Process Management Strategies Research Articles

Financial and Non-Financial Information on Strategy Management Process; A Systematic Literature Review

Financial and Non-Financial Information on Strategy Management Process; A Systematic Literature Review

STRATEGI KOMUNIKASI PESAN KREATIF RECIPROCITY PRINCIPLE DALAM PROMOSI PRODUK DI MEDIA SOSIAL TIKTOK

TikTok is one of the most widely used social media in Indonesia, especially the younger generation. This media is used as a place to channel the creativity of its users. Recently, TikTok has also been used for business activities, one of which is promotion. The subjects in this study are businesses that are managed by individuals using digital media as a means of promoting their products. The promotion carried out by Bouquet by Namalia is a creative communication strategy through the use of the principle of reciprocity, in which creativity and reciprocity are used as the basis for creating promotional content. The purpose of this study is to describe how the process of managing reciprocal creative communication strategies carried out by Bouquet by Namalia as an individual business is managed through the use of digital media to develop its business. This study uses qualitative methods with data collection techniques including in-depth interviews, literature study and observation. The result of this research is the creation of a creative communication strategy management process model with the principle of reciprocity in promotion on TikTok social media.

The Role of Trust in the Strategic Management Process: A Case Study of Finnish Grocery Retail Company Kesko Ltd

Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.

Character education strategies in improving students' spiritual intelligence

Education is an effort to foster student character. Purpose Want to know the character education management strategy in increasing the spiritual intelligence of students. The research method used qualitative instruments, namely (1). Focus (2). Observation and interviews (4) Data analysis collection. Conclusion: (1). Environmental observations at three schools have conducted a SWOT analysis (2). Formulation of a strategy regarding the vision and mission, based on the values of faith (3). Strategy implementation with intra and ecurricular based programs (4). Strategy evaluation serves to monitor learning (5). The learning strategy management process is very conducive. Implication (1). Strategic application has implications for the awareness of all school residents (2). The process of positive habituation has implications for school culture (3). The implementation of full day school has implications for the creation of a school with character (4). Enforcement of discipline has implications for the commitment to school management.

Factor analysis for balanced scorecard as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia

PurposeThis paper aims to investigate the factor analysis for balanced scorecard (BSC) as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia: Pelindo IV, Makassar, Indonesia.Design/methodology/approachThis investigation adopts an explanatory and an exploratory qualitative case study method to analyze the effectiveness of BSC over the strategy management processes. For data collection, the researchers have used semi-structured interviews, direct observation and document collection. Data collection was made during a six-month period, which allowed gaining of deep knowledge on the culture and management methods used in alpha. Other data collected refer to the company’s documentation and reporting of online media publications. Detailed interview data are the main data sources, which allow obtaining of a detailed and holistic understanding of the experience, opinions and attitudes of the interviewees. Interviews focus on asset management to determine the relationship between various factors. This study adopts ideal BSC principle (four perspectives) to develop strategic map for infrastructure asset of Pelindo IV. Analysis tools using factor analysis for the indicators (financial, customer, learning-growth and internal process) measure the competitive advantages. The data for factor analysis from the perception of each stakeholder using questionnaire are collected.FindingsThe competitive advantages of Pelindo IV depend on 81.2 per cent from financial perspective, customer perspective, internal process perspective and learning perspective, and 18.2 per cent from the other factor. The result of measurement model of competitive advantage in Figure 2 is significantly (p-value < 0.05) measured by financial perspective performance, customer perspective performance, internal process perspective performance and learning perspective performance. On the basis of the highest coefficient loading factor, it can be shown that the most powerful competitive advantages are measured by learning perspective. The high value of competitive advantage of Pelindo IV, Makassar, Indonesia, is especially seen from the learning perspective performance. The order result of BSC for measuring the competitive advantages is as follows: learning perspective performance, financial perspective performance, customer perspective performance and internal process perspective performance.Originality/valueOriginality of this study looks at the following three points: first, the measurement competitive advantages. Previous studies used measurements of cost leadership strategy, differential strategy and focus strategy as competitive advantages measuring (Porter, 1985; Warf and Stutz, 2007; Clulow et al., 2003). This study uses BSCs with four indicators (financial perspective result, customer perspective result, internal process perspective result and learning perspective). Second, on the other hand, several studies have investigated the BSCs as performance measurement (Ozturk and Coskun, 2014; Malgwi and Dahiru, 2014; Binden et al., 2014). Third, this study uses the factor analysis to measure the competitive advantage by BSCs, which is different from the previous study analysis.

