Strategic Management Tool Research Articles

Investigation of the Knowledge Level of Hospital Managers About Strategic Management Tools and Their Use

Objectives: Effective and efficient implementation of all elements of strategic management is important for health organizations to achieve their future goals. This study aims to examine the knowledge levels of hospital managers about strategic management tools, their usage of these tools, and the priorities and needs in tool selection. Materials and Methods: The population of the study is the managers working in private hospitals in Antalya Province. 90 managers constitute the sample of the study. The data were collected by face-to-face questionnaire method. The questionnaire includes sociodemographic characteristics form and statements to measure the level of knowledge and use of strategic management tools. Mann Whitney U and Kruskal-Wallis tests were applied to examine the differences between groups, and Spearman Correlation Analysis was applied to examine the relationships between variables. SPSS.25 Package Program was used to analyze the data obtained. Statistical significance was accepted at 0.05 level. Results: 59% of the participants were female, 63% had a bachelor's degree, and the majority (41%) were middle managers. Those who did not receive managerial training and strategic management training were the majority (54% and 71%, respectively). When the knowledge level of the managers about strategic management tools was analyzed, mission and vision (98.9%) received the highest score, and value chain analysis (73.3%) received the lowest score. It was observed that the priorities of the administrators in the selection of strategic management tools were different between the groups according to gender, level of education, and type of school graduated from. In addition, statistically significant relationships were found between the priorities in the selection of strategic management tools and age, professional experience and years of working in the organization. Conclusion: Managers have limited knowledge and use of strategic management tools and there are differences in the selection of strategic management tools according to their sociodemographic status.

STRATEGIC ADMINISTRATION AS A MANAGERIAL APPROACH AND IBGE MANAGEMENT IN THE 2022 CENSUS COLLECTION ARACAJU/SERGIPE AGENCY

Public administration has been restructuring itself over the last decades and adopting methodologies for modernizing public management. Thus, it has been disseminating strategic planning in its federal public institutions, consolidating a model of participatory management. Strategic management tools come to assist the strategic planning process, in the identification of problems and in the search for a solution, enabling the creation and execution of a work plan and implementation of public policies, in view of the government’s turnover. In this work, it will be presented how IBGE Aracaju-SE acted in the Strategic Planning and collection of the 2022 Demographic Census, and how the Strategic Management tools helped and contributed to the execution of the process and delivery of results.

Разноуровневые стратегии развития: арктический нефтегазовый вектор

The balanced development of the hydrocarbon potential in the Arctic is currently a strategic priority for Russia. Given the present conditions of the global energy sector, alongside new geopolitical challenges and trends towards low-carbon and ecologically balanced development, there is a need for a system of coordinated strategies across the industry, regional, and corporate levels. To effectively develop Arctic oil and gas resources, it is necessary to ensure technological sovereignty, which involves equipping oil and gas companies with domestically produced equipment and software. Strategies should also focus on the development of industries that produce high value-added products, particularly in the petrochemical sector. Public administrators and corporate managers responsible for key decisions must have a clear, long-term vision for the development of the Arctic oil and gas sector and employ established methodological approaches in strategy design. The goal of this study is to substantiate the specific characteristics of multilevel strategies and assess the feasibility of using a matrix approach when designing strategic alternatives relevant to the current economic environment. The research methodology is based on the approaches, methods, and tools of strategic management and planning, with a particular focus on methods for designing strategic alternatives. The novelty of the research lies in the development of a system of criteria for comparing strategies and their target priorities at the industry, regional, and corporate levels. The study identifies current trends and challenges arising from the energy transition, stringent sanctions policies, and growing technological capabilities. It proposes an approach to designing alternative strategies of related and unrelated diversification for oil and gas companies. Developing a holistic concept of coordinated industry and corporate strategies is identified as a promising area for further research.

