Strategic Management Approach Research Articles

Automation in architecture, engineering and construction: a scientometric analysis and implications for management

PurposeMany economic, political and socio-cultural events in the 2020s have been strong headwinds for architecture, engineering and construction (AEC). Nevertheless, technological advancements (e.g. artificial intelligence (AI), big data and robotics) provide promising avenues for the development of AEC. This study aims to map the state of the literature on automation in AEC and thereby be of value not only to those researching automation and its composition of a variety of distinct technological and system classes within AEC, but also to practitioners and policymakers in shaping the future of AEC.Design/methodology/approachThis review adopts scientometric methods, which have been effective in the research of large intra and interdisciplinary domains in the past decades. The full dataset consists of 1,871 articles on automation in AEC.FindingsThis overarching scientometric review offers three interdisciplinary streams of research: technological frontiers, project monitoring and applied research in AEC. To support the scientometric analysis, the authors offer a critical integrative review of the literature to proffer a multilevel, multistage framework of automation in AEC, which demonstrates an abundance of technological paradigm discussions and the inherent need for a holistic managerial approach to automation in AEC.Originality/valueThe authors underline employee well-being, business sustainability and social growth outcomes of automation and provide several managerial implications, such as the strategic management approach, ethical management view and human resource management perspective. In doing so, the authors seek to respond to the Sustainable Development Goals proposed by the United Nations as this becomes more prevalent for the industry and all levels of society in general.

China’s Biogas Industry’s Sustainable Transition to a Low-Carbon Plan—A Socio-Technical Perspective

China’s biogas industry has experienced ups and downs over the past two decades, with various challenges pointing to misplaced expectations that biogas technology is overly focused on energy production. With the promotion of China’s low-carbon strategy, a more rational and sustainable transformation strategy is crucial for the development of the biogas industry. To elucidate the sustainable development process of the biogas industry, this study applies the socio-technical transition theory and the strategic niche management (SNM) approach to understand the multi-regime interactions of biogas systems and their possible future paths. At present, the Chinese biogas industry needs to abandon the expectation of energy recovery and establish the expectation of multi-functional combination, especially including nutrient cycling. This study proposes a sustainable transformation path for the biogas industry and predicts three phases based on the type of socio-technological transformation path: a transformation path to 2030 to promote niche innovation and develop core technologies; a reconfiguration path from 2030 to 2050, which will require a lot of trials and errors; and the expansion of market share in 2050 through technology replacement. This study highlights the importance of niche experimentations and broad advocacy coalitions for the biogas industry. This research also illustrates how the transformation of China’s biogas industry can be achieved through incremental innovation with consistent policy support.

A comprehensive strategic approach for supplier management: selection, homogeneous clustering and negotiation

A comprehensive strategic approach for supplier management: selection, homogeneous clustering and negotiation

A comprehensive strategic approach for supplier management: selection, homogeneous clustering, and negotiation

A comprehensive strategic approach for supplier management: selection, homogeneous clustering, and negotiation

Strategic enterprise management and methodological approaches for the telecommunications industry

Formulation of the Problem. The major problem of any telecommunications company is building and implementing a development strategy. It features adapting strategic analysis tools and implementing strategic management in an IT company. The proposal efficiency is determined by the economic effect of implementing an adaptive development strategy, which allows reducing depreciation costs. Goal. Developing a methodological approach to the concept of strategic management of a telecommunications industry enterprise exemplified by PJSC Megafon, highly efficient when introduced in the workflow, and proposing an action plan for implementing this strategy. Results. The key aspects of developing Russian telecommunications companies, affecting the specifics of their development strategies have been identified, external and internal factors significantly affecting the telecommunication company development efficiency have been identified, and the methodological approach to developing a development strategy has been improved through multiple factor analysis.