Use balanced scorecard for measuring competitive advantage of infrastructure assets of state-owned ports in Indonesia

PurposeThe purpose of this paper is to analyze the balanced scorecard (BSC) for measuring the competitive advantage of infrastructure assets of state-owned port in Indonesia: Pelindo IV, Makassar, Indonesia.Design/methodology/approachThis investigation adopts an explanatory and exploratory qualitative case study method to analyze the effectiveness of the BSC over the strategy management processes. For data collection, the researchers used semi-structured interviews, direct observation and document collection. Data collection was made for a six-month period, which allowed deep knowledge to be gained of the culture and management methods used in Pelindo IV Makassar Branch. Other data collected refer to the company’s documentation and reporting of online media publications. Detailed interview data were the main data sources, allowing the authors to obtain a detailed and holistic understanding of the experience, opinions, and attitudes of the interviewees. Interviews focus on asset management to determine the relationship between various factors. This study adopts an ideal BSC principle (four perspectives) in order to develop a strategic map for infrastructure assets of Pelindo IV.FindingsThe results showed that the management performance of Pelindo IV in the financial sector over the next five years was expected to increase by 3.5 times with the business profit reaching an amount of Rp.1.64 trillium in 2017. In the next five years, the target of the customer’s perspective set was zero complaints and zero claim with waiting time meeting the ideal standard, which is a maximum of one-hour service, and the number of containers were expected to witness an average growth of 30 percent per year; the growth ship traffic visit history showed that the flow of goods increased by 4 percent and the number of passengers was targeted to grow up to 30 percent. A historical growth rate of 6 percent was also expected both for the human resources and personnel scout.Originality/valueIn this paper, the Sobel test was used to test the significance of a mediation effect and balanced scorecard was used for measuring competitive advantage of infrastructure assets of state-owned ports in Indonesia. Previously, no research has been undertaken to examine the relationship between the location of the study and competitive advantage of infrastructure assets in the context of PELINDO IV, Makassar branch, Indonesia.

Design of Strategic Management System for Northern Border University using Unified Modeling Language

All organizations engage in the strategy management process either formally or informally. Strategy management is used to refer to the entire scope of strategic-decision making activity in an organization to ensure its continuous success. Hence, a strategic management system is viewed as an important tool for strategy management. Northern Border University started to initiate its first five-year strategy plan for the year 1435-1439H (2013-2018). However, the strategy plan is managed without having a strategic management system. Thus, the university has a fundamental disconnect between the formulation of the strategy and the execution of that strategy into useful action. There is no integration between the strategy formulation and implementation which are treated separately instead of as an integrated system. Therefore, it is difficult for the university to translate their strategies into operational objectives, processes and activities. This paper presents the design process of the strategic management system for the university, whose main purpose is to manage the university’s strategy plan throughout its life cycle. The design of the strategic management system is based on object-oriented approach using Unified Modeling Language. The system will be used to formulate, implement, monitor and control appropriate university’s strategy plan to support on strategic-decision making for the university. The solution will thus contribute to the improvement of the university’s performance.

