Execution Of Business Strategy Research Articles

Gender Impact on Execution of Business Strategy

Gender equality has been a global debate both within the political, social and business environment. Gender equality according to most researchers have established a positive relationship with performance of organization. Furthermore, in relation to the impact gender equality has on business strategy execution, it would be argued that having gender equality enhances effective execution of business strategies. The study seeks to find out the gender impact on the execution of business strategy. This would include conducing a survey suing questionnaires from 50 women.

Risk in an Influence of Web Development Success on the Execution of Business Strategies

Risk in an Influence of Web Development Success on the Execution of Business Strategies

INNOVATION PROJECT MACHINE IN A SYSTEMS APPROACH TO ENGINEERING MANAGEMENT

: In recent years, the project approach has become an increasingly popular tool for achieving operational and strategic goals and to generally advance the business activity of organizations in fields such as innovation management. We demonstrate the need of including the project approach in the processes of creating innovative solutions. We posit that these two work methods can be combined into a coherent approach known as the innovation project machine. As part of this approach, innovations are implemented and developed more effectively, while agile project management and consolidated research for project managers, amongst others, are the source of inspiration. A systems approach to this concept could constitute a coherent synthesis of solutions available for engineering management. A proposition to integrate the project approach with innovative processes will enable expedient execution of business strategies in contemporary companies.

Developing Trainers for a Changing Business Environment: The Role of Informal Learning in Career Development

The purpose of this study is to explore the relationship among skill variety, autonomy, and job involvement with the mediating effect of informal learning in the South Korean business context. This study adopts a cross-sectional survey-based research design, drawing on the responses of 226 South Korean trainers to a survey regarding their facilitation experiences. Structural equation modeling is used in order to examine the influential relationship among the research variables. The results suggest that trainers exhibit higher levels of job involvement when they possess significant skill variety and high levels of autonomy and informal learning. Moreover, informal learning is shown to mediate the relationship between the job characteristics and job involvement. Recent changes in the knowledge economy have required professional trainers to expand their capabilities to lead organizations in the execution of business strategies. This study highlights the importance of informal learning to the trainers’ professional and career advancement.

The Need for a Modular Approach to IT Enablement

With the explosion of currently trending IT such as social, mobile, analytics, cloud, and the Internet of Things, managing IT complexity has become one of the most significant impediments to obtaining the full leverage that IT can provide to business. In this context, maintaining the alignment of IT with business capabilities and operating models to support the execution of business strategy has become more challenging than ever. The authors discuss how a modular approach to the analysis, design, and implementation of IT solutions can become a sustainable strategy for IT-business alignment.

BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT

Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.

Alignment of Business Strategy and it Strategy: A Case Study of A Fortune 50 Financial Services Company

In recent years, information technology (IT) has become a critical tool for the execution of business strategy and a driver of business strategy. The alignment of business strategy and IT strategy has emerged as a critical issue for organizations. Using a case study approach, this research study identifies the reasons why alignment gaps exist between business strategy and IT strategy and suggests methods which can be used to minimize those strategy alignment gaps. Senior executives at a large Fortune 50 financial services company were interviewed in order to examine whether alignment gaps between business strategy and IT strategy existed at this organization, the reasons why the strategy alignment gaps exist, and how the strategy alignment gaps could be minimized. The results suggest that improving the business strategy and vision, and communication of the business strategy and vision has the greatest potential for improving the alignment of business strategy and IT strategy. The degree of alignment between various business areas was found to have a major impact on the alignment of business strategy and IT strategy. Two effective methods of aligning IT strategy and business strategy were identified: (i) developing a robust, business architecture, and, (ii) establishing a separate, centralized IT department.

Managing requirements for business value

Managing requirements for business value? What's there to manage? Aren't they just...there?" Such perplexity was perfectly understandable in the good old days, when all you had to do was get the requirements from your customer, design your system, and produce one of those awful conformance matrices that demonstrated that you had implemented each and every one of the requirements in your system. Against this dreary backdrop of conformance matrices and the like, it is indeed hard to imagine a role for requirements in the development and execution of business strategy. But, as the song says, the times, they are a changin'. We are now looking outside the traditional boundaries and developing ways of getting maximum business value from our investment in requirements. This paper discusses three ways of realizing this value: managed requirements process, requirements agility, and contractual innovation.

Strategic management accounting

In increasingly dynamic environments the provision of strategically relevant information is of paramount importance to the formulation and execution of business strategies. This article outlines a new method of providing this information, known as strategic management accounting. The process of key activities, with reference being made to the work of relevant authors at each stage, in particular the work of Porter and Simmonds. By examining the key concepts of the strategic management accounting process, this article highlights the way forward for practitioners and academics who wish to take advantage of its potential to improve information flows into the strategy evaluation process.

Making Strategic Information Systems Happen

Executive Overview Computer-based information systems are becoming essential to the execution of business strategy. Business managers, however, are too often besieged by inadequate new systems with missed target dates and overrun budgets. These managers are questioning whether their firms are selecting and developing systems effectively and efficiently. To select and develop computer-based information systems, firms conventionally follow the systems development life cycle. Our thesis is that, since the implementation of a computer-based information system is an example of organizational change, problems during the life cycle are generally tied to organizational issues in addition to technical matters. Organizational researchers have long studied the same issues that now face companies attempting to develop computer-based information systems. In this article, we apply their findings and prescriptions to information systems development. The mystique of the computer is also challenged—that the computer is in...