Business growth through a sustained strategic management approach in manufacturing organisations

Organizations regularly encounter unforeseen occurrences like government policy change, market failure natural catastrophes, terrorist attacks, or technology failures in extremely unpredictable and uncertain times. Thus, the study of strategic management and organization growth was embarked upon. Two research questions were asked leading to two research hypothesis famulated to guide the study. The population of 63 of the study were taken from the staff of the Mouka and Frendy foam production industry which also formed the sample size. Fifteen (15) items Questionnaire instrument validated and tested for reliability at 0.75 Cronbach Alpha were then distributed to the sampled staff of Mouka and Frendy foam production industry in Warri and Abraka. There after the extracted data were subjected to statistical analysis. the result shows that there is significant effect between defensive strategy and organization growth; also, that there is no significant effect between prospective strategy and organizational growth. From the finding recommendation were made among others that defensive strategy boosts organizational growth, and it should be adopted by managers at all level and stages of business development as it help to fight competitors amidst harsh competitive business environment

Differentiation strategies and tourism performance interplay

Tour operators have ensured the success of the Kenyan tourism sector, poised to contribute to achieving key government economic policies like the Tourism Agenda 2018-2022, the National Tourism Blueprint 2030, and the Big-Four Agenda. However, due to the volatility of the tourism industry, stiff competition, rigid tourism policies, and pandemics, tour operators’ performance has recorded a 2% steady decline since 2011. Therefore, this paper explores the upscaling of performance using a differentiation strategy among tour operator companies in Nairobi City County. The study followed a descriptive design approach, with the balanced scorecard and Porter’s generic strategies forming the theoretical basis. Fifteen (15) company owners and 210 managers participated in the study. Data were collected using structured questionnaires and interviews. Stratified simple random sampling was used to sample respondents from the companies while purposive sampling was used to select company owners. Data collected were analyzed in SPSS (Ver.26) using descriptive statistics to infer variable characteristics. Inferential statistics; Pearson correlation, ANOVA, and simple linear regression were used to detect the strength of the relationship and test the hypothesis. Correlation analysis revealed a strong positive relationship between differentiation strategy and organizational performance (r=0.77, P=0.000), leading to the rejection of the null hypothesis. Regression analysis revealed an adjusted R2(0.602) indicating that differentiation strategy explains 60.2% of organizational performance’s variation (b=0.594, P=.000). The study recommends that tour operator companies should develop innovative packages based on place and price and significantly invest in R&D to enhance a strong brand for optimal performance. This study provides policymakers with an avenue to scrutinize levels of organizational performance using a strategic management approach.

Implementation Of The Independent Policy Learning Independent Campus To Improve Competency Of Graduates Of Private Collections

The role of universities is needed in preparing superior human resources who are able to compete globally. Universities must adapt quickly in preparing students' new skills and competencies to face these new challenges. In order to prepare students for increasingly rapid social, cultural and technological developments, student competencies must be able to compete in this global era. Link and match not only with the world of industry and the world of work but also with a rapidly changing future. Implementation of mbkm using a strategic management approach, namely organizing, operational planning, allocation of resources with indicators of preparation and allocation of budgets, and management of human resources. Research methods with a qualitative approach and case study research methods. The research was conducted at stt mandala and itg. Methods of collecting data by interview, observation and documentation. The implementation of mbkm to improve has been carried out but not all mbkm activities or programs have been followed. Its implementation will continue to be improved so that all mbkm policies can be implemented optimally. Higher education commitments in implementing mbkm with an understanding of the urgency and relevance of mbkm, kpi and clustering.

Structural Reformation of Nigeria Police Force through Strategic Human Resource Management Framework

Aims: The Police force stabilizes public institutions for societal tranquillity, economic development, peaceful coexistence and is an integral pillar in securing human development, which unfortunately operates as a mirage in Nigeria. Therefore, this study seeks to provide appropriate recommendations for structural reform of the Nigeria Police force using the strategic human resource management (SHRM) approach to the identified challenges facing the Nigerian Police Force.
 Study Design: The study utilized a qualitative research design.
 Methodology: The study used a systematic literature review of qualitative research methodology through the thorough and critical content analysis of reports, journals, publications, and news.
 Results: The study findings revealed five significant challenges hindering police effectiveness in Nigeria and developed a 10 X 5 SHRM framework that included ten (10) strategic focus and five (5) strategies. 
 Conclusion: The study concluded that the 10 X 5 strategic human resource management frameworks will provided the needed reforms and recommended the 1829 nine (9) policing principles and three (3) core ideas of Sir Robert Peel.

Critically Analyze the Use of Strategic Management in The Public Sector

The application of strategic management theory is lacking in the public sector. Relative to the public sector, the private sector has implemented strategic management approaches with great success. This study uses case studies of individual organizations to explain the definition and characteristics of strategic management theory, as well as the problems and crises that can arise. The study shows that the external environment of the public sector is complex and unstable. The government and the corresponding organizations should adapt quickly to the actual situation so that the capabilities of the members of public organizations can be improved.