Unicanvas: Exploring a tool for strategic management

Purpose This research proposes an adapted version of Business Model Canvas (BMC) as a potential strategic tool for the design of the business model of Higher Education Institutions (HEIs). In the context of fifth-generation universities, the University-Model Canvas (Unicanvas) offers a solution to some limitations of traditional strategic tools. Unicanvas aims to be a critical visual and dynamic tool to address the new challenges faced by universities such as internationalization, digitalization, sustainability, and corporate social responsibility. Research methods/Approach We adapt the strategic building blocks, in which some of the BMC blocks have been renamed and an achievement block has been added. We reflect theoretically on the peculiarities of each block in the context of universities to explain the versatility of the tool for designing university business models tailored to different value propositions and for various beneficiaries. Findings and implications Unicanvas offers universities the flexibility and dynamism to adapt their different business models to various forms of value creation that arise from their growing number of beneficiaries, missions, and the new trends and challenges they face.. We conclude that using this participatory,, dynamic, intuitive, and flexible strategic tool will facilitate the holistic design of the business model of these institutions.

Accounting outsourcing intensity in Vietnam: Empirical evidence from Vietnamese small and medium-sized enterprises

This study focuses on developing a strategic management tool for small and medium-sized enterprises (SMEs), where outsourcing is seen as an effective method. Outsourcing allows SMEs to concentrate on their core strengths and compete despite limited resources. In Vietnam, SMEs make up over ninety percent of all businesses and play a key role in the economy. However, they face challenges due to limited resources, especially in managing accounting functions. This research examines the factors influencing the level of outsourcing among SMEs in Vietnam based on two key theories: Transaction Cost Theory (TCE) and the Resource-Based View (RBV). A sample of 236 questionnaires was analyzed using SPSS and regression models. The findings revealed positive and significant relationships between outsourcing intensity (OS.Intensity) and four factors: asset specificity (AS), frequency of accounting tasks (FREQ), trust (TRUST), and technology competence (TECH). The study supports the trend of accounting outsourcing for Vietnamese SMEs, allowing them to enhance their internal strengths despite resource constraints. Future research to gain a deeper understanding of accounting outsourcing is also suggested.

The Impact of Strategic Planning to Empower Human Resources in Achieving Organizational Creativity an Applied Study in the Engineering Works Directorate - Iraqi Ministry of Interior

The relationship of strategic planning in human resources management appears to be an integral part of the organization’s strategy, and it is located at the third level of the pyramid of strategic decision-making within the organization. Therefore, empowering employees and providing independence for employees makes them feel less restricted than others, especially with regard to technical aspects or compliance. With work rules, and according to this, management scholars have unanimously agreed about the role of strategic planning in achieving organizational creativity, as it is seen that organizations at the present time are living in changing circumstances, and from here begins the research problem in the need for organizational creativity as it is an urgent need, which requires officials who The senior management is responsible for developing and developing the capabilities of the specializations in the field of administrative work and involving them in solving problems and making decisions in view of the continuous changes and developments and to keep pace with the technological and information revolution, including the Iraqi Ministry of Interior as it provides security services and protection to society and state security and stability. Therefore, the research aimed to verify the importance of. The strategic planning implemented by the Iraqi Ministry of Interior to demonstrate its role in achieving organizational creativity through human resources. The research also adopted a questionnaire tool to collect the opinions of workers in the research community (Directorate of Engineering Works - Ministry of Interior), where data was collected through distributed questionnaires numbering (350). A questionnaire suitable for analysis, and (50) of them were neglected because they were not suitable for analysis. The research reached the most important results that there are a group of obstacles and problems facing strategic planning, and the most important problems facing it are the problems of monitoring and implementing plans, as those in charge of departments do not succeed in implementing them for many considerations, the most important of which is weak culture. The importance of strategic planning, and the lack of administrative experience and qualifications related to strategic management tools, which recommended the necessity of increasing attention to strategic planning as an important approach to achieving institutional creativity in government organizations from various aspects.

