Strategic Management Initiatives Research Articles

Balance scorecard (BSC): Incorporating "Key performance indicators" (KPI) in the Evaluation of the Healthcare System

Using the balanced scorecard approach, Strategic Management Initiative (SMI) driven Key Performance Indicators (KPIs) have allowed measurable data regarding various clinical, medical, patient and logistic outputs for healthcare leadership to managean ongoing improvement system in real-time. We underwent a comprehensive search to have 168 articles with the keywords "Balanced Scorecard in healthcare". We applied filters for the last ten years only. We shortlisted 14 studies. The study highlighted various KPIs utilised in different healthcare settings, with most authors favouring BSC methodology as a comprehensive strategy to deal with multi-dimensional hospital processes. The most utilised KPIs included service quality, patient safety, increased healthcare literacy, empowering patients, developing the empathic attitude and social skills in medical staff, professional human resource management and financial management and interests of stakeholders. In short, the BSC strategy is suggested for implementation to improve healthcare-related processes.

Developing a corporate strategy as a vital aspect of strategic management in an aviation enterprise

The aviation industry, as one of the key sectors of the global economy, is subject to constant changes and challenges, demanding effective strategic decisions from companies in this sector. This article examines the key elements of organizing the process of developing corporate strategies for airlines. The paper outlines a series of organizational and managerial steps aimed at facilitating the successful execution of the established set of actions directed towards achieving the objectives of the strategic management initiative. Additionally, the article addresses the challenges that aviation enterprises may encounter during the development and implementation of their corporate strategies, including global competition, evolving regulatory requirements, and environmental considerations.

From New Public Management to public value: Irish education policy through the lens of Statements of Strategy

ABSTRACT Through the lens of successive Department of Education and Science (DES) Statements of Strategy (1997–2021) the author considers the evolution of Irish education policy making from the perspectives of New Public Management (NPM) and the public value paradigm. In the context of changing international and national environments, the Strategic Management Initiative (SMI), introduced in 1994, was rooted in NPM principles and characterised by performance indicators, measurable outcomes/outputs, and value for money. However, more recent strategy statements have been predicated on vision, a whole-of-system approach, and values that include learning as a public good, and wellbeing. This evolution occurred in an environment where social partnership has been a constant feature. Following consideration of the main contours of ten SSs, and discussion of the relevant antecedents and the move towards public value, some unresolved issues are briefly identified in the concluding remarks.

Influence of Strategic Management Practices on the Performance of Uganda Police Force

Purpose: The aim of the study was to examine the influence of strategic management practices on the performance of Uganda police force.
 Methodology: A descriptive research design was used in which quantitative data collection approach was applied. The population of the study was 96 from which a sample of 63 was selected. The study used both stratified random sampling and purposive sampling to select staff members in their respective strata (top police officers, middle-level officers, and low-level officers). A structured questionnaire in a five likert scale format was used to collect data from the respondents. The collected data was analyzed by both descriptive and inferential statistics with the aid of the Statistical Package for Social Sciences (SPSS) version 24. Descriptive analysis involved frequencies and percentages for demographic data of respondents. Inferential statistics in the form of correlation and multiple regression analyses were employed.
 Findings: Strategic management hold distinct positive relationships with performance of Uganda police. As strategic management increase, performance is likely to improve. These findings emphasize investing in strategic management initiatives to enhance overall organisational performance. The Uganda Police Force is regularly interactions with civilians, fostering increased citizen trust through community policing, which in turn enhances its effectiveness in law enforcement. There's high confidence in the police force's effective collaboration with experts, and collaborative projects are generally seen as successful. There are also community support for collaborative initiatives within the force. There is a well-established and highly effective crisis management plan in place, known and understood by the majority of its personnel. Uganda police force has an extensive staff capacity building plan in place, reflecting strong confidence in its commitment to enhancing personnel skills and knowledge.
 Unique Contribution to Theory, Practice and Policy: Theory of the public enforcement of law can be used to anchor future studies on the police administration sector. The study recommends that Uganda police force should address concerns about salary structures and remuneration fairness, as there is a substantial perception gap among personnel. Additionally, the force should maintain its commitment to personnel development through training and capacity building, given its positive impact on performance. Uganda Police Force should prioritize public awareness campaigns.

