Concept Of Strategic Management Research Articles

Arup Group Limited: putting trust in the trust

Research methodology The data set used to write this case was collected from 83 public sources, including company communications, company journals and reports and the company website, along with newspaper articles, industry reports, scientific articles and case studies. The data set was used to analyse both the industry and firm in which Arup operated to draw conclusions about the firm’s strategy and competitive advantage, specifically, as it relates to trust and knowledge management. Case overview/synopsis Alan Belfield, an employee of Arup Group Limited for 29 years, and the company’s chairman since 2019, had witnessed significant growth since he first joined the firm. Operating globally, Arup had a proud past; since 1946, the company had served 6,931 clients across 143 countries, leading to its important contribution to many world-renowned landmarks within the built environment. From 2018 to 2020, revenue at the global multiservice engineering company had grown almost £250m [1] to £1.809bn. Over the past few years and as 2021 came to an end, the global engineering services industry had experienced a flood of mergers and acquisitions, as the industry grew towards maturity and clients looked for full-service solutions. Arup’s strategy had proven successful in the past, evidenced by its capacity to grow revenues and partake in the design of well-known structures and buildings. However, with the trend towards consolidation, as Arup headed into 2022, how could the firm retain its position as one of the global leaders in the industry over time? Complexity academic level The case can be used in business courses on global strategic management at the bachelor and master levels, as it applies key strategic management concepts within a global context. The case focuses primarily on the transnational corporation (Bartlett and Ghoshal, 2002) and how it creates value through strategy and structure. Instructors who wish to integrate the human resource management aspect into the course are provided with optional material, including an additional reading, along with an assignment question and associated analysis and teaching guidance.

Contemporary Concepts of Strategic Human Resources Management in the Context of the Challenges of Sustainable Development

Contemporary Concepts of Strategic Human Resources Management in the Context of the Challenges of Sustainable Development

Navigating digital transformation in financial services: Strategic management: concepts and cases for sustainable growth and innovation

The financial services industry is undergoing a profound digital transformation, driven by technological advancements, evolving consumer expectations, and regulatory changes. This paper explores the strategic management concepts and frameworks essential for navigating this complex landscape. By examining real-world cases of successful digital initiatives, the study highlights best practices in fostering innovation, enhancing customer engagement, and achieving sustainable growth. Key themes include the integration of emerging technologies, such as artificial intelligence and blockchain, into traditional financial practices, and the importance of agile organizational structures that support continuous improvement. Additionally, the paper discusses the role of leadership in driving cultural change and aligning digital strategies with overarching business objectives. Ultimately, this research provides valuable insights for financial institutions seeking to leverage digital transformation as a catalyst for competitive advantage and long-term success.

STRATEGIC MANAGEMENT OF HUMAN RESOURCES IN THE SPHERE OF ENTREPRENEURIAL ACTIVITY

The purpose of the article is to study the concepts of strategic management of human resources in the field of entrepreneurial activity. Strategic HRM builds the bridge between an organization’s business goals and the people who achieve them. In this tactical role, HR has a broader scope and must refocus its responsibilities. The focus becomes on equipping people to best support the direction in which the company is moving. These practices include hiring, promoting, and rewarding employees, creating and maintaining a high-performance business culture, and organizational design to add value and achieve competitive advantage. Strategic HRM focuses on creating a talent management system that manages behavior and culture to support the organization’s long-term business goals. HR has traditionally been considered an administrative function focused on specific tasks. It was distant from the activities of company management and was largely reactive. It met employee needs as they arose. However, it was not aware of where the company was going or anticipating what might happen. Traditional HRM answered employee questions about HR policies, but did not create policies based on the company's long-term goals or find ways to engage employees in them. With a strategic HRM plan, HR teams are more proactive because they are integrated into business strategies. They understand and are aligned with the company's goals. This involves planning and taking action to ensure the organization has the people it needs to achieve its goals. Gaining a competitive advantage - Knowing exactly where management wants to take the organization allows HR to focus on the skills and abilities employees need to do the work required to achieve the goal. Through effective talent management, training, and development, SHRM can result in a more competent and skilled workforce that will provide a competitive advantage over competitors. Adapting to change - A strategic approach to HRM means constantly looking to the future, allowing organizations to anticipate changes in the business environment and quickly adapt to them. Plans can be adjusted to take into account technological advances, changes in the market, or changing demographics within the company. In doing so, HR supports, motivates, and communicates with employees throughout the adjustments. Thus, the use of digital technologies in a company with young employees is a method of motivating and increasing the interest of young employees (especially Generation Z) in work. In addition, it is possible to note the positive impact of digitization of the personnel management process on the improvement of the company's HR brand.

