Use Of Strategic Management Research Articles

STRATEGIC MANAGEMENT IN IMPROVING EDUCATION QUALITY

One of the most effective methods of enhancing the quality of education is the strategic management approach.Management strategy refers to a technique of organising and managing the affairs of the organisation over a period of time. Within education, strategic management assists the organisations to understand themselves, their internal strengths and weaknesses, their external opportunities and threats as well. Such knowledge and understanding helps educational organisations develop better, effective solutions that aim at optimal learning and human resource development and management of the educational structure. The use of strategic management in educational institutions also brings about ongoing creativity, flexibility to change as well as effective usage of resources. Therefore, adoption of such approaches enables the institutions to continually improve the standard of education which in turn results in better student performance, greater stakeholder return on investment and higher competition of the institution in the market. It is therefore clear that strategic management is quite important in dealing with the problems especially in the present education landscape that is progressively becoming complicated as advanced by these institutions of learning

LGBTQ+ collecting institutions: the culture of strategic management, motivation and professionalization

ABSTRACT This paper presents findings from an Australian Research Council Linkage Project investigating LGBTQ+ memory, migration and collecting institution practices. It analyses the ways in which minority LGBTQ+ collecting institutions (galleries, libraries, archives and museums) have professionalized in recent decades and adopted the use of strategic management documents such as strategic plans, mission statements and annual reports. Analysing documents from the 48 most prominent LGBTQ+ collecting institutions around the world, this article explores the ways in which such documents present narratives about the motivation and justification for minority collecting institutions, and how they represent themselves as professional rather than grassroots or activist organizations. Three core motivations emerged from the study: the preservation and celebration of the past, sustaining an ‘ethnic minority’ model of LGBTQ+ community through engagement in the present and aspiration for social change and justice for the future. The paper unpacks the underlying discourses to provide a perspective on the role of these cultural institutions in minority communities.

Strategic Management Accounting Practices and Financial Performance of Small and Medium Manufacturing Enterprises in Nairobi City County, Kenya

Previous studies acknowledge that small and medium-sized enterprises (SMEs) are key drivers to Kenya's economic development. Many of these SMEs face persistent constraints and do not realize their full potential, with many failing within their first three years of operation. A possible cause for the high failure rate is poor financial performance. Existing literature highlights one remedy as the use of strategic management accounting practices. This paper investigated the influence of strategic management accounting practices (SMAPs) on the financial performance of small and medium manufacturing enterprises (SMMEs) in Nairobi City County, Kenya. The study used self-reporting opinion questions on Return on Investments (ROI), Return on Assets (ROA) and net profit margin as financial measures. A descriptive research design was used. Target population was 693 SMMEs in Nairobi. Data was collected through a self-administered cross-sectional survey. Questionnaires were administered to a sample of 254 SMMEs with 156 usable responses. Data was analyzed using structural equation modelling to explain the relationships among multiple variables for SMAPs and financial performance. Results of hypothesis testing revealed that SMAPs significantly influence financial performance (chi-square (χ2) = 612.82, DF = 171, p-value = 0.000, CMIN/DF (x2 /df = 3.584, RMSEA = 0.114, IFI= 0.857, CFI= 0.856, NFI= 0.819, GFI =0.806, AGFI=0.751), where the model explains 43.7% in the variations on financial performance of SMMEs. Results suggest that the financial performance of SMMEs can be improved by deploying SMAPs. The study recommends that SMMEs should be encouraged to adopt SMAPs through policy and practice.

Strategic Management Accounting and Financial Performance of Small and Medium Manufacturing Enterprises in Nairobi City County, Kenya

