An overview of strategic issues in the evolution of its industry

A region’s development planning should be carried out by referring to the strategic issues faced by the region. Thus, strategic issues become the basis upon which regional governments formulate their policies and work programs. This study examined how each region in Bangka Belitung Islands Province positioned strategic issues of ecology in its regional development planning. The current writers examined eight regional governments’ Regional Medium-Term Development Plan (RMTDP) documents; one of which belongs to the provincial government, while the rest belongs to the regency/city governments. This study found that ecological issues comprised an average 17.6% of the strategic issues in all of the planning documents, the highest of which was found in Belitung Regency’s planning document. In addition, the analysis revealed that the general focus of the strategic ecological issues was environmental damage, which was reported by three of the regions as a result of mining activities. This study provides an illustration of how each regional government is committed to take ecological issues seriously and include them in the strategic issues at the regional level.

The difficulty in performing Strategic Environmental Assessment (SEA) for the municipal development planning process has not merely concerned with aspects such as time, data, and budget for the project. One crucial problem involves the limitation of knowledge and practical capability of the local government to conduct the analysis. At the municipal level, defining the environmental issue has become a catastrophe in the decision-making process. Most Indonesian municipal governments have difficulties in drafting the most strategic environmental issue regarding mess ecological phenomena. Meanwhile, the most strategic issue plays vital roles for developing the scenario of the development plan. This paper aims to demonstrate the application of the DEMATEL Technique in defining the strategic environmental issue at a municipal level. In addition, this paper examines the SEA process of Jombang Municipality, especially the conducted analysis in assisting the municipal government decision-making towards Jombang’s most strategic environmental issue. As a result, the DEMATEL has proved to be the effective technique to draw the logical interrelation map among the critical environmental issues. Further, upon applying the interrelation map, the most influencing issue for others are feasible to be identified and defined as the most strategic environmental issue.

Hydroponics is a method of cultivating plants without soil that is popular with Indonesian people. Its spread in Indonesia is supported by information openness via the internet and social media. Internet users reaching 77.2% have created a demand for hydroponic training. The urgency of training services is needed because hydroponic cultivation requires special skills. In the city of Bogor, there are business units that provide hydroponic training with limited face-to-face services which are very vulnerable to schedule limitations and social restriction policies by the government. The aim of this research is to formulate a strategy for developing a hydroponics training business in the city of Bogor. The approach uses qualitative methods with the Business Model Canvas framework to map digitalization adaptation and describe existing business models. Alternative strategies are formulated using SWOT analysis which combines internal strategic issues in the form of strengths and weaknesses with external strategic issues in the form of opportunities and threats. The formulated alternative strategy is implemented into the prototype canvas business model. Customer Response Index analysis is carried out to support SWOT analysis to obtain input based on responses from consumers. The research results found that digital adaptation was limited to business model marketing channels. Strength strategic issues lie in segmentation based on demand, service flexibility, and digital marketing adaptation. The weakness issue is dependence on one product and dependence on business partners. Strategic issues of opportunity are opportunities for product diversification, new partnerships, and conversion of training into digital products. The strategic threat issue is the opportunistic risk of business partners. The formulation of an alternative strategy recommends diversifying service products by adding services that are still in the hydroponics business line.

Knowledge is considered as the currency in the current knowledge economy. It is a key business asset and is considered vital to creating a sustainable competitive advantage. The growing importance of knowledge-intensive organizations makes knowledge management (KM) an essential strategic tool and a potent competitive weapon for gaining competitive advantage and improved business performance. However, many small and medium-sized enterprises (SMEs) do not realize these benefits, because of an uncertain and unclear idea of knowledge management and most of them lack innovative approaches to knowledge management. Hence, the SMEs still lag in the implementation of KM. SMEs are required to be fully aware and be perceptive of the issues that would hinder the implementation of knowledge management in SMEs. This study investigated the influence of strategic issues, organizational issues, financial issues, and technological issues in the implementation of KM in automotive component manufacturing SMEs across three tiers, i.e., Tier 1, Tier 2 and Tier 3, in India. The overall results of the study show that the strategic issues and financial issues are significant, whereas organizational issues and technological issues are insignificant across the three tiers of SMEs. Moreover, Tier 3 SMEs are found to have several strategic and financial issues in comparison with Tier 1.

