European Union from European structural and investment funds. The holder of the project is the Croatian Academic and Research Network - CARNET. Strategic planning is a long-term and comprehensive process aimed at the school as a whole, it is part of the overall school management process. A good ICT situational analysis is a prerequisite for shaping the ICT vision, ICT mission and ICT strategic goals, which form the main elements of the ICT strategic plan, which is an integral part of the school's general development strategy, whose progress is measured and evaluated using key performance indicators. The overarching goal of this handbook is to create a high-quality theoretical and practical foundation on the basis of which principals would acquire knowledge and skills related to the application of good practice in recognizing and interpreting the importance of digital technologies for the processes of learning, teaching and business of the school and including the integration of digital technology in learning, teaching and business schools in the school development strategy. The expected learning outcomes of the readers of this manual are to present the importance of digital technology for learning, teaching and business processes and to evaluate the vision and mission with respect to the integration of digital technology in learning, teaching and business so far.
... Di industri global saat ini, manajemen strategi membutuhkan pendekatan yang fleksibel dan berbasis data untuk menghadapi tantangan dan kompleksitas pasar yang terus berkembang. Di tengah persaingan ketat, perubahan regulasi, serta pergeseran preferensi konsumen yang dinamis, perusahaan global harus menyesuaikan strategi mereka untuk tetap kompetitif dengan menggunakan pendekatan yang fleksibel, yang memungkinkan mereka untuk lebih cepat menyesuaikan diri dengan perubahan, sementara sementara pendekatan berbasis data mendukung pengambilan keputusan yang lebih akurat dan responsif terhadap kebutuhan pasar (Ansoff et al., 2019). ...
Manajemen strategi merupakan kunci untuk membantu perusahaan mencapai tujuan jangka panjang, mempertahankan keunggulan kompetitif, dan beradaptasi dengan perubahan lingkungan bisnis yang cepat. Tujuan dari penelitian ini adalah untuk menganalisis literatur terkini tentang implementasi manajemen strategi di berbagai industri di seluruh dunia, termasuk faktor-faktor yang mempengaruhi keberhasilan strategi, kesulitan implementasi, dan metode yang berhasil. Metode yang digunakan dalam penelitian ini adalah tinjauan literatur sistematis terhadap artikel-artikel ilmiah, buku, dan sumber-sumber lain yang relevan. Hasil : penelitian ini menunjukkan bahwa penggunaan teknologi digital, dukungan kepemimpinan, adaptabilitas organisasi, dan budaya perusahaan sangat mempengaruhi keberhasilan implementasi strategi. Kesimpulan : Penerapan manajemen strategi di industri global membutuhkan pendekatan yang fleksibel dan berbasis data. Studi ini juga memberikan pemahaman yang komprehensif tentang praktik terbaik dalam penerapan strategi serta saran untuk perusahaan global yang ingin meningkatkan efektivitas manajemen strateginya untuk menangani tantangan masa depan.
... Economic competition has accelerated the development of these technologies. According to early ideas, compete means to achieve suppression or takeover of rivals rather than compete with them in the market on equal terms [54,55]. The periods of competition associated with mass production and demand are left behind. ...
This research aims to study multiflow nozzle apparatuses designed to control the thrust vector within a full geometric sphere when the deflection angle of the thrust vector can vary in the range from +180 °to -180 °in any direction. The distribution of the working gas energy was considered as exemplified by a reversible nozzle apparatus with two outlet channels. It was shown that when using wedge-shaped diaphragms, the critical section area can be regulated while maintaining a constant pressure and flow rate of the working gas entering the inlet of the multiflow nozzle. In this case, the mass flow rate of the gas and jet thrust in each outlet channel change in direct proportion to the linear displacement of the diaphragm. Known conical diaphragms do not provide these results. To create promising control systems and train designers, it is proposed to use the Euler methodology and CFD technologies more widely based on the philosophy of technology. In the course of the numerical experiments, the options for the thrust cutoff (tailoff) were considered. A scientific basis has been prepared for solving problems with six degrees of freedom in three-dimensional space, considering Euler angles, when controlling the thrust vector within a full geometric sphere. Issues in flight trajectory planning (for example, for an unmanned aerial vehicle) are discussed with regard to new possibilities for extreme maneuvering. Two main areas for the development of scientific research are considered: energy-saving power generation and transportation systems (land, sea, and air). Doi: 10.28991/CEJ-2024-010-11-013 Full Text: PDF
This study investigates the impact of process innovation as a form of entrepreneurial innovation on the performance of insurance brokerage firms in Kenya. The research is set against the backdrop of persistent underperformance in the sector despite the critical role these firms play in promoting insurance penetration. The inability to enhance process efficiency has been identified as a key factor contributing to their poor performance. Grounded in the diffusion of innovation theory, the study employed a cross-sectional descriptive research design, surveying all 216 insurance brokerage firms in Kenya through a census approach. Data was collected via questionnaires and analyzed using both quantitative (descriptive and inferential statistics) and qualitative (content analysis) methods, with SPSS software used for the quantitative analysis. The findings indicate that process innovation has a significant and positive influence on the performance of these firms. The study concludes that many insurance brokerage firms fail to fully embrace process innovation, resulting in inefficiencies that hinder their operational performance and long-term success.
