Analysis Of Strategic Choices Research Articles

MEMPERKUAT MANAJEMEN STRATEGIS DENGAN PENGUKURAN KINERJA DALAM PERUSAHAAN MANUFAKTUR

Strategic management is understood as more than just creating and implementing strategic planning, but in a broader scope it is a continuous process that includes all activities undertaken to make plans, actions, and policies to achieve company goals or mission. There are three kinds of analysis needed to prepare strategic management for manufacturing companies, namely internal environmental analysis, external environmental analysis and strategic choice analysis. Analysis of the company's internal and external environment using the SWOT method (strengths, weaknesses, opportunities and threats) is needed to obtain useful strategic choices in the future, build strengths, reduce weaknesses, expand opportunities and ward off threats. There are several things that are influential in strengthening the strategic management of a company, namely: the importance of customers, continuous improvement, performance measurement, cultural transformation, and company management involvement. In this article, apart from discussing various concepts in performance measurement in manufacturing companies, the discussion will also focus on how the performance measurement of manufacturing companies can strengthen strategic management, especially in terms of the TQM approach.
 Keywords: strategic management, performance measurement, manufacturing companies, TQM approach

인질범죄에 대한 형의 임의적 감경 규정의 실효성 분석 연구

In order to protect the life and safety of hostages in hostage-taking crimes, Criminal Law stipulates provisions for reducing the sentence in Articles 295-2 and 324-6. The purpose of the regulation is to deter secondary crime against hostages as an incentive for actors to safely release hostages. However, it is somewhat questionable whether the preferential treatment of criminal policy at the level of arbitrary mitigation is an effective motive for the hostage offenders to safely release the hostage. Accordingly, using the sequential game model of game theory, this study analyzes what selective strategies are carried out under the interdependence between hostage criminals and law enforcement authorities.
 In the game model, the compensation vector of each participant used Becker's equation of criminal utility theory. First, the strategic choices of hostage offenders, law enforcement authorities, the general public, and law enforcement authorities were examined separately to derive the limit and general deterrence effects of the hostage release reduction regulations respectively. In addition, in the strategic choice analysis between hostage offenders and law enforcement authorities, the tendency of hostage offenders was divided into risk avoidance, risk neutrality, and risk preference type, and in each case, the hostage offender made a choice between necessary reduction or arbitrary reduction. In order to promote the safety of hostages, necessary reduction or exemption was found to be the most effective incentive. However, it should be noted that this result may give the wrong signal as an incentive for hostage crimes to the general public, who are potential criminals.
 Furthermore, this study also examines the possible improvements of the current liberation reduction regulations by reflecting the golden time in relation to the age of hostages. Given that the purpose of the liberation and mitigation regulations is to protect the lives and security of hostages, it is highly likely that the law enforcement authorities' attempts to negotiate after the golden time will be meaningless. It was confirmed that the golden time, which can guarantee the safety of the hostages, has a large time difference depending on the age of the hostages. As a result, in order to ensure the safety of hostages and to ensure the fair exercise of national punishment rights, the temporal application of the liberation and mitigation regulations should be more precisely defined by reflecting the golden time. In order to safely release hostages within the period by applying the golden time, the average time after victims are robbed and attracted, the need to define greater incentives for compensation than the current arbitrary reduction should be considered.
 Finally, this study suggests that the method of statistics collection and crime analysis on hostage crimes needs to be completely reorganized as a premise to reflect the difference in golden time in legislation.

Unveiling the Dynamics of E-Banking: A Comprehensive Analysis of Strategic Choices, Service Quality and Customer Satisfaction

Unveiling the Dynamics of E-Banking: A Comprehensive Analysis of Strategic Choices, Service Quality and Customer Satisfaction

China’s Manufacturing Strategy Choice: An Integrated Strategic Analysis Framework Combining SWOT and Logical Growth Models

One of the keys to China becoming the world's leading manufacturer in about 40 years is choosing the right manufacturing strategy. However, there is a lack of research on China's manufacturing strategy evolution over the past 40 years and future development. We used the resource-based SWOT model to analyze the strategic choices of China's manufacturing industry and used the logical growth model to analyze how mutual learning and competition between firms affect strategic choices for the first time. We established an integrated strategic choice analysis framework from the industry level to the enterprise level. We concluded that manufacturing companies should follow national strategies. In the past, low-cost strategies were the best choice for manufacturing in China. However, in the current period, the capabilities and the environment have changed dramatically. Chinese manufacturing should adopt a quality strategy to develop world brands. Improving quality requires lean production and new technologies, such as big data and intelligent manufacturing. Only by opening up to the world can the company's intelligent manufacturing capabilities develop faster.