The sectoral aspect of staffing for strategic development of the sphere of artificial intelligence

The resource support of any developed strategy according to the chosen priorities is one of the most important stages of its formation and implementation. The solution of this task affects the dynamics of development of the economy’s high technology industries as the objects of strategizing in the emerging digital economy. One of the priority technological vectors of development of Russia is the sphere of artificial intelligence (AI), and so there arises the problem of the resource support of this direction. The purpose of the article is to study staffing as one of the key factors of strategic development of the Russian AI sphere in the industry context. The analysis is based on the methodology of strategizing by Professor V.L. Kvint and the concept of strategic human resources management by Doctor I.V. Novikova. The calculations are based on the Russian universities’ data on the number of graduates by educational programs in the AI sphere in 2023 and their employment. During the research the authors found out the number of graduates in the AI sphere by the industry specialization of educational programs; defined the sectoral specifics of employment of the graduates specializing in the AI sphere; identified the key employment organizations and jobs. The authors made conclusions about resource support of the AI development strategy in the industry context. The results will be useful for correcting the developed strategies in the AI sphere and for predicting staffing provision with the consideration of the time lag in the staff training.

CORPORATE STRATEGY VS STRATEGIC MANAGEMENT

The concepts of corporate strategy and strategic management are often used interchangeably, but they represent distinct yet interconnected aspects of an organization's approach to achieving long-term success. This paper explores the nuances between corporate strategy and strategic management, highlighting their unique roles, objectives, and practical applications within the context of modern business.

Стратегічне управління збутом продукції переробного промислового підприємства на міжнародному ринку

The article defines the concepts of strategic management and sales activity both separately and as a system. The advantages of using the strategic management of the enterprise's sales activity are analyzed. The subsystems that make up the system of management of the enterprise's sales activity are considered. The formation of a sales strategy at the enterprises of the manufacturing industry is studied. A set of actions to improve the system of managing the sales activities of an industrial enterprise in the international market is defined. Attention is also focused on the importance of strategic sales management of industrial enterprises when they enter foreign markets in the current conditions of uncertainty and constant volatility of the macro environment.

К проблеме соответствия отечественных предприятий малого и среднего бизнеса концепциям стратегического управления

В статье проведен анализ стратегического планирования и управления предприятием ИП «Алиев». Для данного предприятия стратегическое планирование и управление выступает основой менеджмента. Делается вывод, что стратегический подход реализуем и в малых предприятиях при минимальной адаптации к организационной специфике. Необходимо также обозначить, что стратегическое управление для предприятий малого и среднего бизнеса способно сыграть важную роль в области адаптации к изменению рынка, реформированию внутренних структур, а также обеспечению быстроты разработки и принятия решений, направленных на повышение результатов деятельности предприятия. This article will analyze the strategic planning and management of the enterprise IE “Aliev”. For this enterprise, strategic planning and management is not just a tribute to fashion, but is the basis of management. This example shows that the strategic approach is quite feasible in small enterprises with minimal adaptation to organizational specifics. It is also necessary to note that strategic management for SMEs can play an important role in the field of adaptation to market changes, reforming internal structures, as well as ensuring the speed of development and decision-making aimed at improving the performance of the enterprise.

IS SUSTAINABLE COMPETITIVE ADVANTAGE ANTEDILUVIAN?