An integrated academic library supply chain (IALSC) model

Purpose This exploratory study illustrated an integrated academic library supply chain (IALSC) model to design the strategic planning management tool of the academic library. The supply chain (SC) model has been widely used in manufacturing industries and has also been applied in many service industries with the same objectives. However, very few studies for academic libraries, particularly the implementation of the integrated SC model, are being executed, although it has been proven that SC management in practice can enhance stakeholder satisfaction, increase revenues and decrease total costs. The academic library also needs to be successful in providing quality products, services and information to fulfil the library users’ needs within the library budget. This research aims to develop a verified model of the integrated SC for the academic library. Design/methodology/approach This research used both qualitative and quantitative approaches to achieve its objectives. The proposed conceptual SC model, named as IALSC, for the academic library has been developed using the system thinking method; eventually, it has been validated through the fuzzy Delphi method, an expert judgement technique. Findings The research findings could contribute to academic library management in planning and formulating a roadmap for the library to increase its quality services for all stakeholders. Originality/value The conceptual model would have a high potential to be proposed as the strategic decision-making tool for an academic library, i.e. the flow of funds through the operations of the library, the library stakeholders’ satisfaction measurement, the decision process currently made by the library management team on the purchase of new library resources, the library resource suppliers, etc.

Balanced Scorecard: A Literature Review to Trace its Trajectory in the Public Administration Domain

ABSTRACT The Balanced Scorecard (BSC) has been a strategic and performance management tool for 30 years, initially for for-profit organizations but later adopted by other types. This study reviews its use by public administration scholars, analyzing articles from the Web of Science database with bibliometric tools and Artificial Intelligence for lexical and semantic analysis. The analysis concluded that BSC is mainly used in local government for performance management and measurement. The study enhances theoretical understanding by exploring BSC’s application in the public sector, its effectiveness, distinctions from for-profit use, and identifying areas for further research.

Flattering the government: negative reports by state-controlled media and CSR

PurposeThe purpose of this study is to investigate whether negative reports by state-controlled media affect firms’ CSR performance. Negative reports by state-controlled media indicate the signals of deteriorating relationships between firms and the government and then generate greater political pressure on firms, which may force firms to engage in more CSR activities. This study first examines the influence of negative reports by state-controlled media on CSR performance. Then, we further figure out whether the degree of dependence on the government exhibits an impact on the relationship between negative reports by state-controlled media and firms’ CSR performance.Design/methodology/approachThe sample for this study is based on all Chinese A-listed firms from 2010 to 2020. The study employs CSR scores data released by HEXUN to measure firms’ CSR performance. HEXUN is one of the most professional institutions that sell CSR-related products. Following You et al. (2018) and An et al. (2022), the authors identify the nine most popular media consisting of state-controlled media. The ordinary least squares (OLS) method is adopted for regression, and various robustness tests are conducted including using alternative measures, expanding the regression model and instrumental variable method.FindingsThe empirical results show a significant positive relationship between negative reports by state-controlled media and firms’ CSR performance. The cross-sectional analyses indicate that the effect of negative reports by state-controlled media on firms’ CSR performance is stronger for firms with mandatory CSR disclosure requirements, firms with political connections and firms with more severe financial constraints. Furthermore, improved CSR performance resulting from negative reports by state-controlled media indeed helps repair firms’ relationship with the government and thus leads them to attain government benefits, such as more government subsidies and lower tax rates.Research limitations/implicationsThis study finds that media reports issued by state-controlled media can be treated as signals of the relationships between firms and the government, which generate political pressure to push firms to take CSR as a strategic management tool to repair their relationships with the government. It helps policymakers and investors more comprehensively understand firms’ incentives behind their improved CSR performance and develop more effective policies. This study focuses on firms’ overall CSR performance. We anticipate that future research can extend the analysis of the impact of negative reports by state-controlled media on specific aspects of CSR investment.Originality/valueThis study illustrates the significantly positive effect of negative reports by state-controlled media in promoting CSR performance. It fills the research gap in studying the role of state-controlled media in CSR, especially for emerging markets. Moreover, the study also contributes to the strand of literature on strategic CSR management.