Purpose-The purpose of this paper is to make an effort to study the relationship between job satisfaction and performance, identify variables that influence job satisfaction, analyze deficiencies that lead to lower performance among higher education employees, and suggest effective measures to address these shortcomings. Design/methodology-This study is using a mixed-methods approach, it blends the qualitative and quantitative research. Structured questionnaires and in-depth interviews with staff members of higher education institutions were used to gather data. The impact of job satisfaction on performance was studied by using statistical methods. Findings-As per the findings of this study, job performance in Indian higher education is highly influenced by employees happiness level on their job, more the employees are happy ,more the employees are satisfied with their job. So to improve faculty performance, important variables like work environment, management techniques, training, resources, and motivation are very significant. Research limitations/implications-This study too have normal limitations of survey research. The study only limits to higher education institutions and universities located in Haryana and Delhi Universities but this study opens vistas for future research studies on higher education institutions and universities of other regions. Practical implications-The study's findings can be applied by higher education institutions and universities to enhance job satisfaction and to address performance concerns. The findings can be implemented to frame employee friendly strategies that will boost employee's productivity.
The article defines the essence of strategic management and disclosed features of its development in the energy sector. The author notices the need to consider strategic development issues, because processes of globalization of economic activity, macropolitical situation and state of world economy, negative changes in the environment, strategic management issues as the basis of efficient development of energy companies are increasing. The author investigates the essence of strategic management issues, taking into account the experience of leading world scientists. The strategic management of the development of the energy company has to meet its strategy when developing which includes internal and external environments, the life cycle of products and companies in general, its financial state, etc. The characteristic of the mission is given as the most important goal of the company’s functioning, which determines the strategic direction of its development and a number of strategic goals. The mission must be simple, real, and relevant in the long term. The author gives the structure of the fuel and energy complex of Ukraine and proves the need to consider the development of energy companies. Specifically, the presence of atomic, hydropower, thermal, solar, wind energy, and the functioning of the energy sector generally creates significant obstacles to develop a single methodological approach to develop a single strategic management mechanism for the development of companies in the energy market. Strategic development of energy companies in the context of strategic management. According to the author’s strategic management of the development of the energy company is a tool for the management of the organization for flexible response and conducting timely changes in the organization, determining and achievement of goals that meet contemporary challenges, allowing for competing advantages that in the community to provide a steady competitiveness of the energy company.
