Identification Of Strategic Issues Research Articles

Analisis Pengembangan Model Bisnis pada Perusahaan Jasa K3 Menggunakan Business Model Canvas (Studi Kasus Pada PT. ABC)

This research aims to develop an appropriate business strategy based on Business Model Canvas (BMC) during COVID-19. It was a strategic management research design carried out at PT. ABC. Data analysis was carried out by (1) Identification of the BMC, (2) Identification of strategic issues of internal and external factors from 9 elements of BMC, (3) Formulation of Strategy through 3 stages, namely the input stage (Internal Factor Evaluation (IFE) Matrix and External Factor Evaluation (EFE) Matrix), matching stage (Internal External (IE) Matrix and SWOT Matrix) and decision stage. The study results showed several points on the BMC elements of PT. ABC needs to be updated, so it is right on target, including (a) Customer Segments: adding students and graduate students. (b) Value Proposition: Additional income for non-alumni (employees, students, and fresh graduates) and adequate information related to occupational health and safety (c) Channels: adding Search Engine Optimization (SEO) to improve the communication system and include non-inhouse sales. (d) Customer relationships: using Telegram as social media, (e) Key Activities: marketing activities carried out by marketing staff from home. (g) Key Partnership: involving freelance marketing as main partner. Then, using Google, LLC, into a key partnership. (g) Cost Structure: includes marketing fees for freelance marketing.

A modified Delphi method to elicit and compare perceptions of industry trends

Existing literature suggests that one reason why incumbent firms fail at radical business model innovation is the existence of cognitive barriers, such as a dominant core business logic. Such a dominant logic may result in organizational tensions, when a new logic emerges. In a related article in Technological Forecasting & Social Change, we argue that differences in strategic issue identification and interpretation can help to explain the cognitive barriers in this context. In the present article, we propose and demonstrate a 7-step Delphi based method to elicit and examine differences in the perception of industry trends, comparing innovators, core business employees, and external experts. We use the case study of a leading Nordic insurance firm to illustrate the method.Therefore, in this article, we:•Suggest that differences in strategic issue identification and interpretation can explain the cognitive barriers that emerge when incumbent firms try to engage with radical business model innovation.•Propose a Delphi-based method to elicit and examine differences in the perception of industry trends, comparing innovators, core business employees, and external experts.•Demonstrate the method on a case firm from the insurance industry, in a way that can easily be replicated in future studies.

Do you see what I see? How differing perceptions of the environment can hinder radical business model innovation

Incumbent firms face the challenge of how to adapt to disruptive changes in the external environment. One way to solve this challenge is to allocate resources to identifying and exploring new trends and opportunities emerging from the environment that may affect existing business models, and guide the development of new ones. As has been widely acknowledged, many incumbents fail at more radical business model innovation. Few studies have examined the role of cognition in this context. We suggest that differences in strategic issue identification and interpretation can help to explain the cognitive barriers that emerge when incumbent firms try to engage with radical business model innovation. We propose and test a Delphi-based method to elicit and examine differences in the perception of industry trends, comparing innovators, core business employees, and external experts, in the context of a leading Nordic insurance firm. We find considerable disagreement between members of the innovation department and the core business, in this firm. We suggest this helps explain why internal innovators find it challenging to “sell” radically new business models to the core business. More generally, we contribute to the growing literature on business model innovation in incumbent firms.

President's Message

This is my first article in Journal of System Safety (JSS) where I have the honor of serving as President of the International System Safety Society (ISSS). There is a lot going on, and I look forward to outlining some of these items in more detail after our Executive Council (EC) meeting at the International System Safety Society Conference (ISSC) this August in Albuquerque, New Mexico. There has been a good deal of discussion about the need for paradigm shifts in the last several issues of JSS. I am instituting a fairly fundamental paradigm shift in the way the EC conducts business. At the annual EC meeting, it has been the tradition to focus on matters that require an EC decision. Discussion of other matters was discouraged. I am going to allow — and actually encourage — discussion of important matters that will not need an immediate EC decision. Of course, these discussion topics will have to be approved and placed on the agenda with a time limit. The output of these discussions will be a better identification of strategic issues and the beginnings of solutions that will be transformed eventually into motions for EC votes.

