Use Of Strategic Management Tools Research Articles

Actual trajectory of strategic management development as a science, in the conditions of dynamically developing markets and external challenges

The article considers the current trajectory of strategic management development as a science in the context of dynamically developing markets and external challenges. The use of strategic management tools is crucial in the activities of enterprises, as they provide the basis for identifying, analyzing and responding to external and internal factors and threats. These tools can help companies develop strategies that will allow them to compete effectively in their industry, achieve their goals and stay ahead of their competitors. This article indicates the main areas where strategic management as a science needs to focus its attention, develop research potential, and look for opportunities to implement in the current activities of companies. The methods of analysis of companies’ strategy aimed at identifying, assessing and managing risks that may affect the ability of the organization to achieve its goals, such as SWOT–analysis and ERM, are considered. The methods of forming strategies of economic, industrial and social character to stimulate effective work of the companies’ employees are considered.

The use of strategic management tools in changing environment: A Qualitative case study in a Turkish university hospital during Covid-19

Purpose- This study aims to examine the managerial practices of a hospital managers to keep up with the changing environment during the Covid-19 (pandemic) period. The authors aim to better understand and research what the managers of this hospital do while keeping up with the staggering change, by placing the use of strategic management tools (SMTs) on the theoretical ground of the Normative Model of Strategic Management (NMSM).
 Methods- This is exploratory, qualitative, and a single case study. The data were collected through in-depth interviews with 12 mid-level and senior managers of hospital’s, each of which lasted an average of 50 minutes, through a semi-structured form. The data were analyzed using inductive content analysis methods in line with predetermined themes.
 Results- The main finding is that both middle and senior managers use 16 SMTs at various stages of strategic management process to respond to the changing internal and external environment during the pandemic. SMTs were used most intensively in the strategic analysis phase. At this phase, with the reengineering, which is the most used tool, and non-emergency health services were postponed, workflows were renewed, and many services were digitized.
 Conclusion: By using different SMTs in their decisions, managers can gain strategic advantage for their purposes. While supply chain management is a tool used only by the purchasing unit manager, reengineering can be a tool that every manager uses to adapt to the environment. Being aware of these tools by managers at all levels and diversifying them will enable them to make better managerial practices.
 Amaç- Bu çalışma, bir hastanenin yöneticilerinin Covid-19 (pandemi) döneminde değişen çevreye ayak uydurmak için yönetsel uygulamalarını incelemeyi amaçlamaktadır. Yazarlar stratejik yönetim araçlarının (SYA) kullanımını, Normatif Stratejik Yönetim Modelinin (NSYM) teorik zeminine yerleştirerek, bu hastanenin yöneticilerinin baş döndürücü değişime ayak uydururken neler yaptığını daha iyi anlamayı ve araştırmayı amaçlamaktadır.
 Yöntem- Bu keşifsel, nitel ve tek vaka çalışmasıdır. Veriler, hastanelerin orta ve üst düzey 12 yöneticisi ile ortalama 50 dakika süren derinlemesine görüşmeler yoluyla yarı yapılandırılmış bir form aracılığıyla toplanmıştır. SYA’ları en yoğun olarak stratejik analiz aşamasında kullanılmıştır. Bu aşamada en çok kullanılan araç olan değişim mühendisliği ile acil olmayan sağlık hizmetleri ertelenmiş, iş akışları yenilenmiş ve birçok hizmet dijitalleştirilmiştir.
 Bulgular- Ana bulgu hem orta hem de üst düzey yöneticilerin, pandemi sırasında değişen iç ve dış çevreye yanıt vermek için stratejik yönetim sürecinin çeşitli aşamalarında 16 SYA’yı kullandığıdır. SYA’lar en yoğun olarak stratejik analiz aşamasında kullanılmıştır. Bu aşamada en çok kullanılan araç olan değişim mühendisliği ile acil olmayan sağlık hizmetleri ertelenmiş, iş akışları yenilenmiş ve birçok hizmet dijitalleştirilmiştir.
 Sonuç- Yöneticiler, kararlarında farklı SYA’ları kullanarak amaçları doğrultusunda stratejik avantaj elde edebilirler. Tedarik zinciri yönetimi sadece satın alma birimi yöneticisi tarafından kullanılan bir araçken, yeniden yapılanma her yöneticinin çevreye uyum sağlamak için kullandığı bir araç olabilir. Her seviyedeki yöneticinin bu araçlardan haberdar olması ve çeşitlendirmesi daha iyi yönetsel uygulamalar yapmalarını sağlayacaktır.