Актуальність. В умовах інтенсифікації проявів комплексних криз актуалізується потреба теоретичної розробки та практичного впровадження соціологічного моніторингу ефективності кризової комунікації у системі «влада-громадськість», зокрема в умовах війни. Метою дослідження є обґрунтування доцільності проведення соціологічного моніторингу ефективності кризової комунікації на усіх рівнях її прояву у системі «влада-громадськість». Результати. Соціологічний моніторинг ефективності комунікації у системі «влада-громадськість» в умовах криз може бути визначений як технологія наукового аналізу та спосіб підвищення результативності державного антикризового управління. Таке розуміння сутності соціологічного моніторингу убезпечує реалізацію діагностичної, аналітико-прогностичної, інформаційної та управлінської функцій. Реалізація моніторингу передбачає визначення об’єктів оцінювання, формування системи показників, вибір методів оцінювання, характеристику учасників проведення оцінки, розробку системи заходів по внесенню змін у хід кризової комунікації. Труднощі фіксації соціальних показників ефективності пов’язані з повним/частковим дублювання інформаційних повідомлень у традиційних та цифрових медіа, необхідністю врахування рівня доступності та довіри до різних медіа з боку громадськості, різкими змінами характеру та інтенсивності поведінкових реакцій учасників комунікації на інфоприводи. Висновки. Оптимальний набор соціальних показників для оцінювання ефективності кризової комунікації має містити економічні та комунікативні показники. Для оцінки першої групи показників слід використовувати статистичні методи, а для другої – опитування, контент-аналіз тощо. Проведення соціологічного моніторингу ефективності кризових комунікацій в системі «влада-громадськість» дозволить запровадити механізми дієвого зворотного зв’язку для здійснення корегування напрямів співпраці влади з населенням в умовах війни.
The purpose of the Federal Capital Territory (FCT) of Abuja is to implement government directives in order to achieve national development goals. To accomplish this, recruitment and retention strategies in the civil service (CS) play a crucial role in providing the human resources needed. This study empirically investigates the recruitment and retention strategies applied in the FCT. The study utilized a survey method by distributing questionnaires to civil servants and conducting structured interviews to collect the necessary data to achieve the research objectives. To analyze the collected data, the study used the chi-square analytical technique. The findings reveal that the recruitment strategy in the CS is based on a combination of political and merit-based factors. Regarding employee retention, the study found that the CS has implemented relatively effective incentives to retain its workforce. However, while these incentives are sufficient for short-term retention, they are inadequate to retain skilled employees compared to the incentives offered by private companies. The recommendations from this study suggest that, in order to maintain a skilled workforce and enhance performance, the CS must implement more competitive incentives that are comparable to those offered by the private sector in order to attract and retain the best talent in the long run.
The current research aimed to identify the needs for developing the University of Ha’il (UoH) administration in light of the requirements of the fourth industrial revolution by discussing the potential obstacles and challenges that the administration may encounter in meeting these demands, as well as the potential mechanisms for resolving them from the perspectives of academic leaders and teaching staff, and to determine the existence of statistically significant differences in the responses of academic leaders and faculty members regarding the most important challenges facing the development of the administration of Ha’il University and the mechanisms for dealing with them. A cross-sectional/descriptive and analytical method was used to analyze, describe, investigate, and acknowledge the obstacles that prevent the development of university administration to meet the requirements of the fourth industrial revolution and to derive the proposed mechanisms to overcome these obstacles from both academic leaders’ and teaching staff’s points of view. This study’s findings confirmed that the UoH administration faces a number of challenges, such as the lack of regulations governing the use of technologies and software, the lack of a clear and specific plan to employ the technologies of the fourth industrial revolution in the development of university administration, the delayed maintenance of devices on which the software and technologies are installed, and the lack of acceptance by some administrators of the idea of using the techniques of the fourth industrial revolution in the development of university administration out of fear of losing their jobs. By addressing these challenges and embracing some potential mechanisms, the university can effectively navigate the complexities of the 4IR. Therefore, this study suggests implementing cloud computing, artificial intelligence applications, and new technologies to develop the administrative work system at the University of Ha’il. This can lead to development and excellence in administrative performance.
Aim . The work aimed to analyze the process of integrating digital technologies into strategic management of regional rural development in China, determining its impact on sustainable development, agricultural modernization, and improving the quality of life of the population.
Objectives . The work seeks to identify the main fields of digitalization presented in the Concept of the 14th Five-Year Plan for National Economic and Social Development of the People’s Republic of China (2021–2025) and the Vision 2035 strategy; to analyze the impact of digital technologies on the socio-economic indicators of rural areas; and to study the strategizing methodology proposed by V. L. Kvint in the context of regional development.
Methods . The work employed systemic and analytical approaches, including the analysis of strategic documents, empirical data and scientific publications. The authors also applied comparative analysis methods to assess digitalization and its impact on rural areas.