Formation and Identification of Strategic Issues in Organizations: A Review and Classification of Current Studies

Identification of strategic issues assists organizations to pay attention to what is actually important in their long term decision making. The domain of strategic issue identification is broad, disperse and unclear. Since strategic issues are not predefined, the process of assigning the meaning to these issues and finding solutions for them is dynamic. Thus, the type of strategic issues faced by the organization, as well as how these issues are diagnosed and are formed influence which issues are included in the organization decision maker's agenda and which ones are ignored. The present research aims to take a step to fill the research gab in this context through representing a coherent picture of the subject matter literature on strategic issue area and how they are formed. Through a review of the current literature, this research outlines the process of formation and identification of strategic issues in three main categories: Environment sensing, issue sensing, and agenda formation.

Strategi Pemberdayaan Masyarakat Pesisir Secara Terpadu Di Kota Semarang (Studi Kasus Di Kelurahan Mangunharjo)

In coastal resource management is the key issue is still very large number of coastal communities whose income is below the average standard specified and is still dealing with health issues, lack of clean water, abrasion. The decline in environmental quality and carrying capacity. Limited facilities and infrastructure, as well as accessibility and the level of funding available include programs for sustainable resource management. Implementation of coordination or cooperation and optimizing the utilization of existing coastal resources is a solution to the problem of coastal community empowerment. However, until now the condition of the community empowerment can not be run with the maximum. The purpose of this study is to analyze the conditions of empowerment, analyzing environmental strategies, identify constraints, identify the enabling and inhibiting factors, identify key success factors, and provide a recommendation strategy for empowerment of coastal communities in Mangunharjo empowerment by analyzing the condition of coastal communities with environmental strategic SWOT analysis . Were then carried out the identification of strategic issues which further tested the Litmus Test as a way to define strategic issues existing empowerment of coastal communities. In this qualitative study using snowball sampling technique (snowball sampling). Method of data collection used in this study is the in-depth interview techniques and selecting the speakers with a purposive system. From the results obtained, the conclusions obtained are the condition of coastal resources that exist in the Village Mangunharjo constantly increasing. A key success factor for coordination and cooperation strategies for the empowerment of coastal communities, namely the implementation of coordination or cooperation fatherly mentoring and development of processed marine and administrative training includes training on the operation of the network use the Internet, as well as preparing the budget allocation for the program to be executed

A Research Agenda to Advance Quality Measurement and Improvement

In developing a conceptual framework for the design of a national quality measurement and reporting system (NQMRS), the Strategic Framework Board (SFB) recommends that such a system be built on a strong evidence base. To identify critical gaps in the evidence needed for a fully functional NQMRS and to recommend a starting point for the development of a research agenda. Selective review of literature in quality of care measurement and reporting and identification of strategic issues that must be addressed. There is some limited evidence that measurement and reporting can improve quality. Substantial advances have been made in the science of measurement and reporting but important gaps remain, specifically in (1) measurement methods and tools, (2) uses of quality performance data, (3) organizational and cultural factors, (4) information and informatics, and (5) impact evaluation/research. To achieve a sustainable research agenda, three strategic issues will have to be addressed: (1) the policy rationale for the research agenda, (2) adequate levels of public-sector funding, and (3) sustainability in a rapidly changing environment.

Identifying opportunities and threats in public health

We examine an important problem facing managers in state and local departments of public health—how to convert changes in public health policies to operational strategic issues. Research in strategic issue identification has consistently suggested that decision makers tend to display a ‘threat bias’ when evaluating strategic challenges. That is, issues are more likely to be defined as threats than as opportunities. The findings of this study reinforce this observed tendency. In addition to the confirmation of a threat bias on the part of decision makers in public health settings, this paper used a multi-state methodology in developing a technique to assist strategic decision makers in detecting and interpreting changes in public health policy and in setting priorities in order to formulate appropriate responses. This technique employs a three-dimensional portfolio matrix to classify strategic issues facing state departments of public health in terms of the issue's impact, likelihood of occurrence, and the department's perceived ability to deal effectively with the challenges presented by the opportunity or threat. It is argued that this approach can be effectively used as one means of differentiating between high and low priority strategic issues. The paper concludes with a series of implications for management decision makers.

Data Access and Issue Analysis in Strategic Planning

This study was based on a face‐to‐face survey of 100 chief and senior executives of a sample of companies that were chosen to reflect the Scottish economy. The process of strategic decision taking was explored and the information leading to the identification of strategic issues was appraised. It is demonstrated by the findings that many companies appear to identify strategic issues and develop their strategies with only limited data. Yet strategic planning relies on the effective use of valid data, coupled with creative interpretation and judgement. However, it is shown by the study that companies are failing to utilise effectively the creative talents of key people in the harnessing of information. As a consequence they are failing to win valuable insights and omitting to obtain essential collective interpretations of critical issues and events.