Формирование инструментария стратегического планирования для управления развитием российских агломераций

The development of the methodological apparatus of strategic planning of meso-economic systems has been a burning issue of the scientific community for the past two decades. However, currently, domestic practice pays insufficient attention to the regulation of agglomeration processes using strategic planning mechanisms. In particular, there is no unified methodological approach to the development of strategic plans for urban agglomerations at the federal, regional and municipal levels of public administration. It should be noted that some Russian regions are actively implementing the institution of strategic planning for urban agglomerations. However, these practices are adapted approaches from corporate management, which cannot be fully used due to the difference between the goals of corporate and public management. Strategic planning of agglomerations is a basic form of spatial planning, which aims to determine the purpose of territories based on a set of socio-economic, environmental, cultural-historical, political-management and other factors. The implementation of this process is aimed at sustainable development of territories, increasing the infrastructure provision of spatial development, ensuring that the interests of citizens and their associations are taken into account. The aim of the article is to work out the model of strategic planning for managing the development of urban agglomerations. The problems and prospects of strategic planning and management in Russian agglomerations are revealed, the regional practices of regulating agglomeration processes are considered. The analysis of existing strategic planning in Russian agglomerations has been carried out. Scientific novelty of the research lies in the definition of new approaches to the formation of strategic planning of urban agglomerations at the regional level. The use of strategic management tools at each stage of strategic planning of agglomeration processes has been substantiated. The author’s model of strategic planning of urban agglomerations is developed. The practical significance of the article lies in the possibility of using the developed model of strategic planning for the formation of development strategies and program-target documents of urban agglomerations. The following methods are used for the study: comparative analysis, content analysis, graphical method and system approach, methods of observation and modeling, etc.

Evaluating Strategic Planning as Intervention Tool for Improving Healthcare Delivery in Private Hospitals in Ojodu, Lagos

The Nigerian healthcare sector is currently faced with various incapacitating problems making universal health coverage difficult and the healthcare workforce being poorly managed. In a bid to manage these problems effectively, it has become pertinent, more than ever, for healthcare managers to resort to use of strategic management tools to improve the overall health status of the teeming population of Nigeria as these tools have been proven effective in other non-health industries. This study, therefore, examines the influence of different aspects of strategic planning like facility planning, professional improvement planning, manpower planning, health services planning, and customer service planning on different components of healthcare delivery like patient safety, waiting time, medical staff retention, the effectiveness of health services, people-centeredness, and equitable service delivery. Cross-sectional and random sampling techniques were adopted to administer 123 copies of the questionnaire to a population of 178 managers of private hospitals in Ojodu, out of which 111 copies were validly filled and returned by the respondents representing a 90.24% response rate. Simple regression analysis was adopted to analyze the six hypotheses of this study, and the results showed that they were all statistically significant at a 5% significance level. Based on the findings of this study, it is concluded that strategic planning is a valuable tool that can be used to improve healthcare delivery in private hospitals. The study, therefore, recommends that managers of private hospitals should be trained in the use of strategic planning tools in order to fully exploit the benefits inherent in the strategic planning processes. Keywords: Healthcare delivery, Hospitals, Intervention, Strategic planning.

Procurement of facilities management services designated for office buildings of airline corporate organisations in Asia