How entrepreneurial bricolage drives sustained competitive advantage of tourism and hospitality SMEs: The mediating role of differentiation and risk management

When confronted with challenging conditions, becoming innovative by recombining available resources is considered a critical determinant of tourism and hospitality (T&H) SMEs' resilience to risk and staying ahead of rivals. Grounded on the resource-based view theory and dynamic capabilities paradigm, this paper investigates how entrepreneurial bricolage drives the sustained competitive advantage of T&H SMEs despite resource constraints. Following the mixed-methods research design, empirical data from nine in-depth interviews and a survey with 246 T&H SMEs in Japan reveal that differences in strategic management initiatives in the form of risk management and differentiation advantage mediate the positive effects of entrepreneurial bricolage on achieving sustained competitive advantage. Consequently, this paper extends the potential of the dynamic capabilities view as an underlying theory in tourism and hospitality literature.

Impact of Culture on Strategic Management in Japan

Purpose: The study sought to analyze the impact of culture on strategic management in Japan
 Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles.
 Findings: The results show that culture has a significant impact on strategic management. It can influence the types of information managers rely on when making decisions, the way managers interact with their employees, and the strategies they ultimately choose to pursue. Thus, it is important for managers to be aware of the cultural context in which they are operating and to consider how their decisions and strategies may be affected by the prevailing culture.
 Unique Contribution to Theory, Practice and Policy: Future research in the field of strategic management may be grounded in the configurational theory and the institutional theory. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national strategic management initiatives will also use the study's findings to boost cultural performance across the board. The research suggests that the cultural sector should implement strategic management policies to boost the effectiveness of their primary operations and activities.

Building Innovation Capability for the Sustainability of Rancabuaya Village Craft Weavers

The research studies how innovation capability can be nurtured within community of artisans through design tool development. Innovation capability has generated widespread interest both academically and practically. However previous works have mostly been performed at profit organizations with few discussed at community level, especially in artisans’ community who are struggling to create innovative product and have lost their competitiveness in the market. The research focusing on a unique case, Rancabuaya Village, Tangerang, Indonesia. The research used qualitative exploratory study design with single case study. Data collection methods used in the study were in-depth interviews, literature study and documentation. Innovation capability is key for long term sustainability and need to be nurtured in community sectors. To accelerate the innovation capability building process in informal setting, the study proposes a design tool to facilitate idea generation for new product development in community of artisans. The design tool is developed with design thinking process: empathize, define, ideation, prototyping and testing. The design tools as the study result are the bamboo and rattan idea book, a book consisting of a mood board and a compilation of different weaving patterns from each component of a weaving object. The book aims to foster the idea management and creativity within a community of artisans, two determinants that are found to be essential for building innovation capability. This research contributes on two main ways: first, it provides an understanding that nurturing innovation capability in community artisans setting necessitates strategic management initiatives such as: a product development strategy, an idea sharing system, and a collaborative culture, this has not been profoundly explored by the present literature; and second, it employs design thinking as an analytical framework that provides a human-centered approach to the process of building innovation capability and ensures that the tool developed is rooted in the needs of the artisan community.