Investigating the use of strategic management process in the mining industry

The objective of this study is to investigate the extent to which strategic management process is utilized within the mining industry. Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ascertain that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes, and assess and adjust the organization’s direction in response to a changing environment. A typical strategy management process has the following steps: initial assessment, situation analysis, strategy formulation, strategy implementation, monitoring and evaluation. The other objective is to determine which analytical tools are commonly used for situational, internal and external assessment as input to the strategic management process. A structured questionnaire was used for the study. A total of 300 mines were randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents were all part of senior management. A response rate of 64% was achieved. The results indicated that about 20% of the organizations did not institutionalize their strategic planning functions and did not have a good strategic foundation. The results also showed that 60% were not satisfied with their productivity and 30% indicated that their cash flows were not stable at all. There was a significant number of organizations who do not use strategic analytical tools. A statistically and practically significant positive relationship was found between strategic management dimensions and business performance implying that the use of strategic management process can lead to improved business performance. Keywords: strategy, strategic management, strategic planning, mining industry, strategic analytical tools. JEL Classification: M100

The Effect of Balanced Scorecard as a Strategic Implementation Tool to Enhance Efficiency at Kenya Bureau of Standards

The Government of Kenya has made substantial investment in the public sector through creation of diverse corporations. However, most public sector firms have not shown the required levels of efficiency and effectiveness that would be required of them. This has necessitated diverse measures such as the Results Based Management System (RBMS) which was initiated by the Government of Kenya in 2005. This management system has been put in place to ensure efficiency and effectiveness in service delivery in public sector organizations. Therefore the Kenya Bureau of Standards (KEBS), like any other public sector organizations, is required to operate under the RBMS of which Performance Contracts (PC) are a key component. The application of the Balanced Score Card (BSC) in the strategy management process has been found to be a useful tool in the clarification of the vision and mission of organizations and the rallying of the organizational members towards its achievement. This study examined the role of the BSC as a strategic implementation tool to enhance efficiency at KEBS. The specific research objectives included the examination of financial perspective, customer perspective, internal business processes perspective, and learning and growth perspective of the BSC on the efficiency at KEBS. The theoretical underpinning of the study was open systems theory and the institutions' theory. The study was based on the descriptive research design with the target population of 150 management staff at KEBS. The sample size is 109 respondents. The study out the following; that there was a significant relationship between financial perspective of the balanced scorecard and organizational efficiency at KEBS. This was attributed to the availability and sufficiency of resources at both the organizational and departmental levels for KEBS to execute its mandates at those levels on time, and in the required scope hence improving on the organizational efficiency. Secondly, there was a significant relationship between the customer perspective aspect of the BSC and organizational efficiency at KEBS. The customer perspective was important to the organizational efficiency at KEBS through reduction of turnaround timelines in service delivery. There was also a significant relationship between the internal business process perspective of the BSC and organizational efficiency at KEBS. This was attributed to the internal business processes ability to influence customer satisfaction. Lastly, there was a significant and positive relationship between learning and growth perspective aspect of the BSC and organizational efficiency at the organization. This significance was attributed to the ability of KEBS to benchmark and learn on best practices on diverse aspects of its mandates. The study recommends that KEBS should focus on the learning and growth perspective of the balanced scorecard as it had the greatest influence on its organizational efficiency. The study suggests further studies on the examination on other financial perspective metrics of the balanced scorecard and the ways in which it can help in organizational efficiency at KEBS.

Manajemen Stratejik Sebagai Proses Manajemen Keterdesakan

Nowadays firms are being confronted with a very diferent kind of urgency situation than they have ever encountered before. The demand to maximize proft now comes along with a call for social responsibility and the efort to minimize the efect of the climate change. Still, there is not a single text-book on Strategic Management that mentions that the “urgency” management process is more appropriate than the “strategy” management process. Most of the textbook still identify Strategic Management with the strategy management process based on the uniformed steps: “Strategic Analysis, Strategy Formulation, Strategy Implementation, and Strategy Evaluation”. However, in reality, the number of frms that have failed to implement strategy keeps rising. To overcome the limitation of the strategy management process we need the urgency management process. Literature study has identifed that there is urgency behind every strategy. The conducted case study research has succeeded in revealing the abovementioned urgency managetprocess. The theory of urgency management process suggests that by managing the seven forces that generate the urgency the strategic leaders can generate the proven strategies to overcome the urgency.