PurposeThe purpose of this paper is to enhance decision-making process for the procurement of facilities management (FM) services within aviation corporate organisation, where the FM services functions to support the business operation. It builds on considering the fundamental elements comprising the FM procurement process from the aviation perspective.Design/methodology/approachThe paper investigates the characteristics of the different types of sourcing approaches and the underpinning factors affecting its selection for the procurement of FM services within the aviation industry. The decision-making framework for the procurement of FM services is developed based on the qualitative case study by interview and focus group discussion with the custodian department that is directly involved in the procurement of FM services.FindingsThe degree of outsourcing is increasing due to corporate organisation’s persona. Procurement of FM services is a complex process required detailed review, efforts and time in choosing the right sourcing approach. Off the shelf guidelines for the procurement of FM services suits property professional which directly involved with the procurement of FM services. However, decision-making process for the procurement of FM services specifically for aeronautical and non-aeronautical corporate organisation are rarely found. The case study findings signify that the respondents are familiar with the in-sourcing, outsourcing and right sourcing approaches. The underpinning factors affecting sourcing approaches were categorised according to the main reasons for the procurement of FM services, considerable factors during the procurement stage and value-adding criteria. The use of strategic management tools is not widely imposed, and intelligent client guideline is not available. Hence, the decision-making framework has been developed to fill the gap in this study.Research limitations/implicationsThe research is based on a study of aviation or airline corporate organisation, which limits the possibility of holistic view to the FM industry as a whole but highlights the research gap of FM procurement which is scarce within the case study of airline companies. The focus area is also bounded within the procurement of FM services designated for the office buildings.Originality/valueThe paper provides initial guideline for the airline company in sourcing the procurement of FM services that were developed based on established guidelines from accrediting bodies and scholars, as well as from the sampling feedback analysis. It is also among the firsts that examine the procurement of FM services in the context of aviation or airline industry. The outcome of this paper is a decision-making framework for the procurement of FM services that is specially designed for the airlines corporate organisations, which fills the gap that exists in the industry.

ФОРМУВАННЯ ТРУДОВОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВ ХАРЧОВОЇ ПРОМИСЛОВОСТІ

Research object is the labor potential of food industry enterprises. In the article researched branch specifics and justified approaches to forming the labor potential of food industry enterprises. The main problems for labor potential forming in modern conditions development of economic relations have been researched. The essence of the enterprise's labor potential and the main directions of its formation are determined by summarizing scientific research results. Enterprise labor potential is a systematic set of human resources, their competencies, opportunities and conditions for the realization of their labor abilities, which are available or can be mobilized in the nearest future to achieve business entity goals. It has been proven that the process labor potential forming of food industry enterprises should take place in its components context: labor resources, their competencies, opportunities and conditions for the implementation of labor activity. The key provisions regarding to use a resource and competence approach labor potential formation of the enterprise are proposed. The process of forming the competences of enterprises and their personnel has a strategic nature, since it can be implemented only in the long term with the use of strategic management tools. Modern trends in character changing for participation in economic processes of engineering and technological workers and specialists in the economic profile are characterized. The need to identify and implement external opportunities and create internal conditions based on them to realize business entity labor potential is substantiated.The sectoral features labor potential formation in the food industry are determined, taking into account the need for the social responsibility development for personnel and enterprises placement factors. It was researched how the processes of labor potential formation affect the main performance parameters of food industry enterprises.So, the determining role labor potential in providing the effectiveness functioning of food industry enterprises has been proven and the main approaches for its formation have been substantiated, considering the opportunities and limitations that exist in modern conditions.

A Review of the Use of Strategic Management Tools in the HealthSector

This paper is a review and study of various research related to tools of strategic, and factors that influenceboth of internal and external strategic in medical facilities research. The purpose of the review is to exploreand connecting theories from various research. This paper identified 51 articles with related topics publishedthe last decade. The results of this study that research related to implementation tools of strategic in healthfacilities still rarely. The use of SWOT (strengths weaknesses opportunities threats) analysis is the mostpopular tool used (42.86%), followed by Break-even analysis (28.56%), Balanced scorecard (BSC) and PEST(political, economic, socio-cultural, technology) each (14.29%). Based on the analysis of environmentalfactors related to internal factors in the health facility amount of 33.33%. External environmental factors inhealth facilities that have been studied amounted to 66.66%. Based on the summary of research related tointernal and external, it is known that industry environment factors and rivalry environment factors are stillrarely studied. The general environmental factors of demography and epidemiology are still rare studies andhave the opportunity to be researched and developed.