Assessment of wellness tourism development in Hokkaido: a multicriteria and strategic choice analysis

New lifestyles in contemporary mobile and leisure societies are changing the way people deal with their health, inter alia by attaching an increasing importance to wellbeing and preventive behavior, along with growing concerns on environmental sustainability and with an interest in unique and authentic place-based experiences. This dynamics has far reaching implications for tourism, with wellness products and services showing a significant growth over the past decades, on top of the general growth in tourism services. With a long historical tradition and abundant natural resources potentially related to health and wellness services, the region of Hokkaido (Japan) offers a variety of relevant services in this field. Nevertheless, perhaps new complementary products and services related to health and wellness may be added to the current supply, enlarging the value chain of this sector, with potentially high positive economic and social impacts on the region. Based on interviews and surveys among experts and relevant stakeholders in this field, this paper analyses the potential development and foreseeable impact of wellness services in Hokkaido, by combining different decision-making techniques (multicriteria and strategic choice analysis), with a view to policy recommendations for an integrative diversification of products and services, assuming the onsen (traditional Japanese bath) experience as the core element of tourism supply. In this context, a strategic orientation to external markets seems to be more effective.

Un Conte de Deux Villes. Les réponses d’employeurs et de syndicats à une réduction des dépenses des gouvernements locaux

This paper examines the strategies and dilemmas faced by local employers and trade unions in Britain in responding to austerity measures. Drawing on two local authority case studies this paper extends strategic choice analysis highlighting the use of pro-austerity and anti-austerity frames by local actors to advance their strategies. We challenge the dominant interpretation of austerity as signalling the triumph of neo-liberalism in which there is no scope for the exercise of strategic choice with the assumption Conservative and Labour councils pursue similar policies of outsourcing and wage cuts. Our findings consider austerity as practice as well as ideology and indicate variable responses at local level by employers and trade unions. These differentiated outcomes underline the divergent policy responses to the economic crisis between and within countries.

Repeated games with terminating cells

Buying a house can be a time consuming process. After the buyer places its first bid the seller may o er a counter bid, which might be followed by a counter bid from the buyer. After a certain time period this can result in an agreement when the bid is accepted. These multiple rounds of bids can be described mathematically, and the scientific discipline dealing with them is called game theory. In this discipline the focus lies on the analysis of strategic choices of the players involved. When we go back to the example of the buyer and the seller we see that the action that both players can play is to place a bid. If the bid is not accepted by the other player the game continues and a counterbid has to be placed. However, if the bid is accepted the game ends and the payoff is paid from the buyer to the seller. When an agreement is made the payoff is equal to the final bid, otherwise, if the players do not come to a settlement the game may go on forever, in that case the payoff equals 0. A strategy for a player is a decision rule that prescribes a mixed action, that is, a probability distribution on the possible actions. The combination of these strategies yields some payoff for all players. We assume that all players seek a strategy that maximizes their payoff. In reality the bids of the buyer and seller tend to come closer to each other and to the value of the house as the game proceeds. In the end a price agreement is made someplace in the midst. In this paper we assume however that the strategies of the players are stationary and are played simultaneous. That is, they do not depend on the history of the game and in each round all players play their action at the same time.

The New Politics of Austerity: Fiscal Responses to Crisis in Ireland and Spain

This paper adopts a new analytical approach to explaining choices in fiscal politics in Ireland and Spain between 2008 and 2010, in response to international economic crisis. It adopts a comparative cross-national research design to explore why two countries with similar pre-crisis fiscal profiles adopted radically different strategies in the initial phase of the crisis: Ireland adopted an orthodox deficit-reduction strategy, while Spain implemented a ‘heterodox’ stimulus fiscal package. Yet by mid-2010, Spain’s fiscal stance had converged with Ireland’s, as the wider European crisis deepened and the scope for autonomous national policy choice narrowed. The paper tracks this shift in a second stage of the research design, examining within-country variation over time, to provide a nuanced and sophisticated analysis of strategic choices at critical moments. It argues that the shift toward a European politics of austerity is different in a number of important ways from the older politics of fiscal consolidation, and that this has far-reaching implications not only for the evolution of European integration, but also for the balance between democratic politics and transnational markets.