Sinking houseboats and swaying home stays: community resilience and local impacts of COVID-19 in managing tourism crisis in Kerala

Purpose The tourism sector of the state of Kerala in India is highly vulnerable and has been extensively impacted by the global pandemic disaster. This paper aims to analyze the impact of COVID-19 (Corona virus pandemic) on houseboat operators and homestay managers. Design/methodology/approach This paper indicates a multi-stakeholder assessment method to examine various pandemic disaster facets through a structured discussion with different destination stakeholders. This study examines qualitative data collected through semi-structured interviews from homestay owners, houseboat operators and government designators in Kerala. This study proposes a conceptual community resilience competency framework that could facilitate speedy crisis management responses. In this study, the sample comprises of nine respondents who play a pivotal role in the travel business, comprising the public sector, private sector, NGO's and community leaders. Findings The qualitative findings identify India’s and the state of Kerala's roles in handling crisis management scenarios over internal strategies and strategy formulation. The results indicate that the supplementary industry practitioners explore tactical and strategic management initiatives to sustain their businesses. The dynamics of stakeholder engagement adopted by the state is given prominence. Originality/value This study suggests mechanisms to re-establish the brand image and the possible strategies and suggestions that could help in the survival of the Kerala tourism industry in the post-disaster period. The “new normal” has been substantiated in the study by incorporating strategies and precautionary methods adopted by the homestay and houseboat operators so as to address the guests' safety concerns.

Sustainable Urban Development Strategic Initiatives

In order to ensure the implementation of the “Strategy for the Development of the Construction Industry of the Russian Federation until 2030” and the implementation of the UN resolution on sustainable development, there is a need to develop new strategic management initiatives. They should allow authorities to make inter-city comparisons, considering specific cities and their objects against the background of others undergoing similar development processes. In this article, the authors propose strategic initiatives for the management of urban facilities. In particular, the authors’ approach to the assessment of the sustainable development of housing and communal service facilities in the city is proposed. According to the authors, the housing and communal city service objects mean capital construction objects in different forms of reproduction. Moreover, the article examines both residential buildings and structures, and utility networks. The authors’ approach consists in the constant assessment of the city’s housing and communal service facilities at different stages of their operation. For this, the authors use several types of analysis: ex post analysis, ex ante analysis, and foresight analysis. For each type of analysis, the authors form a set of assessment indicators and indicate the period of the analysis. The result of the study is the development of an indicator for the assessment of the level of sustainable development of housing and communal service facilities in the city, and a roadmap for their development strategy. The roadmap is formed considering the introduction of modern end-to-end technologies and digital tools into the work of state bodies. The proposed approach, on the one hand, considers the internal complexity and heterogeneity of the city’s housing and communal service facilities. On the other hand, it is a simple tool for the making of effective management decisions by power structures, as it uses data which are available on a regular basis.

Strategic Management Initiatives that Promote Organizational Performance

Abstract Organizational performance is broadly defined in the literature as a complex concept, which clusters a myriad of elements that promote performance in a modern organization. Previous empirical research has studied various strategic management initiatives and found that, separately, elements related to organizational culture, leadership, work environment, learning, change, innovation, and individual performance are influencing organizational performance. This study aims to connect various research models to identify and analyze the relationships between organizational culture, leadership, work environment, learning, change, innovation, and individual performance, on the one hand, and organizational performance on the other. This paper further shows that these variables are more effective when people are in the center of the organizational focus and suggests a model for the relationship process between these in a structured diagram.

Risk analysis in the management of a green supply chain

AbstractIn order to implement or maintain a green supply chain (GSC) that produces goods and services responsibly and sustainably, supply chain managers should use tools that allow for the efficient identification, quantification, and mitigation of the ever‐present risks. The objective of the present research is to identify the risk factors associated with the processes involved in GSC management. Based on an analysis of the characteristics of GSC risk, the authors put forward a list of risk design principles and a risk criteria evaluation system for a GSC. Gray relation analysis method was then used to clarify the degree of connection between certain supply chain risk factors and select key risk factors. Finally, Back Propagation Artificial Neural Network (BP‐ANN) method was used to determine the risk level associated with a GSC. The determination of risk level will help companies to develop effective strategic management initiatives in a GSC environment.