Project management logics for agile public strategic management: Propositions from the literature and a research agenda

In this paper, we call for an integration of project management logics within the now mature field of public strategic management, to analyze the potential contribution of projects in terms of increased strategic agility, in a context where traditional strategic planning and management tools and approaches are increasingly seen at risk of not being responsive enough to rapidly changing external conditions. To pursue this objective, we carry out a problematizing literature review on the two streams, by incorporating journal and book contributions from the last 30 years on Web of Science Database. 509 contributions have been quantitatively and qualitatively analyzed to answer two interconnected research questions: What is the state of the art in the literature on the interactions between project management and public strategic management? And, how can project management logics be integrated within traditional strategic planning and management processes in the public sector in order to achieve strategic agility? We find that, until today, public management literature has only sporadically dealt with the potential influence of project management logics on strategic management and, more in detail, strategy implementation. Furthermore, the review enables a discussion of five organizational drivers fostering an agile approach in public strategy implementation. Using a narrative approach, they then lead to the formulation of five researchable propositions. We conclude by proposing an updated model of the strategic planning and management cycle in the public sector, factoring in potential agile practices and feedback mechanisms induced by incorporating project logics in the implementation of strategy.

Discovering the Intriguing Dynamics of Transfer Pricing: Tax Burden, Foreign Ownership, and Company Size

ownership, and company size on transfer pricing practices within the mining subsector of manufacturing companies listed on the Indonesia Stock Exchange from 2018 to 2022. Through purposive sampling, 35 datasets out of a total population of 40 companies were selected for analysis. Multiple linear regression served as the analytical tool, and hypothesis testing was executed using SPSS version 25 software. The findings underscore that both tax burden and foreign ownership wield significant influence over transfer pricing practices. Notably, companies exhibit a propensity to leverage transfer pricing as a strategic tool for tax burden management, particularly in instances of heightened foreign ownership. Interestingly, however, company size does not exhibit a significant impact on transfer pricing practices, suggesting that entities of varying magnitudes within this subsector tend to adopt analogous approaches to transfer pricing policies. These findings are pivotal for both regulatory bodies and corporate managers, as they provide valuable insights into the factors shaping transfer pricing practices. Moreover, the formulation of tax policies geared towards fostering transparency and equity in business operations. By comprehensively understanding the dynamics at play in transfer pricing, stakeholders can navigate regulatory landscapes more adeptly and devise strategies that promote fairness and compliance within the realm of taxation. This study thus contributes to the broader discourse on tax policy and corporate governance, offering a nuanced understanding of the intricate relationship between tax structures, ownership dynamics, and corporate practices within the mining subsector of Indonesia's manufacturing industry.

DELEGATION OF AUTHORITY AND EMPLOYEE PERFORMANCE AFFECT MANAGEMENT DECISION MAKING EFFECTIVENESS IN PT. SOLUSI GUNA SEJAHTERA-BEKASI

This study explores the relationship between effective Delegation of authority and employee performance, highlighting the importance of clear communication, trust-building, and well-defined responsibilities in managerial decision-making. It examines the role of Delegation as a strategic tool for managers to empower employees and the impact of employee performance on management decision-making. High-performing employees can contribute valuable insights, innovative ideas, and data-based recommendations, while poor performance can lead to errors, misjudgments, and suboptimal choices. The interaction between Delegation and employee performance is analyzed, revealing a symbiotic relationship. Effective Delegation can stimulate employee engagement and motivation, leading to improved performance, while outstanding performance can strengthen managers' confidence in delegations, allowing them to entrust more responsibility to employees. On a scale of 1 to 5, the statements in the questionnaire are rated. SEM (Structural Equal Model) analysis on SmartPLS 4.0 in use the research findings indicate that (1) employee performance positively influences managerial decision-making, and (2) delegation positively influences managerial decision-making.

СПЕЦИФИКА SWOT-АНАЛИЗА КАК ИНСТРУМЕНТА СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ

This article presents the definition and ana-lyzes the specifics of such a strategic man-agement tool as SWOT analysis. The au-thors reveal the role and characteristics of the components of the analytical method, determine the importance of additional tools when analyzing the macroenvironment of an enterprise. A study of a non-profit project and its results is presented and an inde-pendent assessment of the qualitative con-tent of the SWOT analysis of the project under consideration is carried out, con-clusions about the dependence of the effec-tiveness of the results obtained on the hu-man factor are reflected. The characteristics of the use of SWOT analysis as an inde-pendent tool of strategic management are derived.