The Role Of Time-Oriented Functions based cost system In Reducing Costs Under The Strategic Cost Management Approach

Technological progress and development and the automation of production processes have made the traditional approach to cost management incompatible with these developments and the administration's need for a complex mixture of quantitative information related to the objective measurement of costs, especially indirect ones, as well as non-quantitative information related to the customer, his needs and desires, all of which reflected the need to move to an approach based on customer relationship management With a strategic dimension that takes into account the developments in the competitive environment, the current research aims to demonstrate the extent of the ability of cost technology to operate on the time-drive functions based cost as a strategic tool that is compatible with developments in the process of allocating indirect costs and the extent of its ability to provide financial and non-financial information on unutilized energy and jobs non-adding value with the aim of eliminating it by achieving a real reduction in product costs. The results of the statistical analysis indicated the highest mean (4.15), standard deviation (86%), and coefficient of variation (20.09) within the percentage weight of (73.33) that the agreement of the cost technique on the time-drive functions based cost and the strategic approach to cost management works to reallocate indirect costs based on the time vectors used to complete each function of the product, providing information to the management of the economic unit about unused energy and non-value-adding functions in a way that achieves the possibility of reducing production costs without affecting the quality of the product and the customer's desires

EXPLORING THE IMPACT OF DIGITAL ECONOMY ON AMBIDEXTROUS INNOVATION CAPABILITIES OF FIRMS: MEDIATING EFFECT OF KNOWLEDGE ACQUISITION

Although recognised as useful, ambidextrous innovation also presents unique managerial challenges particularly when exploration and exploitation are pursued simultaneously. The paper aims to explore the forming mechanisms of firm’s ambidextrous innovation capabilities using the main approaches in strategic management. The authors theoretically examine the direct effects of the digital economy (DE) on ambidextrous innovation capabilities and the mediating effect of knowledge acquisition (KA) and use the stepwise regression method to conduct an empirical analysis of 178 high-tech companies listed in China’s A-share market from 2013 to 2019. The empirical results show that DE has significantly promoted the ambidextrous innovation capabilities of firms, and also has a significant positive impact on the balance effect between exploratory innovation and exploitative innovation; DE has a significant positive impact on both external knowledge acquisition (EKA) and internal knowledge creation; KA has a significantly positive effect on exploratory innovation, exploitative innovation and their balance effect, and the effect of KA on exploratory innovation is greater than that on exploitative innovation. Furthermore, KA plays a significantly mediating role in the relationship between DE and exploratory innovation/exploitative innovation. The findings of our study provide insights for knowledge management research and have important guiding significance for promoting ambidextrous innovation capabilities of firms in DE.

Applying Strategic Management approaches to a nursery school in the United Arab Emirates

Strategic management is the evaluation, planning, and implementation process to maintain or improve competitive advantage. The examination consists of appraising the macro and the microenvironmental contexts. The strategic implementation looks forward to effective leadership in practice to establish the suitable structure of the firm, foster organizational culture and evaluate the strategic processes through the relevant control systems and tools. The organizational results demonstrate the success of the strategic measures undertaken like revenues, market shares, profitability and the return on investment. We chose a nursery located in the UAE where one of the authors was associated and explored the application of the salient strategic management concepts and business strategies. Permission was taken from the management to conform to the ethical guidelines. The brief case study can light the future research implications on the management and overcoming the obstacles encountered in the process.

Towards a deeper understanding of up-scaling in socio-technical transitions: The case of energy communities