This article examines the engagement of domestic actors in public conversation surrounding free trade negotiations with a focus on the framing of these negotiations as economic, strategic or domestic issues. To analyse this topic, this article utilises the use of Twitter as a barometer of public sentiment toward the Regional Comprehensive Economic Partnership (RCEP). We employ topic classification and sentiment analysis to understand how RCEP is discussed in 345,015 tweets. Our findings show that the overall sentiment score towards RCEP is neutral. However, we find that when RCEP is discussed as a strategic issue, the sentiment is slightly more negative than when discussed as a domestic or economic issue. This article further suggests that discussion of RCEP is driven by the fear of China’s geopolitical ambitions, domestic protectionist agendas, and impact of RCEP on the domestic economy. This article contributes to the growing use of big data in understanding trade negotiations. Furthermore, it contributes to the study of free trade negotiation by examining how domestic political actors frame free trade negotiations.

Technological innovation in the hospital context is always knowledge-related. It concerns the know-why, when based on theoretical foundations (competencies), and the know-how when related to practical skills. New medical devices, technologies and techniques originate from the new know-why and require new know-how to be exploited fully and effectively. Given the continuous and increasing development of innovations in the healthcare sector, modern hospitals face the complex task of mastering internally and externally-created innovation. The capacity to envision, stimulate, recognise, evaluate and manage both lines of innovation (know-why and know-how) is key to supporting large and leading hospitals (notably the teaching ones) in their quest to fulfil their mission and gain a sustainable competitive advantage. Such hospitals are required to position themselves as close as possible to the leading edge of innovation. In this light, the paper tackles the strategic, organisational and managerial issues of how to build a work environment focused on innovation, entrepreneurship and intrapreneurship (the strategic issue); define and consolidate roles and responsibilities related to envisioning and managing innovation (the organisational issue); and strengthen the operating mechanisms (planning, budgeting and control, human resources management, information systems, etc) and focus on stimulating entrepreneurship, intrapreneurship and innovation creation (the managerial issue).

This paper discusses some strategic issues about national legal development, which is viewed in the light of legal theory and philosophy. The need to replace the laws of the colonial regime has been discussed for quite some time, and in fact, since Indonesia declared its independence. However, the process of replacing the Dutch laws and developing its own national law is quite slow. There are some strategies issues discussed in this writing, namely, among others: what is the legal politics/policy of the issue of legal unification and legal pluralism in Indonesia, what is the legal approach about the development of unwritten and written laws, what is the legal policy to address the issue of adat law as one of the material legal sources for the future Indonesian laws, and how jurisprudence (court decisions) may be used to develop Indonesian national legal system. With those backgrounds, the formulation of the problems is as follows: how can legal theory and philosophy be used as theoretical and philosophical argumentation to address some strategic issues of Indonesian legal development as mentioned above, and what is the legal politics/policy for the development of national legal system of Indonesia, in particular, of those strategic legal issues. The method used in this research paper is normative juridical or library research with a descriptive-qualitative analytical approach. The result of the research shows that, as of today, there are no official documents or any existing laws that comprehensively give direction to the legal politics/policy on the strategic issues of Indonesian legal development. In general, the discussion on the issues of national legal development is limited among legal experts and academicians, and the debate on contentious issues has fundamental arguments based on legal theory/philosophy. So far, legal positivism has a a significant influence on the way we respond to those strategic issues. However, there has been an interesting development recently. We can gradually see a paradigm shifting from legal positivistic to a more sociological, human and ethical approach.