Sustainability performance measurement – a framework for context-specific applications

Purpose Researchers and practitioners have recently been interested in corporate sustainability performance (CSP). However, knowledge on measuring CSP is limited. Many CSP-measurements are eclectic, without guidance for contextual applications. This paper aims to develop a conceptual framework that categorizes, explains and evaluates measurements based on their accuracy and precision and provides a guideline for their context-specific application. Design/methodology/approach The authors conducted a systematic literature review of an initial sample of 1,415 papers. Findings The final sample of 74 papers suggested four measurement categories: isolated indicators, indicator frameworks, Sustainability Balanced Scorecards (SBSC) and Sustainability Performance Measurement Systems (SPMS). The analysis reveals that isolated indicators are inaccurate and imprecise, limiting their application to organizations with delimited, specific measurements of parts of CSP due to the risk of a GIGO-effect (i.e. low-quality input will always produce low-quality output). CSP-indicator frameworks are imprecise but accurate, making them applicable to organizations that handle a more significant amount of CSP data. They have a risk of greensplashing, i.e. many indicators not connected to the industry, organization or strategy. In contrast, SBSCs are precise but inaccurate and valuable for organizations desiring a comprehensive strategic management tool with limited capacity to handle sustainability issues. They pose a risk of the streetlight effect, where organisations do not measure relevant indicators but what is easy to measure. Originality/value The ideal CSP-measurement was identified as SPMSs, which are both precise and accurate. SPMSs are useful for organizations with complex, comprehensive, connected and tailored indicators but are methodologically challenging.

How do oilcloth sessions work? A realist evaluation approach to exploring ripple effects in an implementation strategy

PurposeTo explore the mechanisms of the implementation strategy, “oilcloth sessions” and understand and explain the ripple effects of oilcloth sessions as a strategy to implement a new emergency department.Design/methodology/approachA qualitative design was used whereby data were collected using field notes from an ethnographic study of the oilcloth sessions and follow-up semi-structured interviews with staff, managers and key employees who participated in the oilcloth sessions. The data analysis was inspired by the realist evaluation approach of generative causality proposed by Pawson and Tilley.FindingsThe primary ripple effect was that the oilcloth sessions were used for different purposes than the proposed program theory, including being used as: (1) a stage, (2) a battlefield, (3) a space for imagination and (4) a strategic management tool influencing the implementation outcomes. The results bring essential knowledge that may help to explain why and how a well-defined implementation strategy has unplanned outcomes.Originality/valueUnintended outcomes of implementation strategies are an underexplored issue. This study may help implementation researchers rethink the activities required to reduce unintended negative outcomes or explore potential unplanned outcomes and, in this way, hinder or enhance outcomes, effectiveness and sustainability. Future studies within implementation research should incorporate attention to unintended outcomes to fully understand the impact of implementation strategies.

Can The Zambian Insurance Industry Use Internal Hire Versus External Hire As A Strategic Tool?

This study aimed to assess the efficacy of internal and external hiring practices as tools for strategic human resource management in the Zambian Insurance industry. The investigation analyzed the strengths and weaknesses of both internal and external hiring strategies, with a specific focus on their impact on organizational performance and employee development. Through an extensive examination of existing literature, interviews with industry professionals, and a survey of senior executives responsible for recruitment and selection processes in the Zambian Insurance sector, the study gathered data from a sample of both large and small insurance companies operating in different regions of Zambia. This ensured that the entire industry was represented. The study provided valuable insights into the strategic considerations and outcomes of internal and external hiring in this specific context, enhancing our understanding of effective human resource management practices in the Zambian Insurance industry and offering recommendations for improving talent acquisition strategies. The study also looked at the possibility of turning the human resource function in the surveyed industry from a 'day-to-day' issue to a more strategic aspect of the business through a comprehensive hiring plan and the use of internal recruitment with employee retaining strategies. In conclusion, the research findings suggest that the Zambian insurance sector has the capability to utilize both internal and external candidates as a strategic approach. The decision to choose between internal and external hiring is influenced by various factors, including financial considerations, the immediate need to fill a vacant position, the desire to bring in fresh expertise, and the compatibility with the company's culture. Internal hiring offers several advantages for the Zambian insurance industry, such as cost savings, reduced recruitment time, and the ability to foster employee growth and loyalty within the organization. Conversely, external hiring brings in new perspectives, skills, and experiences that may not be readily available internally.

Unicanvas: Exploring a tool for strategic management.