Results . The integration of digital technologies has contributed to the modernization of agriculture, the development of infrastructure and the reduction of the digital divide between the city and the countryside. The positive effects of digitalization have been identified, namely a decrease in unemployment, improved access to educational and public services, and an increase in the population’s income. V. L. Kvint’s strategizing methodology provides a systematic approach to the implementation of digital solutions and provides for proactive and long-term management decisions.
Conclusions . Digitalization is of key importance in the sustainable development of rural areas in China. An integrated approach to the integration of technologies, based on national priorities and strategic planning, enables to solve effectively socio-economic problems and increase the country’s competitiveness.
In this chapter, we review the national and international literature on management control, tracing its evolution and definitions over time. In particular, we focus on the systemic conception of management control, which defines it as a multidimensional system. Drawing on the work of Italian scholars, we analyse the main dimensions of management control systems: management accounting, strategic control, organizational control, relational control and risk control. While recognising the value of studying these subsystems individually, we emphasize the critical importance of their interfaces and interrelationships. In this context, we present a comprehensive model of the management control system, widely validated in the Italian literature, which highlights key components such as the organizational control structure, the information-accounting structure, the technical-IT structure and the control process. This model provides a coherent framework that ensures an integrated and effective approach to guiding the organization towards its objectives and monitoring performance.
The purpose of this study is to investigate how organizations may improve their agility in order to respond to environmental turbulence by developing an appropriate organizational strategy and adapting their Information Technology (IT) function. It analyzes a dataset containing responses from 10,386 IT professionals located in 37 countries, which was collected as part of the World IT Project. The findings show that to become agile and prosper in a turbulent environment, organizations should both innovate and differentiate themselves from their competition: in other words, they should become Prospectors and employ a differentiation strategy. They also need to invest heavily in their IT human capital by way of increasing their IT personnel and establishing effective collaboration between non-IT and IT workers. Such steps would ensure the maximization of IT resources and facilitate efficient business-IT alignment. However, on the flip side, navigating a turbulent business environment can take its toll on employees who experience work exhaustion and become less satisfied with their jobs.
В сучасних умовах виникає потреба у впровадженні нових підходів до стратегічного управління підприємством, у системі якого ключову роль відіграє стратегічний аналіз. Він допомагає виявити потенційні можливості підприємства, окреслити перспективи його розвитку та розробити різні варіанти довгострокових стратегій. Стратегічний аналіз забезпечує формування довготермінової економічної стратегії підприємства, сприяє розвитку інноваційного економічного мислення та дозволяє цілеспрямовано впливати на досліджувані об'єкти для досягнення бажаних результатів, навіть в умовах непередбачуваності ринкового середовища. Для мінімізації невизначеності розроблено інтегровану модель стратегічного та оперативного аналізу, що забезпечує своєчасне прийняття рішень для запобігання негативним змінам та оптимального використання наявних ресурсів і можливостей.
The scientific monograph presents theoretical and practical aspects of the development of science, technology, and innovation in the context of the global transformation of society. It covers general issues of technical, agricultural sciences, economics and law sciences, pedagogical and philological sciences, historical sciences, etc. The publication is intended for scientists, educators, postgraduate students and undergraduates, as well as the general readership.
In this chapter, we examine how a new society can be constructed beyond the technological hegemony that we have lived with for nearly a century. We examine how the breakdown of society in terms of trust and shared narratives (such as science) and the rise of vulnerability, uncertainty, complexity, and ambiguity potentially lead to a societal collapse. The emergence of Artificial Intelligence and rising questioning of technological hegemony, as exemplified by the journalism of Kara Swisher, understanding the context of technology is no less important than understanding the devices themselves. The choices that we make with regard to our technological objects are no less important than the form and function of the objects themselves.