Previous studies acknowledge that small and medium-sized enterprises (SMEs) are key drivers to Kenya's economic development. Many of these SMEs face persistent constraints and do not realize their full potential, with many failing within their first three years of operation. A possible cause for the high failure rate is poor financial performance. Existing literature highlights one remedy as the use of strategic management accounting practices. This paper investigated the influence of strategic management accounting practices (SMAPs) on the financial performance of small and medium manufacturing enterprises (SMMEs) in Nairobi City County, Kenya. The study used self-reporting opinion questions on Return on Investments (ROI), Return on Assets (ROA), operating profit and net profit margin as financial measures. A descriptive research design was used. Target population was 693 SMMEs in Nairobi City County. Data was collected through a self-administered cross-sectional survey. Survey questionnaires were administered to a representative sample of 254 SMMEs with 156 usable responses. Data was analyzed using structural equation modelling to explain the relationships among multiple variables for SMAPs and financial performance. Results of hypothesis testing revealed that SMAPs significantly influence financial performance (chi-square (χ2) = 612.82, DF = 171, p-value = 0.000, CMIN/DF (x2 /df = 3.584, RMSEA = 0.114, IFI= 0.857, CFI= 0.856, NFI= 0.819, GFI =0.806, AGFI=0.751), where the model explains 43.7% in the variations on financial performance of SMMEs. Results suggest that the financial performance of SMMEs can be improved by deploying SMAPs. The study recommends that SMMEs should be encouraged to adopt SMAPs through policy and practice.

Strategy and Strategic Management Accounting: A Study of Enterprises In Hanoi

In a globally competitive business environment, each company must have its own unique strategy to succeed. Strategic management accounting information helps managers determine the strategy and strategic position of the enterprise. In recent years, the number of enterprises in Hanoi has been constantly increasing and participating in all fields and business lines. This shows that businesses operate in a highly competitive environment. Research results from 125 enterprises in Hanoi have shown that all surveyed subjects are aware of the importance of strategic management accounting information. The survey results also support the hypothesis that there is a relationship between the types of strategies and the use of strategic management accounting techniques, including the groups strategic costing, strategic decision making, competitor competor accounting, customer accounting.

Factors Influencing the Application of Strategic Management Accounting: A Study of Manufacturing Enterprises in Hanoi

Strategic management accounting (SMA) information helps managers determine the strategy and strategic position of the business. At the same time, SMA helps managers see and re-evaluate problems so that they can draw on their experiences and lessons for decision-making and control. Currently, manufacturing enterprises in Hanoi are aware of the important role of strategic management accounting information, but the level of application of strategic management accounting techniques is low. This article aims to evaluate the factors affecting the application of strategic management accounting in manufacturing enterprises in Hanoi, thereby making recommendations for these enterprises to increase the use of strategic management accounting information to help business managers make business decisions.

Strategic Management Accounting: Historical Business Performance, Owner-Management Characteristics, Innovation Culture

The use of strategic management accounting is important in modern business management. For this reason, this study aims to examine whether historical business performance, owner-management characteristics, and innovation culture are the key factors influencing MSME owner-management in Palembang City in the use of strategic management accounting techniques in their companies. Using a sample of 114 (76 per cent) respondents from MSME entrepreneurs in the city of Palembang, the research hypothesis was tested using structural equation modeling (SEM) and partial least squares (PLS) analysis with Warp PLS software version 5.0. The results of the study found that historical business performance, owner-management characteristics, and innovation culture had a positive effect on the level of use of strategic management accounting techniques in MSME management in Palembang City.

Girls With Game: Sport and Community Development Strategies

This case focuses on the Little League Softball World Series and the potential interest and growth of youth softball. The case outlines current trends and highlights potential opportunities to grow the game after a 2020 decision to move the Little League Softball World Series from Portland, Oregon, where it had been hosted for over 25 years, to Greenville, North Carolina. This case challenges students to (a) examine how sports organizations must be intentional about growing a sport, (b) develop new solutions to involve the local community, and (c) find new and effective ways to promote a girls’ sport (and an international event at the local level) in a manner that advances women in sport. It is intended for use in strategic management, event management, and/or contemporary sport issue courses. The case provides instructors with the opportunity to highlight the importance of advancing diversity in youth sport, with an emphasis on community impact, and effective strategies to promote women in sport.