This research proposes an adapted version of Business Model Canvas (BMC) as a potential strategic tool for the design of the business model of Higher Education Institutions (HEIs). In the context of fifth-generation universities, the University-Model Canvas (Unicanvas) offers a solution to some limitations of traditional strategic tools. Unicanvas aims to be a critical visual and dynamic tool to address the new challenges faced by universities such as internationalization, digitalization, sustainability, and corporate social responsibility. We adapt the strategic building blocks, in which some of the BMC blocks have been renamed and an achievement block has been added. We reflect theoretically on the peculiarities of each block in the context of universities to explain the versatility of the tool for designing university business models tailored to different value propositions and for various beneficiaries. Unicanvas offers universities the flexibility and dynamism to adapt their different business models to various forms of value creation that arise from their growing number of beneficiaries, missions, and the new trends and challenges they face.. We conclude that using this participatory,, dynamic, intuitive, and flexible strategic tool will facilitate the holistic design of the business model of these institutions.

Academic Clinic Development Strategy Through Balanced Scorecard Approach (Study at RSGM-P FKG Usakti Academic Clinic, Indonesia)

The Academic Clinic is a supporting facility for the academic continuity of dental faculty students. The need for the preparation of a strategic plan for the development of academic clinic services as a health organization aims to anticipate various kinds of situations that are always changing and related to external and internal environmental factors. Strategic management tools can help generate some of the best alternative strategies for developing academic clinics with the Balanced Scorecard (BSC) approach. This study aims to develop a development strategy for the Dental and Oral Educational Hospital Faculty of Dentistry Universitas Trisakti (RSGM-P FKG Usakti) Academic Clinic based on four BSC perspectives: finance, customers, internal business processes, and learning and growth. This operational research was conducted using quantitative and qualitative methods. Secondary data was collected from Badan Pusat Statistik (BPS), Hospital Annual Report, and comparable RSGMs. Primary data collection used questionnaires, interviews, and a Consensus Decision Making Group (CDMG) to obtain variables that became strategic factors. Based on four BSC perspectives, it increases academic clinic income from financial perspectives, provides easy access and increases customer trust for customer perspectives, captures market opportunities, builds a good image of academic clinics from an internal business processes perspective, and increases human resource capabilities for learning and growth perspective.

Strategic management of libraries

The article considers strategic management as an important area of management activity that enables the library to function in a volatile environment and achieve its goals. The proposed model demonstrates strategic library management as a guided continuous cyclical business process that is implemented in the context of the library's strategic idea, relies on human potential as the basis, focuses library activities on the needs of users, flexibly responds to environmental challenges, and makes timely changes that allow the library to achieve its goals and be successful. Attention is focused on the expediency of using marketing tools to analyse and evaluate the effectiveness of library information resources management, as well as to analyse the main indicators of library activity and develop a certain strategy for their development. In particular, the proposed BCG matrix is a useful tool for strategic management in library activities, as it helps to identify competitive advantages and develop a development strategy for the institution. The conclusions suggest steps to improve the key performance indicators of libraries by developing or improving the existing development strategy. Strategic management will help to improve the activities of library institutions, enhance their image, allowing them to respond effectively to changing conditions and achieve their strategic goals.

Decomposition of strategic goals and objectives of the Samara region dental

Aim to carry out a scientifically based decomposition of the strategic goals and objectives of the dental service of the Samara region, to determine the necessary basic transformations and opportunities for standardization of the industry model of the separation of powers and responsibilities at various hierarchical levels of management.
 Material and methods. When preparing the article, the conceptual provisions of the National Project, Federal projects, materials of reports on the activities of the dental service of the Samara region in the period 2020 2022 were used. The decomposition was carried out using the main tools of strategic, programtarget and process management; requirements of TQM and PDCA; principles of management by goals, building a balanced system of indicators and key performance indicators.
 Results. The practical task of decomposition of strategic goals and objectives of the development of the dental service of the Samara region has been solved, taking into account the strategic goals of the healthcare of the Russian Federation, a multidimensional decomposition of strategic goals and objectives of the dental service of the region has been carried out; a list of necessary basic transformations with the separation of powers and responsibilities has been determined.