У статті досліджено актуальні проблеми формування стратегії розвитку на прикладі підприємств сфери послуг, з урахуванням впровадження модернізації та обслуговування комп’ютерної техніки, як запровадження нового виду послуг. Актуальність дослідження зумовлена потребою вдосконалення діяльності підприємства, оптимізації ресурсів і орієнтована на визначення перспектив розвитку. Основними проблемами сучасної діяльності підприємств сфери послуг визначено нестабільність в економіці, що обумовлена війною на території України. Метою дослідження виступає обґрунтування стратегії розвитку підприємства сфери послуг, що дозволить стабілізувати їх діяльність в воєнних умовах. Стаття спрямована на пошук шляхів удосконалення формування стратегії розвитку підприємств сфери послуг. У дослідженні використані такі методи як економічний аналіз, системний аналіз, аксіоматико-дедуктивний метод. Доведено, що стратегія розвитку складається з конкурентоспроможних дій та підходів, без яких відсутній плану дій та єдина програма досягнення бажаних результатів. Визначено, що стратегічні рішення розкривають перспективу підприємства на його розвиток, а обґрунтованість рішень залежить від наданої інформації. Результати дослідження показали, що ключовою тенденцією ведення бізнесу стала можливість здобуття повного комплексу послуг у сфері інформаційних технологій. В умовах війни простежується загострення потреб розширення комплексу послуг. У розрізі запровадження стратегії розвитку запропоновано оновлення спектру надання послуг, яке виступатиме вирішенням наявних проблем. Впровадження нового виду послуг допоможе залучити якомога більше клієнтів з різним рівнем доходу та розширить можливість вибору послуг для існуючої клієнтської бази. У висновках встановлено, що введення стратегії розвитку підприємства сфери послуг дозволяє стабілізувати їх діяльність у воєнних умовах, запроваджуючи комплексні дії, а запропоновані шляхи удосконалення формування стратегії розвитку підприємств сфери послуг дозволяють збільшити кількість клієнтської бази та підвищити якість надання послуг. Майбутні дослідження мають бути спрямовані на вивчення впливу війни на наслідки реалізації стратегії розвитку, а також перспективи її вдосконалення.
Aim . The work aimed to formulate the main provisions of the concept of management accounting as an element of the corporate management system, addressing the needs of various stakeholders.
Objectives. The research explores the relationship between management accounting and other components of corporate management and develops the key provisions of the concept of management accounting such as goals, functions, tasks, strategies, and methodology.
Methods . The study employs analysis (to examine a number of provisions of the concept of management accounting) and synthesis to integrate the provisions into one concept.
Results. The article develops the basic provisions of the management accounting concept aimed at integrating its functions into the corporate management system, including the goal, objectives, functions, principles, strategies, and methodology, that ensure the generation of an integrated information environment. The concept takes into account the interests of both internal stakeholders (management, employees) and external stakeholders (investors, creditors, the general public). The management accounting is shown to support planning, organization, control, motivation, and coordination in the interests of sustainable business development, transparency, and trust.
Conclusions. Management accounting described in the article differs from traditional approaches by emphasizing stakeholder interests. Unlike existing methods focused primarily on internal analysis, the proposed concept expands the accounting functions, while integrating them into strategic and operational management processes. This study emphasizes the importance of creating a universal system that aligns with modern requirements for digitalization and sustainable development, increasing transparency, relevance, and trust of all categories of stakeholders.
Unlike large corporations whose business patterns have been extensively studied and categorized, there is a lack of research on small business strategies, leaving them largely unexplored. The article explores the strategic behaviour of small industrial enterprises in Russia within the organizational and industry life cycle concept. The research methodology is based on strategic management theory and the concept of the life cycle. The research methods include panel data analysis, the Beta coef f icient calculation, and the matrix method. The information base is the reporting data of 134 small enterprises from industries at different stages of the life cycle: metal casting (growth) and newspaper printing (maturity). Statistics for analysis were obtained from the SPARK Interfax database for the period of 1999–2021. We identified three types of strategic behaviour (‘aggressive’, ‘de fender’, and ‘counterstrategy’) and assessed their prevalence among small enterprises in the two industries under consideration. The results showed that mature small enterprises with an ‘aggressive’ intuitively strategic behaviour are the predominant type of business in a mature industry, while for small enterprises in a growing industry ‘defender’ and ‘counterstrategy’ are the prevalent strategies at all the life cycle stages. This paradox additionally proves the validity of our idea of the intuitively strategic behaviour of small businesses. Our findings contribute to the development of the SME life cycle theory and strategic management, can be used to adjust industry policy and government support measures, and can also be of interest to managers of small enterprises.