Middleware for Managing QoS Adaptation of SOA Applications

The paper describes an improvement over our previous work: the concept of an Adaptive SOA Solution Stack (based on the IBM S3 model) which applies an AS3 element pattern to S3 layers where the need for adaptation arises. The presented improvement, called the adaptation strategy management process, represents a solution that enables an Adaptation Architect to model Quality of Service (QoS) adaptation in a declarative manner, automatically deploy it into a running system and then monitor its execution. Its main objective is to allow the Adaptation Architects to view the adaptation process on a higher level of abstraction and employ adaptivity mechanisms in working applications in an easy way. This is accomplished by incorporating the adaptive application metamodel developed in the DiVA EU project and adjusting it to the SOA context. This paper explains the challenges involved in adaptation strategy management and proposes extensions to the DiVA metamodel. Subsequently, it presents a method by which the Adaptive Manager (a component of the AS3 adaptation loop responsible for making decisions about adaptation) can execute adaptation strategies in accordance with the adaptation model. The presented approach is evaluated in a case study, creating an adaptation strategy and monitoring its impact on an application prototype.

Theoretical Substation of the Model for Crisis Management in Organization

Theoretical Substation of the Model for Crisis Management in Organization

Integration of strategic management, process improvement and quantitative measurement for managing the competitiveness of software engineering organizations

Strategic management is a key discipline that permits companies to achieve their competitive goals. An effective and explicit alignment and integration of business strategy with SPI initiatives based on measurement is essential to prevent loss of income, customers and competitiveness. By integrating SPI models and measurement techniques in the strategy management process, an organization's investments will be better aligned with strategy, optimizing the benefits obtained as a result of an SPI program. In this paper, the authors propose BOQM (Balanced Objective-Quantifiers Methodology) that integrates properly strategic management, process improvement and quantitative measurement to manage the competitiveness of software engineering organizations. Finally, this paper presents and discusses the results from implementing BOQM in a software development organization.

Missed opportunities in performance and enterprise risk management

AbstractIs your organization missing opportunities to incorporate enterprise risk management (ERM) into its strategic planning and strategy management processes? This article addresses how an organization can ensure that its strategic planning process considers risk and risk management. How well, in other words, do your ongoing performance management reports include ERM program concerns? And are your ERM and strategy management or balanced scorecard (BSC) processes operated together or separately? © 2009 Wiley Periodicals, Inc.

Modelling the strategy management process

Businesses face increasing competition in local, international and global markets where responsiveness to changes within these markets is the key to success and survival. Consequently business strategies need to be consistently re‐defined to effectively reflect the different requirements of customers and to respond to changes in the business environment. The process of generating strategies is not always a simple decision‐making task and revised business and corporate strategies are often generated without considering the structure of the business, particularly at operational level. Furthermore, there is considerable vagueness in the literature and in practice about what constitutes strategy management. This paper reviews the diverse literature in strategy management and presents a business process model of the strategy generation process to ensure consistent generation and communication of strategy throughout an organisation. The performance of a business strategy can then be measured against a model of initial alignment and effective implementation.

Managing strategy through business processes

The work presented in this paper, following an in depth review of literature, developed a set of requirements for a Dynamic Strategy Management Process. Having evaluated the existing strategy management frameworks, models, methodologies, tools and techniques, the research concluded that although all approaches reviewed collectively met all the requirements, individually none of the approaches fulfilled all of these requirements. To fulfil these dynamic strategy management process requirements, PROPHESY ( P rocess O riented P erformance H eaded S trategy) was developed. The paper describes in some detail, the evaluation of the PROPHESY process and demonstrates its application through a case study. The paper concludes that strategy should focus on creating value that is independent for each business unit. This means developing horizontal strategies that have objectives of co-ordinating business processes and developing objectives that encourage the sharing of resources and skills.