The pressing nature of the climate crisis is placing sub-national action at the forefront of climate mitigation. Energy communities have been an example of such niche action, as, over the past decades, they have blossomed in number and have challenged dominant narratives of the energy transition. The aggregate impact such action promises may be necessary to mitigate the global-scale problem of the climate crisis. This opens up the vexing question of what mechanisms are at play in scaling such action and how the contours of causality may be painted in the pathways towards transitions. This article aims to address this gap by building on the concept of mechanismic thinking. The innovative nature of this approach helps us identify empirical examples of conditions of scaling and brings conceptual clarity to studying processes of transitions. This article identifies conditions in relation to various pathways of transitions and the strategic management of niches. We identify several conditions that scaling may depend on through a systematic literature review of the energy community literature. From our review, two key results surface: Firstly, at the empirical level, the conditions identified suggest that a diversity of pathways to scaling may exist in parallel. Secondly, the conditions found in the literature can productively be mapped based on three dimensions: conditions internal to communities, conditions affecting interactions between communities, and finally, conditions related to the context of community initiatives. By feeding back our findings into leading theories in the field, our review enriches existing accounts of niche-internal dynamics of the strategic niche management approach. Moreover, we suggest that mechanismic thinking has much to add to the research agenda on connecting local scale innovation and higher scale impact in socio-technical thinking.

Scale Adaptation of Innovation-Outsourcing in Companies

In line with the strategic management approach which was developed in the light of changes in production and markets, there is an emphasis in the literature of this field that companies need to be well managed in order to survive, to benefit from strategic management, and to have a sustainable competitive advantage. This study aimed to adapt and apply a scale of innovation and outsourcing. While adapting the scale, in addition to the data from the qualitative research, three different scales were used in the selection. We arranged a questionnaire and created new questions. The questionnaire consists of eight chapters: the characteristics of companies, outsourcing, supplier relations, suppliers’ satisfaction level, innovation process, innovations in the last five years, and outsourcing-innovation. We collected the data from companies in Turkey, which are on the Fortune 500 list. We analyzed the data with SPSS 23 and AMOS 20. As a result of exploratory and confirmatory factor analyses, the outsourcing scale was composed of 3 dimensions and 20 items. While the innovation scale consisted of 12 items in one dimension. The reliability coefficient of the outsourcing scale is 0.912, and the innovation scale is 0.911. The low number of items facilitates its applicability.

Ecologization of market behavior of consumers and management business strategies

Purpose. To build a theoretical model for ecologization of market behavior of consumers in modern economic conditions and to determine the main types of strategic reaction of enterprises to the ecological factor of business environment. Methodology. Methods of scientific generalization were applied to formulate the conclusions of research, analysis and synthesis to determine, in particular, the structure of ecological needs and interests. Statistical and graphical analysis showed dynamics of the market of ecological goods and consumers preferences. The comparison method was used for characterizing the strategical approaches to understanding the processes of market ecologization, the ecological marketing peculiarities. Findings. Components of the process of ecologization of consumers behavior (needs for security; needs for ecological safety; ecological interests; ecologization of the market demand) are consistently identified and substantiated. Structure of needs for ecological safety and their influence are defined (providing the reproduction of natural resources; safe natural environment; safe goods). The first two groups of needs form interests in ecological conditions of management, the third one in ecological properties of goods. Factors of ecological interests were divided into two groups endogenous and exogenous. Two possible strategic management approaches (adaptive and expansionary) to respond to the ecologization of consumers behavior are highlighted. Peculiarities of positioning, segmentation, communication and pricing policy of enterprises focused on the business use of trend of ecologization of market behavior of consumers are considered. Originality. A theoretical model for ecologization of market behavior of consumers in modern conditions was created on the basis of using the system approach. There was given further development to definition of such concepts as: needs for ecological safety; ecological interests of market agents-consumers; ecologization of demand; ecological goods. Definitions of factors influencing the consumers interests in ecological properties of goods were improved due to their dividing into endogenous and exogenous groups with further structuring. Two possible practical strategic management approaches (adaptive and expansionary) to reacting to ecologization of demand were substantiated. Peculiarities of components of ecological marketing were determined. Practical value. Results of the research can be used by managers for raising the level of analytical work as to taking into account the ecological component of business environment, consumers behavior and improvement of marketing strategies of enterprises.