GİRİŞ
Göç, insanlık tarihinin en eski olgularından biri olarak, yüzyıllar boyunca
bireylerin daha iyi yaşam koşulları sağlamak, güvenlik arayışında bulunmak
ya da yeni fırsatlar keşfetmek amacıyla yer değiştirmelerine neden olmuştur.
Günümüzde ise çatışmalar, şiddet, siyasi ve ekonomik istikrarsızlık, iklim
değişikliği ve doğal afetler gibi faktörler, bireylerin hem ulusal sınırlar içinde
hem de uluslararası düzeyde göç etme eğilimlerini artırmaktadır. 2022 yılı
itibarıyla, dünya genelinde 117 milyon dış göçmen ve 71.2 milyon iç göçmen
kaydedilmiştir. Ayrıca, sığınma talebinde bulunanların sayısı 2020 yılında 4.1
milyon iken, bu rakam 2022 yılında 5.4 milyona yükselerek %30’un üzerinde
bir artış göstermiştir (IOM, 2024: xii).
The sustainable performance of small and medium enterprises (SMEs) is a critical global issue, particularly in light of climate change. This study explores how green innovation, technological linkages, and knowledge management contribute to the sustainable performance of SMEs, examining the mediating role of strategic change and the moderating role of government support. A total of 212 valid responses were collected via Google Forms and analyzed using partial least square structural equation modeling (PLS-SEM). The findings indicate that green innovation, technological linkages, and knowledge management significantly enhance the sustainable performance of SMEs. Strategic change was found to mediate this relationship, while government support did not exhibit a significant moderating effect. This study presents a novel approach to enhancing SME performance through sustainable practices and emphasizes its theoretical and practical implications, along with limitations and future research directions.
Глобальні технологічні зміни та швидкий розвиток фінансових і цифрових інновацій сприяли входові світової банківської системи в епоху фундаментальних трансформацій. Світовий ринок фінансових послуг став суперконкурентним динамічним середовищем, у якому виживання банків, тим паче їхній успішний розвиток залежать від ефективності стратегій інноваційного випереджального зростання. Загострення глобальних технологічних і геополітичних викликів підвищує ризики неочікуваних змін і зростання турбулентності для всієї світової банківської системи. Для банків України ці ризики набули безпрецедентного масштабу внаслідок воєнної агресії рф та її масових воєнних кримінальних злочинів проти України і її цивільного населення, намагань зруйнувати підприємства й енергетичну інфраструктуру. У таких умовах виживання вітчизняних банків і продовження їхнього функціонування для підтримки економіки потребують глибокого стратегічного мислення й застосування неординарних ефективних стратегій. В умовах воєнної економіки стратегічне управління банками, підкріплене ефективною тактикою, стає першочерговим завданням для банківського топменеджменту.Цю статтю присвячено поглибленню розуміння змісту категорій «стратегія» й «стратегічне управління банком», аналізові світових наукових шкіл стратегічного управління та відповідних інструментів. У статті запропоновано концепцію інтегрованої матриці ризиків стратегічного управління банком (ISRM) на основі адаптації методології Тінбергена-Манделла.
The term “analysis” has an almost magical sound to it. There is an expectation that problems will be solved and that we will find the answers. Some try to learn as many types of analysis as possible, but it is more important to learn which analysis fits with what kind of problem and, on a more fundamental basis, what analysis actually is and what the value of analysis is. This, then, is the ambitious goal of this chapter.
En el libro se encuentran reflexiones poco frecuentes sobre los alcances y desafíos de la comunicación estratégica como campo académico y profesional, y además, se presentan sugerentes experiencias de gestión, docencia, consultoría, investigación o evaluación en comunicación estratégica, aplicados a territorios o proyectos específicos, ubicados en países como Argentina, Bolivia, Chile y Colombia, que permiten rastrear aportes claves y específicos de la comunicación a procesos organizacionales y de cambio. De esta manera, la Especialización en Comunicación Estratégica para las Organizaciones, ECEO, de la Facultad de Ciencias de la Comunicación, de UNIMINUTO, en sintonía con redes del campo como el Foro Iberoamericano de Estrategias de Comunicación, FISEC, la Red de Posgrados en Comunicación y Cambio Social, REDECAMBIO, y la red colombiana de comunicación en las organizaciones, RECOR, entre otras, aviva el entusiasmo por profundizar en un enfoque de COMUNICACIÓN ESTRATÉGICA INTEGRAL que supere antiguos estigmas o rivalidades entre “tipos” de comunicación: institucional, corporativa, pública o comunitaria.