From Book News, Inc. This text/CD-ROM addresses strategic issues and the analytical tools that facilitate decision making, in both the manufacturing and service sectors. Strategic and managerial issues are woven into each chapter to emphasize that management decisions should be consistent with corporate strategies. New to this sixth edition are interdisciplinary perspectives and an increased emphasis on the central role of processes. There is new material on managing technology, supply-chain management, and resource planning. The CD-ROM, new to this edition, contains decision support software designed specifically for the text, plus simulation cases and virtual tours of case companies. Krajewski teaches manufacturing strategy at the University of Notre Dame. Ritzman teaches operations and strategic management at Boston College.Book News, Inc.?, Portland, OR From the Back Cover This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes, to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields. About the Author LEE J. KRAJEWSKI is the William R. and F. Cassie Daley Professor of Manufacturing Strategy at the University of Notre Dame. Prior to joining Notre Dame, Lee was a faculty member at The Ohio State University, where he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. In addition, he received the National President's Award and the National Award of Merit of the American Production and Inventory Control Society. He served as President Elect of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988. Lee's career spans more than thirty-two years of research and education in the Field of operations management. He has designed and taught courses at both graduate and undergraduate levels on topics such as manufacturing strategy, introduction to operations management, operations design, and manufacturing planning and control systems. Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management (1980-1983), and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee's areas of specialization include manufacturing strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling. LARRY RITZMAN is the Thomas J. Galligan, Jr. Professor in Operations and Strategic Management at Boston College. He previously served at The Ohio State University for twenty-three years, where he acted as department chairperson and received several awards for both teaching and research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels?undergraduate, MBA, executive MBA, and doctorate. Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations. Larry's areas of particular expertise are operations strategy, production and inventory systems, forecasting, multistage manufacturing, disaggregation, scheduling, and layout. An active researcher, Larry's publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals. (Source : Amazon.com)

Integrating strategic issues into strategic management

The role of cognitive load in effective strategic issue management

Executive Overview Historically, many firms have made sourcing decisions—commonly known as make-or-buy decisions—based disproportionately on unit cost, with insufficient regard for strategic or technological issues. This cost-focused approach has led to competitive tragedy for many firms, indeed, entire industries. Managers need better tools for evaluating sourcing decisions—tools that can accommodate the long-term, strategic issues. This article presents such a tool, the strategic sourcing model, which augments the traditional cost analysis by considering strategic and technological factors. Using this framework, in conjunction with a cost analysis, can help companies make the sourcing decisions that will move them into the leagues of world-class manufacturing and position them for sustained competitive success in the future.

ABSTRACTIn this article, I present a review and tutorial of the literature on closed‐loop supply chains, which are supply chains where, in addition to typical forward flows, there are reverse flows of used products (postconsumer use) back to manufacturers. Examples include supply chains with consumer returns, leasing options, and end‐of‐use returns with remanufacturing. I classify the literature in terms of strategic, tactical, and operational issues, but I focus on strategic issues (such as when should an original equipment manufacturer (OEM) remanufacture, response to take‐back legislation, and network design, among others) and tactical issues (used product acquisition and disposition decisions). The article is written in the form of a tutorial, where for each topic I present a base model with underlying assumptions and results, comment on extensions, and conclude with my view on needed research areas.

Asian rice systems are undergoing various types of change in response to economic factors and technological opportunities in farming. One such change has been a shift from transplanting to direct-seeding methods for rice establishment. While the rising cost of labor has provided economic incentives for direct seeding, the availability of short-duration rice varieties and chemical weed control methods has made such a shift economically profitable. Direct-seeding methods have also played a critical role in the intensification of Asian rice systems. In the future, in addition to the rising cost of labor, rice farmers of Asia will have to deal with an anticipated increasing scarcity of irrigation water as the demand for water from the urban and industrial sectors expands. Direct-seeding methods, especially dry seeding, may help om achieving higher water-use efficiency. IRRI, together with the Rice Research Institute, Thailand, organized an international workshop on Direct Seeding in Asian Rice Systems: Strategic Issues and Opportunities, held on 25-28 January 2000 in Bangkok, Thailand. The objectives of this workshop were to review past patterns of changes in crop establishment and factors explaining such patterns, assess the likely future patterns of change in crop establishment in various ecosystems and regions, and identify strategic research issues for improving rice productivity by manipulating crop establishment methods and related factors.

Strategic Issues, Problems and Challenges in Inductive Theorem Proving

The contributions to this symposium on ‘Demystifying Chinese Management’ have attempted to tackle new strategic issues and challenges vis-à-vis the newly diversified ownership and management system which has occurred since Deng's economic reforms. It is clear that when we try to ‘make sense’ of management in the People's Republic of China, we must take into account the degree to which Chinese management has become distinctive, with an adaptation of exogenous knowledge to local circumstances and a relative degree of ‘convergence’ involving a synthesis of ‘local’, ‘glocal’ and ‘global’ forms.