Initiation of Strategic Planning by Governments

Government leaders have become increasingly interested in strategic planning since the early 1970s as a result of the wrenching changes that have beset the public sector (Eadie, 1983). The changes have stemmed from oil crises, demographic shifts, changing values, tax levy limits, tax indexing, tax cuts, reductions in federal grants and mandates, the devolution of responsibilities, and a volatile economy. The changes have brought into sharp relief the need for important policy choices and thus have highlighted the potential usefulness of strategic planning. Indeed, strategic planning may be defined as a disciplined effort to produce fundamental decisions and actions that define what an organization (or other entity) is, what it does, and why it does it (Bryson, 1988; cf. Olsen and Eadie, 1982, p. 4). The deliberate attempt to produce change is probably the greatest strength and weakness of strategic planning as a process. Changes in organizations normally occur disjointed incrementalism or muddling through (Lindblom, 1959; Quinn, 1980). Any process designed to force important changes, therefore, can be seen either as a highly desirable improvement on ordinary decision making or as action doomed to failure. Indeed, whatever the merits of strategic planning in the abstract, normal expectations have to be that most efforts to produce fundamental decisions and actions in government strategic planning will not succeed. At the very least, strategic decision making in public organizations should be prone to involvements by numerous actors (especially boards, committees, task forces, and teams), variability in information, extensive negotiations, and frequent delays. Further, because of pressures for public accountability, decisions ultimately are likely to be made at the highest levels (Hickson et al,. 1986, pp.1 17, 203), while political rationality dictates that top decision makers not make important decisions until forced to do so (Benveniste, 1972, 1977; Quinn, 1980). The study reported here tracked the initiation of strategic planning by eight governmental units. All are located in the Twin Cities metropolitan area of Minnesota. Each used the same basic strategic planning process (see Figure 1) (Bryson, Freeman, and Roering, 1986; Bryson and Roering, 1987; Bryson, Van de Ven, and Roering, 1987; Bryson, 1988). The process consists of eight steps: an initial agreement or plan for planning; identification and clarification of mandates; mission formulation; external environmental assessment; internal environmental assessment; strategic issue identification; strategy development; and development of a description of the organization in the future -its vision of success.

Strategic issue identification among agribusiness firms

Identification of strategic issues is a key managerial task. This study reports on an exploratory survey effort to identify strategic issues as perceived by managers of a diverse sample of agribusiness firms. The results suggest that both strategic management and strategic issue identification are important to agricultural managers. In general there was considerable commonality of interest expressed relative to individual strategic issues. However, the existence of key differences in concern were documented based on structural characteristics of the firm.

Understanding strategic agenda building and its implications for managing change

This article develops a model of strategic agenda building describing the conditions under which strategic issues are likely to receive collective organizational attention. The model depicts how the issue and organizational contexts determine the issues that reach the agenda. Within the issue context, the salience of an issue (i.e., its perceived magnitude, its abstractness, simplicity and immediacy) and the level of issue sponsorship (i.e., issue attachment and strategic location) determine the force behind an issue and the likelihood that it will be placed on the strategic agenda. However, the effect of issue salience and sponsorship on an issue's force is moderated by the size and variety of issues already under consideration (i.e., the agenda structure). The article concludes with consideration of the theoretical and practical implications of this dynamic, process-oriented approach to strategic issue identification and legitimation.

Understanding the Process By Which Chief Executives Identify Strategic Threats and Opportunities.

This paper draws on semi-structured interviews with 37 chief executives of small to medium-sized high technology companies to construct a conceptual model of the strategic issue identification and ...

Strategic intelligence systems

This paper suggests that a “strategic intelligence system” (SIS) provides the information needed by top-level decision makers. Drawing upon accounts of military and political intelligence operations, four basic areas of SIS design are specified: identification of strategic issues, data collection, integration of information obtained, and intelligence report. Basic choices in SIS organizational structure and in SIS “doctrine” are also examined. The breadth of concern with information collection and use in the intelligence literature has particular applicability to non-military and non-political organizations. Intelligence focuses attention on transferring meaning from the evironment to the strategist. It is also concerned with the way in which information collection can protect and advance the objectives of the organization.