Selected aspects of strategic management in the service sector

The focus of the present paper is to identify and defines the important factors of strategic management in SMEs with a specific focus on the service sector and to compare its current situation in the Czech Republic and Slovak republic firms. To shape the study, survey-based research planned and conducted in the Czech Republic and Slovak republic over SMEs in the service sector. The data were collected from the owners or top-level managers, the total sample used in the study was 822, 454 respondents from the Czech firms and 368 firms from the Slovak republic. The study employs basic statistics tools, percentages and mean values, used Z-score to compare the respondents in the Czech Republic and Slovak republic. The major findings of the study reveal that majority of the firms in both the countries use strategic management as an integral part of corporate governance and believe that strategic management usage improves the competitiveness of the firms and its stability in domestic and foreign markets. Another interesting finding reveals that the business sector is not a statistically significant factor in evaluating the sources of strategic risk, found from the firms of both countries. The paper adds to the existing literature of SMEs, investigated the use of strategic management tools for their sustainability and competitiveness. As the key aspects of strategic management are much used in large size organization but less explored in the smaller segment. The outcome of the study can help to understand the SMEs’ attitude towards strategic management usage. It is very useful for long term survival, stability, and expansion, as both countries’ economy is heavily depending on the SMEs.

Strategy tools and enterprise performance: the mediating role of competitive advantage

The conceptual framework of this study is based on the resource-based theory and model which is deemed as one of the widely accepted theories of strategic management, and one that has stimulated new research in order to validate and support its tenets. This paper is the first study to investigate the mediating role of competitive advantage in the relationship between strategic management tools and techniques and enterprise performance. Consequently, a conceptual framework has been proposed and tested empirically in a sample of 314 enterprises in the Republic of Kosova as a transitional economy. Results indicate that competitive advantage does play a mediating role between strategic management tools and techniques and enterprise performance. Accordingly, this study contributes to the field of strategic management because it establishes relationships among the use of strategic management tools and techniques, competitive advantage and enterprise performance, by stressing the mediating role of competitive advantage in the resource/capability and enterprise performance relation.

Роль стратегического менеджмента в развитии высокотехнологических компаний и обеспечения их экономической безопасности

The article examines the strategic aspects of ensuring the economic security of high-tech companies of the Russian Federation with a view to their further development. The aim of the article is to determine the significance of the strategic planning factor for ensuring the economic security of high-tech companies and the further sustainable development of their business. The results of the study. The article analyzes key indicators and development trends of Russian high-tech companies. It is concluded that highly developed domestic technology companies have secured a high level of economic security. Possible strategic directions of further development of leading private high-tech companies of the Russian Federation are considered. It is shown that strategic management is a necessary tool to ensure their economic security and practically necessary for the further development and corporate growth of these companies. The necessity of developing high-tech companies specialized strategies for corporate growth, innovative development, access to foreign markets, which will allow them to realize the existing powerful export potential, is substantiated. Findings. The article concludes that the dynamic development of the institute of «national champions» and the NTI (National Technological Initiative) market participants in modern conditions is practically impossible without the use of strategic management tools.

Evaluation of the Use of Strategic Management Tools by Hospital Executives in Turkey

This study aims to determine whether public and private hospital executives have knowledge of strategic management tools, what strategic management tools they use, to what extent they are satisfied with these tools and what tools they consider using in the future. The research data were collected via a survey form through face-to-face meetings. The research results generally indicate that private hospital executives use many more strategic management tools than public hospital executives. Moreover, the great majority of strategic management tools tend to be used more by executive directors, who have received training in strategic management and those who perceive themselves as being in a competition. This study indicates that the hospital executives who participated in the study do not have sufficient knowledge of the strategic management tools that constitute the basis of strategic management practices. Therefore, hospital executives should be trained in effective use of strategic management. In particular, former doctors turned medical executives who have not received training on management should be provided with appropriate knowledge of strategic management tools through in-service trainings and various courses, certification programmes and seminars. This will increase their use and understanding of these tools.

STRATEGY TOOLS AND ENTERPRISE PERFORMANCE: THE MEDIATING ROLE OF COMPETITIVE ADVANTAGE

The conceptual framework of this study is based on the resource-based theory and model which is deemed as one of the widely accepted theories of strategic management, and one that has stimulated new research in order to validate and support its tenets. This paper is the first study to investigate the mediating role of competitive advantage in the relationship between strategic management tools and techniques and enterprise performance. Consequently, a conceptual framework has been proposed and tested empirically in a sample of 314 enterprises in the Republic of Kosova as a transitional economy. Results indicate that competitive advantage does play a mediating role between strategic management tools and techniques and enterprise performance. Accordingly, this study contributes to the field of strategic management because it establishes relationships among the use of strategic management tools and techniques, competitive advantage and enterprise performance, by stressing the mediating role of competitive advantage in the resource/capability and enterprise performance relation.