Strategic choice analysis by expert panels for migration impact assessment

International migration is a source of policy and research interest in many countries. This paper provides a review of experiences and findings from migration impact assessment worldwide. Various findings are briefly summarised in the context of a systematic migration SWOT analysis for five distinct domains of interest in the economy. The results from each SWOT analysis are then used as an input for compiling a ‘strategic choice matrix’ that is based on the views of a panel of migration experts. These strategic options are interpreted and discussed from both an analytical and a policy perspective.

The pricing opportunity: discovering what customers actually value

PurposeCompanies cannot capture the full profit potential of their products and services until their managers understand the ideal price points and width of the price range for each product or brand given its position in the marketplace. This article describes the tools and best practices to accomplish this.Design/methodology/approachIn the past year or so, Mercer Consulting has conducted 26 discrete choice modeling studies (our version of the modeling is called Strategic Choice Analysis® or SCA) with over 15,000 customers in a wide swath of industries across the U.S., Canada, Germany, and China.FindingsMercer studies show that price (17 percent out of a possible 100 percent) is nowhere near as important a selection factor as product features (65 percent); service features (11 percent), and other features (7 percent) account for the rest of decision‐making.Practical implicationsThe article shows how all businesses can follow the lead of the exemplars in aligning pricing to customer value.Originality/valueIt clarifies why ideal pricing depends on discrete choice modeling and a number of best practices rather than on price optimization software alone.

Upgrading EC strategic choice capacities

The EC faces difficult strategic choices which constitute fuzzy gambles with history. Available capacities, however successful in the past, are inadequate for meeting new challenges. Required are upgrading in political will, realistic visions, policy cogitation, and implementation. Operational recommendations include: preserving and strengthening the authority of the Commission; changing voting rules in the Council, while avoiding membership increases until this is accomplished; building up coherent economic, internal, and external relations-security decision processes; encouraging utopian thinking on EC futures; strengthening coherent policy making by fortifying the Commission Presidency; installation of crisis decision making modalities; reinforcing implementation consideration, monitoring and facilitation; intensive training of high-level Commission staff in strategic choice analysis; establishment of an EC Policy College; and setting up a central EC Think Tank together with improvement of pluralistic EC policy R&D. Since the future is shaped by necessity, chance and choice, upgraded strategic choice does not guarantee the desired effects, but is imperative in terms of both morality and effectiveness.

Some Aspects of a Decision-Making Model in Nuclear Deterrence Theory

This paper partly develops and analyzes the expected- value model of nuclear deterrence formulated by Daniel Ellsberg, formerly of the RAND Corporation, in his paper 'The crude analysis of strategic choices.' In the model, the Soviets and Americans each have the choice of Strike (all-out nuclear attack) or Wait (representative or best alternative to Strike) toward the other. Some of the variables of interest are q = Soviet subjective probability of a US Strike, q = the Soviet subjective probability of a US Strike at which the Soviets are indifferent between Strike and wait, V11 = Soviet no all-out war payoff, i.e. payoff for a Wait strategy by each side, V21 = Soviet first strike payoff, V12 = Soviet second strike payoff (where q, V11, V21, V12 are US estimates), M = Utility (Wait) - Utility (Strike) = (V11 - V21)- q(V11 - V21). Deterrence holds if and only if M > 0. The prime indices of deterrence stability are M and q. Cases are presented showing the conditions under which M and q increase simultaneously, or one in creases while the other remains constant, since such increases imply that deterrence is enhanced. In general such cases require so much information that (1) one is unlikely ever to know if the cases apply, even if they do- -hence predicting whether deterrence is enhanced or not is very difficult; and (2) they could not be employed by a policy-maker seeking to mani pulate variables to enhance deterrence stability. Also, interesting numerical real-life ranges of changes in values of V21, V12 and q are listed. These ranges of changes lead to both increases and decreases in M and q, unfortunately, so the model once more is seen to be poor for predicting whether deterrence is enhanced or not. Typical real-life force changes are presented next. In general, one cannot get enough information to be able to predict the consequences for M and q. MIRV and the ABM are dealt with briefly. The work in this article substantially advances knowledge about this deterrence model, and extends the criticism made by a number of writers who stress that deterrence theory requires rational behavior. The extreme limitations on one's ability to make predic tions even while employing a rigorous model are in vestigated. The fundamental conclusions is that the model does not predict deterrence outcomes for vital, realistic force changes.