In an era marked by rapid technological advancements and dynamic educational shifts, AlMaarefa University (UM) stands out as an innovative institution with strategic foresight. Since its founding in 2009, UM has consistently articulated and updated its strategic objectives. Recently, the university has unveiled a comprehensive transformation plan spanning from 2022 to 2026, as presented in this chapter. Aligned with Saudi Arabia's Vision 2030 and the United Nations' Sustainable Development Goals, this plan outlines UM's continuously forward-thinking evolution. It transitions from a strategic blueprint to a transformational mindset, solidifying UM's position as a leader in higher education. The chapter also highlights groundbreaking achievements two years into the plan, emphasizing UM's commitment to educational and research innovation. Additionally, it introduces a cutting-edge methodology for prioritizing strategic goals and executive projects, rooted in multi-criteria decision-making and project management principles.
To understand what an innovation strategy actually is and what it should contain, we first have to deal with the term strategy. We find that a strategy defines the long-term goal and, derived from it, describes what a company must do to successfully move into this desired future. Crucial, indeed defining, is a mindset that prioritizes goals over the means. Our analysis of the strategy formation process shows that a strategy developed in a classic way does not sufficiently consider aspects of the future.
This study was carried out to examine the influence of strategic management strategies on organizational performance in Rwanda’s private construction firms. This based on a number of issues that were found to face construction projects that are private in Rwanda in relation to their performance and the major challenge was strategic management. The study was guided by the following specific objectives: to examine the effect of strategic planning and resource allocation on project efficiency and profitability among the private construction firms in Rwanda; to establish the role of innovation and technology adoption in enhancing operational performance in the Rwanda’s private construction sector; to find out the impact of leadership and strategic decision-making practices on the competitive positioning and market share growth among private construction firms in Rwanda. The study was guided by the Resource Based View (RBV) theory, which is a key foundational theoretical framework in strategic management that provides an insight into how organizations internal resources can be used as valuable sources for developing competitive advantages and achieving higher performance. In the current study, a mixed-methods research was adopted incorporating the descriptive research design. Due to the nature of the research and the intendent purpose of the study, a population census was carried out to give equal representation of these firms. Therefore, the sample size used was the 150 respondents. Census is the process of collecting data from every member of a population, and census data is more accurate and precise than sampling data, as it includes information from every member of the population; a reason as to why it was considered for this study. Primary data was collected by use of structured questionnaires and semi-structured interviews with the questionnaire being Likert scale rated in order to collect the quantitative data while semi-structured interviews were used to collect the qualitative data. The results did find that from a regression analysis, all three strategic management practices—strategic planning and resource allocation, innovation and technology adoption, and leadership and strategic decision-making—were statistically significant predictors of organizational performance, with p-values less than 0.01. Innovation and technology adoption has the highest standardized coefficient (β = 0.39), indicating that it has the strongest impact on organizational performance. Leadership and strategic decision-making (β = 0.35) and strategic planning and resource allocation (β = 0.32) also have significant positive effects, though to a slightly lesser extent. The model’s R² value of 0.62 suggests that these strategic management practices collectively explain 62% of the variance in organizational performance, a substantial impact. The study recommended that an integrated management approach be adopted by private construction companies in Rwanda. Step one: Allocate time and resources to strategic planning and planning for project time, cost and resource utilization. Also, the assimilation and innovation of technology should be promoted as technological advancements in construction and project management speculation have been shown to increase productivity and decrease costs. Companies spend money on training programs at all levels in technology and skills. Moreover, development of leadership and decision-making skills are vital as well and companies must design leadership development programs that ensure managers are swift and well-informed in making consequential decisions that are in line with organizational objectives and market movements. Policymakers and industry partners are also encouraged to support this by creating policies that provide tax incentives or subsidies to support technology adoption, innovation and education for construction workers. Using these concepts, the construction industry in Rwanda can better respond to competition, contribute to the country's development and economic goals, and maintain a stable position in the growing market in East Africa.
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