The Influence of COVID-19 Pandemic on Digital Transformation Process and Strategic Management in a SMEs in the Czech Republic

In this qualitative study, we provide insight to the influence of COVID-19 pandemic on the digital transformation process and strategic management in SMEs in the Czech Republic. Digital transformation is perceived as a driver of growth and competitiveness, defined by new technologies and approaches, and strongly connected with strategic management and strategic approach. Drawing on SME employees experience with recent pandemic situation, we analysed and addressed the factors that influence digital transformation process and strategic management to reveal and describe, what drives or slows the process. Our findings have been founded on several case studies carried out in SME organizations via series of interviews that involved employees of various level and specialization. Results reveal that influence of pandemic on digital transformation process and strategic management may vary according to individual experience, which opens the possibility for contextualization and further research using quantitative methods. The results indicate that the influence of covid19 pandemic on strategic management and digital transformation process generated both positive and negative experience. It was perceived as an accelerator of change, speeding up rigid or long-postponed processes and implementations, but also carrying negative effects as employee attrition, loss of morale and motivation and resignation. This research contributes to prior literature on digital transformation and strategic management by investigating the influence of unprecedent events of multinational impact on SME digital transformation process.

Strategic Management Approaches and the Realization of Business Identity: Perspective from Italy

Some degree of identity verification is necessary when registering a company, and in most economies, the government requires legal proof of identification either for all shareholders or only for the manager and/or director of the company. A strong business identity helps an organization set itself apart from its competitors and maintain a personality that the public can easily associate the brand. It is however important to note that business identity is not the same as a business's image. The process of strategic management includes analysis of the internal and external environment, formation of strategy, implementation of strategy, and evaluation of strategy. The theory of strategic management is analyzed within an integrated model of context, content and process. The study established that there are two mange approaches to strategic management being employed by businesses in Italy to achieve business identity: The Prescriptive Approach which works best in a stable environment and Emergent Approach which is used in an unpredictable fashion. These approaches are the widely known strategic models and must be examined thoroughly within the context of the fast paced, highly competitive and increasingly dynamic business environment. The prescriptive approach, also known as deliberate strategy is a deterministic and systematic plan of action designed to achieve a specific goal for the long term. It is usually the responsibility of the top management to establish lucid strategic directions through analysis and evaluation and then implement them through the successive layers of the organization. On the other hand, the study established that an emergent strategy approach increases flexibility in times of turbulence and allows the business to respond to opportunities and make the most of the threats. The study recommends that business managers in Italy should strive to adopt the two approaches to strategic management if they were to realize business identity. Keywords: Strategic management, Strategic approaches, Business identity, Brand image.

Applying Strategic Management approaches to a nursery school in the United Arab Emirates

Strategic management is the evaluation, planning, and implementation process to maintain or improve competitive advantage. The examination consists of appraising the macro and the microenvironmental contexts. The strategic implementation looks forward to effective leadership in practice to establish the suitable structure of the firm, foster organizational culture and evaluate the strategic processes through the relevant control systems and tools. The organizational results demonstrate the success of the strategic measures undertaken like revenues, market shares, profitability and the return on investment. We chose a nursery located in the UAE where one of the authors was associated and explored the application of the salient strategic management concepts and business strategies. Permission was taken from the management to conform to the ethical guidelines. The brief case study can light the future research implications on the management and overcoming the obstacles encountered in the process.

Evaluation of the Strategic Plans of ADIM Universities in the Western Mediterranean Region

Her geçen gün artan kalite, performans, rekabet ve maliyet baskısı gibi faktörler kamu kurumlarında da stratejik yönetim anlayışını gerekli hale getirmiştir. Stratejik planlama anlayışı, “5018 sayılı Kamu Mali Yönetimi ve Kontrol Kanunu ile 2003 yılında mevzuata girmiş ve 2006 yılından itibaren çeşitli kamu kurumlarında zorunlu hale getirilmiştir. Üniversiteler de Yükseköğretim Kurumlarında Akademik Değerlendirme ve Kalite Yönetmeliği uyarınca stratejik planlar hazırlamaya ve uygulamaya başlamışlardır. Stratejik planlar, Türk üniversitelerinin ulusal ve uluslararası alanda rekabet üstünlüğü kazanması için mevcut durumlarını ve vizyonlarını belirlemeleri, vizyona uygun stratejik amaçlar, hedefler ve faaliyetler geliştirmeleri ve bunları uygulamaya koymaları açısından önemli fayda sağlamaktadır. Bu çalışmada, Batı Akdeniz’de dört üniversitenin stratejik planları mevzuat açısından incelenmiş ve bulgular doğrultusunda tespitlerde bulunulmuştur. İncelenen stratejik planlarda farklı eksiklikler ve üstünlükler görülmesine rağmen, üniversitelerin bu alanda önemli ilerlemeler kaydettiği değerlendirilmektedir.