Factores Competitivos De Éxito: Un Estudio De Las Pymes En El Estado De Hidalgo, México

This paper focuses on the influence that small and medium-sized enterprises (SMEs) have on the economy in terms of generating employment and wealth. It also identified the problems that was derived from the limitations generated due to their size and the environmental aggressions in which they were developed. In this sense, the study of its characteristics in terms of strategy, performance, competitiveness, problems, and professionalization is of significant importance to its growth and permanence. To this end, this study aims to determine different strategic factors that SMEs must develop to ensure their competitiveness and performance. Based on a quantitative study of SME companies located in the state of Hidalgo, Mexico, some factors related to competitive performance were identified. Essentially, it was observed that SMEs of larger size and age, which are linked to other actors and that make use of strategic management tools as well as information and control systems, are competitively successful.

CUADROS DE MANDO Y SISTEMAS DE INDICADORES PARA LA GESTIÓN DE LOS DESTINOS TURÍSTICOS: UNA REFLEXIÓN DESDE LA SOCIOLOGÍA

El objetivo de este trabajo es analizar la extensión de herramientas propias de la planificación estratégica de las empresas, como los cuadros de mandos y otros sistemas de indicadores, a la gestión de los destinos turísticos. Para ello el trabajo parte del análisis del surgimiento de los conceptos de “cuadros de mando” y de “cuadros de mandos integral”, en el marco de la consolidación de la planificación estratégica como disciplina académica relativamente autónoma y como praxis profesional, dentro de la evolución de los sistemas empresariales en la segunda mitad del siglo XX. Posteriormente se hace un análisis de la aplicación de estos sistemas a la gestión turística, en primer lugar, en las empresas y posteriormente en la gestión de destinos turísticos. El trabajo concluye mostrando las limitaciones de este enfoque para la gestión de entidades socialmente tan complejas como son los destinos turísticos, debido a su carácter fuertemente organicista. Por ello, se propone como herramientas más efectivas el uso de metodologías, como las derivadas del denominado “Consenso de Saint Gallen”, que permitan mejorar la gobernanza de los destinos

Strategic management tools in projects case construction project

The important role of using mission, vision and strategy has been acknowledged in most organizations today. Mission is the reason why the organization exists. Vision is the ideal state of the organization in the future. Strategy defines the way of how to get towards the ideal state introduced in the vision. These tools are considered to be very useful in guiding the whole organization into the same direction. Different ways of producing mission, vision and strategy have been developed. In projects, using these tools are still quite rare even though it is acknowledged that projects in an organization should support the overall strategy of the organization. In addition, every project should have a clear direction where to go and this direction should be stated to every stakeholder of the project. In this paper we will discuss the possibilities of using strategic management tools in project environment. A case study is used to illustrate the use of strategic management tools in a construction project. The construction project is still going on, but already now it can be seen that vision building really helped getting the end user organization committed, and they have been very active in all steps of the design process, e.g. given their opinions in different matters. The vision has also been used when prioritizing different choices. 2007 Elsevier Ltd and IPMA. All rights reserved.

Strategic management tools in projects case construction project

The important role of using mission, vision and strategy has been acknowledged in most organizations today. Mission is the reason why the organization exists. Vision is the ideal state of the organization in the future. Strategy defines the way of how to get towards the ideal state introduced in the vision. These tools are considered to be very useful in guiding the whole organization into the same direction. Different ways of producing mission, vision and strategy have been developed. In projects, using these tools are still quite rare even though it is acknowledged that projects in an organization should support the overall strategy of the organization. In addition, every project should have a clear direction where to go and this direction should be stated to every stakeholder of the project. In this paper we will discuss the possibilities of using strategic management tools in project environment.A case study is used to illustrate the use of strategic management tools in a construction project. The construction project is still going on, but already now it can be seen that vision building really helped getting the end user organization committed, and they have been very active in all steps of the design process, e.g. given their opinions in different matters. The vision has also been used when prioritizing different choices.