The failed implementation of performance management in Irish central government

AbstractIreland's Strategic Management Initiative was launched in 1994 and aimed to improve public services delivery. In line with public sector reforms in other countries, it placed strong emphasis on performance management in public sector organisations. Initiatives stressed the need for strategic planning and performance monitoring. The overall impact of these reforms was disappointing, with the Organisation for Economic Co‐operation and Development reporting in 2008 that the Irish public sector lacked a performance culture. This paper utilizes a series of interviews with senior managers in order to identify why performance management did not gain traction and our contribution highlights the complex contextual factors which undermined this agenda.

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

This review is aiming to investigate the integration of people, planning and process in a Total quality management (TQM) setting prompting organizational performance and their competitiveness. In order to compete for a good market position, organizations need to implement effective management strategies such as TQM. The term TQM is explained as “managing the entire organization so that it excels in all dimensions of products and services that are important to the customer”. However, TQM model goes beyond product, process and service quality. The objective of this review is to develop an understanding of TQM and its possible influence on organizational performance and competitiveness. This review will be looking at entrepreneurial orientation (EO), market orientation (MO), and organizational competitiveness attributes. As quality is a mixture of many interconnected efficiencies that makes the difference at the end. Likewise, quality is an organization’s first step towards market competitiveness. EO is an important factor which could lead to various advantages and added value if adequately implemented in the organization with other supportive strategic management initiatives. It is identified that the problem of organizations not accomplishing the anticipated performance through EO and MO is due to the deficiency of organizational inappropriate schemes and worthless practices. In addition, EO as alone is insufficient resource to enhance performance and achieve competitive advantages. In addition, organizational internal resources (resource base view (RBV)) are important for organizational performance. Continuous premium quality leads organizations to avail sustainable competitive position in the market. TQM, EO (internal resources) and MO (external resources) contribute to organizational intangible capabilities that lead organizations to achieve their desired performance and competitiveness. This review will look into and conceptually find why even there are sufficient literature on TQM, EO and MO available, but still the previous research have unable to provide a unambiguous and strategic avenues for practitioners to accept.

Understanding operations strategizing in project-based organisations: middle managers’ interaction and strategy praxis

The study of operations strategy (OS) in production organisations has largely focused on the content of highlevel strategies, and less on their practical enactment. Little attention has been paid to the middle managers who mediate the space between the strategic intent of production organisations and their operational realities. The role and strategic agency of such managers has been shown to be influential in shaping, impeding and enabling OS, but they remain surprisingly absent from much project organisation literature. In this paper, we examine the role of middle managers in OS practice via a Strategy-as-Practice framework. We study two project-based organisations, one in Denmark and one in UK, developing lean production processes. In the Danish case, the change strategy was initiated bottom-up from the project actors, whereas in the UK, the change strategy was imposed top-down as a strategic management initiative. In both cases, middle managers played a crucial role in mediating and translating intention. We show how strategy praxis, and the leadership of operations, is highly distributed within project-based organisations regardless of where change is initiated from. The findings have resonances for theory on the agency of middle managers, and for the understanding of micro activities of OS formulation and implementation within project-based forms of organisation.

Learning as a change agent in ERP enabled organisations - a case analysis

Although organisations implement enterprise resource planning (ERP) systems as part of their strategic management initiatives, most of them do not realise the expected level of business benefits. This could be understood better by studying the outcome-based measures (use, learning and value). Learning can contribute to improved and strategic use of the system resulting in efficiency and effectiveness. Organisational change can be brought about by institutionalising this learning which can ensure better system usage leading to enhancement in business value. A conceptual model has been developed and validated through a case study to demonstrate how organisations can manage their learning dynamically to enhance usage of information systems to deliver enhanced task performance leading to better impact.