This article aims to understand the contemporary relevance of the sustainable competitive advantage (SCA) concept in strategic management. Mainstream management and business training perpetuates the use of SCA despite indications that it is elusive. This study intends to elucidate how, in the 4th Industrial Revolution (4IR) world, SCA has become irrelevant, what the possible reasons are for its continued use and what alternatives can be explored for business success. The study followed an exploratory, constructivist grounded theory approach. Data were obtained from 27 semi-structured interviews to develop a grounded theory. Findings revealed four main themes, and pronounce that in a complex, interconnected business world, SCA is mostly obsolete, which demands an organisation to adapt its strategy, business model and culture to create value, be relevant, have a significant (positive) impact and contribute to the common good. The main implication of the study is therefore that SCA should no longer be promoted as a key concept for organisational success by management and academia. Alternatives to SCA, such as agility and complexity management, are more relevant in an interconnected 4IR business environment. The study enhances the body of knowledge by bolstering the critique on the continued use of SCA in contemporary business management. It furthermore highlights potential erroneous assumptions through a direct explanation of why SCA assumptions are antiquated.

Strategi Manajemen untuk Keunggulan Kompetitif di Bidang Pendidikan

Strategic management is an analysis, decisions and actions taken by an organization to create and maintain a competitive advantage. This research method uses literature review research conducted by collecting and analyzing related literature from international and national sources in the form of books, journals, and articles. Based on this research, the application of strategic management science in educational institutions can face various challenges due to continuous change and competition and produce educational products (outputs) that are able to display high performance. The purpose of this research is to conduct an analysis related to the understanding and implementation of strategic management in creating a competitive advantage in the field of education, this research also aims to provide an in-depth understanding of the concept of strategic management and how its application can help educational institutions face the challenges of globalization and improve the quality of education. This research also highlights the urgency of implementing strategic management in educational institutions, given the challenges faced due to globalization and increasingly fierce competition. Strategic management is considered the key to creating a competitive advantage for educational institutions, enabling them to control their schools effectively and efficiently and produce superior quality graduates.

Optimizing Tax Revenue Through Strategic Management Utilizing Tax Gap Dashboard In Indonesia

Tax revenue plays a crucial role in the development and sustainability of a nation. However, significant challenges are faced in optimizing tax revenue, including tax compliance issues and the imbalance between the tax obligations that should be paid by taxpayers and what is actually paid. To address these challenges, it is important to implement effective strategies and appropriate technology in tax administration. This research aims to analyze the optimization of tax revenue through a strategic management approach utilizing the Tax Gap dashboard by the Directorate General of Taxes. Using a qualitative method, this study seeks to gain an in-depth understanding of the concept of strategic management and the implementation of the Tax Gap dashboard in the context of tax administration. The qualitative method was chosen because it allows for a deeper exploration of the strategies employed by the Directorate General of Taxes as well as a more holistic understanding of the role of the Tax Gap dashboard technology in enhancing tax administration effectiveness. Data collection methods in this study were conducted through a thorough review of literature related to the research topic, such as academic journals, articles, government reports, and other official sources. In this process, the researcher investigated various data sources to gather relevant information about the implementation of tax management strategies and the utilization of the Tax Gap dashboard by the Directorate General of Taxes. The conclusion of this research summarizes the main findings and provides recommendations for improving the effectiveness of strategies implemented by the Directorate General of Taxes.

Threshold effect of non-interest income disaggregates on commercial banks’ financial performance in Zimbabwe

Financial performance has become a trending concept in corporate finance and strategic management in recent times especially in the aftermath of the Global Financial Crisis (GFC) of 2007–2009. As an antidote to charter value erosion caused by stiff competition from incumbents in traditional banking activities, banks venture into non-core banking activities as a diversification and survival strategy. The purpose of the study is to determine the optimal threshold levels of non-interest income that stimulate financial performance of ten Zimbabwean commercial banks using non-interest income disaggregates over 2009–2020. Unfortunately, studies that examine the non-interest-income-financial performance nexus of banks involved in intermediation are scant and inconclusive. Furthermore, the use of threshold models to crack this puzzle are conspicuous. The study employed Fully Modified Ordinary Least Squares and Threshold difference Generalized Methods of Moment nonlinear threshold approaches. The aggregated and disentangled non-interest income dynamic optimal thresholds found are 26 %, 17 % and 10 % whereas the average static ones are 35 %, 28 % and 17 %. Compared to aggregated non-interest income, the study reveals that the disaggregates pose a greater positive impact on financial performance of banks in the upper regime than their counterparts in the lower regime. In addition, more banks were found to be operating below the required minimum thresholds. To avert episodes of bank failures and hedging against banking sector fragility, commercial bank managers should come up with well-diversified portfolios of income-generating ventures. Also, central bank regulations must promote non-interest activities, competition, growth and reduce leverage of commercial banks.

STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE

It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.

Cluster Model for Establishing Special Economic Zones in Ukraine under Modern Conditions (Global Experience)

Object: Clusters are a relatively new form of organization, risk and profit sharing, and competitiveness enhance ment for both the global and Ukrainian economies. The potential of the cluster development model is significant, and, most importantly, it has been justified in developed countries worldwide. In particular, global practice confirms that the functioning of the most prosperous economies is supported by advantages in modern production technologies and man agement. Therefore, successful development of any level is possible through the comprehensive application of modern strategic management concepts. Thus, the object of the study is to reveal and substantiate the effectiveness of cluster model in establishing special economic zones in Ukraine. Methods: The paper uses general scientific and special methods, that are: the dialectical method of understanding cluster model for establishing special economic zones; comparative analysis methods; methods of empirical research, methods of statistical and structural analysis; methods of historical and logical analysis; identifying individual parts of an object, methods of system approach, identifying cause-and-effect relationships. Findings: Custers are established on the base of a unique internal environment and infrastructure specific to a par ticular region. This allows leveraging the competitive advantages of enterprises in a specific area through integration. A cluster serves as a stimulus for economic development, and regionalism forms the basis for its sustainable growth. Re gionalism is of great significance in selecting priority investment areas, as it can influence the level of uncertainty risk during the assessment of regional investment projects. Its effectiveness is confirmed by cluster development of the child nutrition project presented in the paper (Ivano-Frankivsk region, Ukraine). Conclusions: Cluster approach makes it possible to use available resources more efficiently. The cluster approach is connected with the policy of capacity-building as well as increasing competition profitability of national economies. There are also some cluster formations on the territory of Ukraine. Сluster is a convenient form of organizing a free economic zone. At the same time, each government develops its own approaches to the creation of clusters and regula tion of their activities, accordingly, organizes the activities of those responsible for the implementation of the national strategy of sustainable competitive development.

Owner capabilities in project organizing: Managing disruptions on infrastructure projects

Megaprojects are large-scale, complex initiatives that often encounter major disruptions during their life cycle. These disruptions have the potential to seriously impair the viability of the megaprojects. They may also cause severe damage to the economy in the region where they are emerging. To overcome disruptions, and to enhance their delivery performance, the strategic management concept of dynamic capabilities is being increasingly applied. In the context of megaproject owners, there is a need to understand what capabilities are required and how they are developed in the face of disruptions.Drawing upon longitudinal data over a period spanning 50 years for three megaprojects in the urban development (metro rail) domain, this study examines key disruptions that may influence the development of owner capabilities. Specifically, this study identifies four project capabilities: i) a strategic capability to continuously engage with, and manage external stakeholders, ii) a strategic capability to preserve value and transform the delivery process, iii) a governance capability to enhance organizational resilience, and iv) a commercial capability to manage knowledge and partnerships. Given that disruptions are repetitive in nature, owners would need these project capabilities to overcome disruptions.

SERVIÇO SOCIAL E SAÚDE: PERSPECTIVAS DE ATUAÇÃO NO CAMPO DE GESTÃO E PLANEJAMENTO.

The current problems involving the health field are read within the context of neoliberal policies which make access and implementation of the right to health unfeasible as proposed by the Health Reform and in accordance with the assumptions of the Unified Health System (SUS). Social Work, as a professional category aligned with the interests of the working class and in line with professional documents, especially its current Code of Ethics, identifies in the sphere of management and planning an appropriate space to contribute to the realization of the right to health. The work is developed based on a bibliographical analysis of existing materials and, through an analytical reading, promotes discussion about the possibilities for social workers to work in the field of health management and planning. As a result, we have to move away from traditional practices, characterized by their technicality and bureaucracy, and by opting for a democratic and strategic management concept, they enable, in this field, critical action that considers the real health needs of the population from a perspective of realizing the right to health.