Developing a dominant logic of strategic innovation

PurposeThis paper aims to lay the foundations to develop a dominant logic and a common thematic framework of strategic innovation (SI) and to encourage consensus over the field's core foundation of main themes.Design/methodology/approachThe paper explores the intersection between the constituent fields of strategic management and innovation management through a concept mapping process. The paper categorizes the main themes and search for common ground in order to develop the core thematic framework of SI. The paper looks at the sub‐themes of SI in published research and develops a more detailed framework. The conceptual categories derived from the process are then placed in a logical sequence according to how they occur in practice or in the order of how the concepts develop from one other.FindingsThe results yield seven main themes that form the main taxonomy of SI: types of SI, environmental analysis of SI, SI planning, enabling SI, collaborative networks, managing knowledge, and strategic outcomes.Research limitations/implicationsThe new thematic framework the paper is proposing for SI remains preliminary in nature and would need to be tried and tested by researchers and practitioners in order to gain acceptability. Academic rigor and methodological structure are not sufficient to determine whether our conceptual framework will become widely diffused in academia and industry. It would have to pass through an emergent, evolutionary process of selection, adoption and an inevitable degree of change and adaptation, just like any other innovation.Practical implicationsThe practical implications concern the production of instructive material and the application of strategic management initiatives in industry. The proposed themes and sub‐themes can serve as a logical framework to develop and update publications, which have been instrumental in their own right to shape the field. The paper also provides a checklist of potential research projects in SI, which will improve and strengthen the field. The new framework provides a comprehensive checklist of strategic management initiatives that will help industry to initiate, plan and execute effective innovation strategies.Originality/valueThe concept mapping of the themes of SI yields a new dominant logic, which will influence the evolution of the field and its relevance to both academia and industry.

Planning in the Irish healthcare system: Legislative strategy or administrative control?

Although strategic planning in healthcare has been in evidence in many OECD countries since the 1970s, it did not emerge in Ireland until the advent of legislatively mandated service planning in the 1990s. This occurred in the context of significant managerial, organisational and environmental change. One of the central mechanisms of the Strategic Management Initiative is the devolution of accountability and responsibility from the centre to the periphery. Service planning in the health sector in Ireland is seen as part of this strategic planning ethos. This paper reports on part of a wider study that examined both the intent and the consequences of this legislatively mandated service planning and looked at the process of its implementation in Irish healthcare. This has important implications for Irish health policy due to the continuing budget overruns, the embargo on recruitment of frontline staff and the reported lack of strategic planning. This paper posits explanations for the difficulty in aligning strategy and planning after nearly a decade of service planning.

Implementing TQM initiatives in public service organisations: case of academic libraries

The paper seeks to discuss the development, main beliefs, and stages of total quality management (TQM) in a case of academic libraries by explaining their present strengths, weaknesses, possibilities and threats while implementing TQM initiatives. It also makes a comparison on how case organisations think about the definition of quality and TQM philosophy along with its applicability within the public sector. The study is qualitative. According to the results the most vital issues in TQM initiatives are its comprehensiveness, and its application in such a way which is appropriate for the organisation, with a logical way of operation and the participation of management and personnel. TQM is seen as quite applicable to the service sector however, it requires being reconciled with strategic management initiatives. The study could be quite valuable from a strategic perspective in providing guidelines to build up a proper plan for TQM initiatives more promptly.

Causes and consequences of downsizing: Towards an integrative framework

AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for victims, survivors, and executioners. This research paper represents a literature review on the causes and consequences of downsizing. It addresses a diverse body of literature and suggests an integrative framework on the typical causes and consequences of downsizing as well as outlines some challenges ahead for researchers seeking to advance the knowledge of downsizing.

Causes and consequences of downsizing: Towards an integrative framework

AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for victims, survivors, and executioners. This research paper represents a literature review on the causes and consequences of downsizing. It addresses a diverse body of literature and suggests an integrative framework on the typical causes and consequences of downsizing as well as outlines some challenges ahead for researchers seeking to advance the knowledge of downsizing.