SERVIÇO SOCIAL E SAÚDE: PERSPECTIVAS DE ATUAÇÃO NO CAMPO DE GESTÃO E PLANEJAMENTO.

The current problems involving the health field are read within the context of neoliberal policies which make access and implementation of the right to health unfeasible as proposed by the Health Reform and in accordance with the assumptions of the Unified Health System (SUS). Social Work, as a professional category aligned with the interests of the working class and in line with professional documents, especially its current Code of Ethics, identifies in the sphere of management and planning an appropriate space to contribute to the realization of the right to health. The work is developed based on a bibliographical analysis of existing materials and, through an analytical reading, promotes discussion about the possibilities for social workers to work in the field of health management and planning. As a result, we have to move away from traditional practices, characterized by their technicality and bureaucracy, and by opting for a democratic and strategic management concept, they enable, in this field, critical action that considers the real health needs of the population from a perspective of realizing the right to health.

Deconstructing Customer Value Propositions for the Circular Product-as-a-Service Business Model: A Case Study from the Textile Industry

Offering products as a service is a way to implement circular economy principles in business models and promote sustainability. However, in many markets, the model is still in its infancy in terms of market maturity and lacks customer acceptance. More understanding is needed of how product-as-a-service companies can enhance and reconfigure their competitive position by proposing meaningful customer value. For this purpose, this study focuses on customer value propositions (CVPs) as a strategic management concept in the circular economy. The aim of the study is to outline a deconstruction framework for systematically identifying the strategically manageable components of CVPs in circular product-as-a-service business models. The framework establishes a link between the elements of circular product-as-a-service business models and competitive CVPs. The framework is developed and validated with seven product-as-a-service business cases in the textile and clothing industry context. The results of the study provide insights into how product-as-a-service companies in the textile field aim to differentiate, how they structure customer value by identifying customer benefits and sacrifices, and what kind of resources and capabilities are needed for competing in the circular economy context.

HISTORICAL DEVELOPMENT OF SHRM: BIBLIOMETRIC ANALYSIS OF SHRM BASED ON WEB OF SCIENCE

In the study, 2,220 articles related to the concept of Strategic Human Resources Management (SHRM) published in the period of 1980-2020 and included in the SCI, SSCI and ESCI citation indexes were examined bibliometrically on the Web of Science database usingthe VOSviewer software. The purpose of the study is to essentially evaluate the studies conducted with the concept of SHRM and provide foresight for future studies. In this context, in order to evaluate the publications in the study, the changes in the number of publications in the publication volume in the field were discussed, the developments in the field, the trends in the subject headings, the countries and institutions that make the strongest contribution to the literature, the field and the most cited ones in the field were examined. The results indicated that the number of studies on the concept of strategic human resources increased in the 2000s. The acceleration in the number of studies is noteworthy, especially in 2015 and after. It is seen that frequently used keywords in the field of strategic human resources are strategy, strategic management, human resource, and performance. Other keywords with high connection strength are listed as human capital, knowledge management, strategic management, dynamic capabilities, high-performance work system and HR development. It is recommended that future researchers should carry out empirical and conceptual studies on the reasons for the differences in the number of studies published by countries in the field of SHRM and their level of interest in the field.

MANAJEMEN STRATEGIS PENDIDIKAN PESANTREN MUADALAH MUALLIMIN DALAM MENINGKATKAN MUTU PEMBELAJARAN SANTRI

This study reveals that teacher management is a profession with limited professional skills, and teacher organizations do not implement effective strategies. Research focuses on strategic management of teacher education, including analyzing the school environment, formulating strategies, implementing strategies, evaluating strategies, and solving problems. This research uses qualitative methods which include observation and documentation, and uses theories such as the Grand theory of strategic management, learning theory, and student concepts. The study also used triangulation to validate the data. Research findings include analyzing the school environment using SWOT analysis, formulating strategies, implementing strategies, evaluating strategies and overcoming problems. Research concludes that teacher management is a profession with limited professional skills and is not effective in improving student learning.