Critically Analyze the Use of Strategic Management in The Public Sector

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

Organizational Strategy and its Effects on Performance of Nepalese Commercial Banks

Organizational Strategy is a pattern of important decision that guides the organization in its relationship with its environment; affects the internal structure and processes of organization; and centrally affects the organization’s performance. Descriptive and casual research designs were used in this study. A structured questionnaire based on 5-point Likert scale has been used to collect the data. The sample size was 507 (Respondents) and selected on the convenient basis. Lending strategy, treasury management strategy, resource mobilization strategy, innovation and service quality strategy, and segmentation strategy were used as independent variables and organizational performance was used as dependent variable in this study. It was found that organizational strategies have impacted on organizational performance. The study recommends that investors and managers should make use of strategic management to improve their organizations actual performance at all times.

Lessons on the Resource-Based View and Generic Competitive Strategies From Kinky Boots: The Musical

Kinky Boots: The Musical is a filmed version of the London West End production that tells the story of the unlikely collaboration between Charlie Price, inheritor of a struggling family business, and Lola, a high-energy and creative drag performer, who together radically change Price & Son’s focus from men’s dress shoes to fetish footwear. The musical lends itself well to use in strategic management and organizational behavior courses as a video case or source of video clips. This article explains how strategic management instructors may use the film to discuss sustainable competitive advantage through the resource-based view and generic competitive strategies, while organizational behavior instructors may use the film to illustrate concepts such as managerial roles, diversity, conflict management, and more.

CONFIGURATIONS OF KNOWLEDGE MANAGEMENT PRACTICES, INNOVATION, AND PERFORMANCE: EXPLORING FIRMS FROM BRAZIL

This paper identifies the profiles of Brazilian firms according to their use of knowledge management (KM) practices, and then compares both innovative performance and organisational performance among these profiles. It contributes to the knowledge-based view literature by extending our knowledge about the most efficient configurations of KM practices in emerging countries. A sample of 206 Brazilian firms was surveyed, and cluster analysis was used for identifying the firm profiles. We found that in emerging countries like Brazil, there are different firm profiles regarding the KM practices they use, and these configurations may lead the firm to different levels of performance. Specifically, we found that firms that achieve superior innovation performance have configurations of KM practices that include a high use of strategic management of knowledge, Information and communication technologies (ICT) that supports KM, and three knowledge-based human resource management practices: recruitment, training and development, and appraisal.

СТРАТЕГІЧНІ НАПРЯМИ ПУБЛІЧНОГО УПРАВЛІННЯ ОХОРОНОЮ ЗДОРОВ’Я ТВАРИН У ФРАНЦІЇ: ДОСВІД ДЛЯ УКРАЇНИ

This paper summarizes the arguments within the scientific discussion on the issue of application of strategic management in the activities of public authorities that implement national policy in the field of animal health. The relevance of the research topic is due to the growing need of citizens to solve problems related to animal health and welfare of the territory in terms of dangerous zoonotic diseases. The main purpose of the research is to identify strategic directions of public animal health management on the example of leading European countries. The object of research is France as the country closest to Ukraine in size, administrative-territorial division, population, diversity of lands, the structure of livestock, which opens similar prospects for farmers and the food industry. The paper presents results of a study of institutional and legal bases of the system of veterinary medicine governance in France, which showed the use of strategic management. The mission of the French State Veterinary Service, which is to protect animal health, public veterinary health, the environment, have been characterized. The basic provisions of the National Animal Welfare Strategy of France for 2016–2020 have been clarified. It is noted that this Strategy is aimed at scientific support of production, strengthening veterinary controls and sanctions, innovation, modernization of the educational system, the regulation of animal abuse, empowering stakeholders at all levels. It is emphasized that the purpose of implementation of the Strategy is to mobilize the efforts of all stakeholders for the development of animal husbandry and ensure animal welfare as one of the national priorities. Public veterinary health and animal welfare have been identified as strategic directions of public animal health management in France for the last 5 years. The results of the research can be useful for drafting the mission and strategic priorities (goals) for the development of the veterinary medicine system in Ukraine, taking into account the recommendations of international organizations and the experience of developed foreign countries.

Strategic Planning and Management in Small Municipalities in Mississippi – Implementation, Perceived Benefits, and Determinants of Use

Many municipalities use strategic planning and management, but there is a limited understanding of the use of these processes among small municipalities. This study examines the use of strategic planning and management across municipalities in Mississippi and studies the factors associated with that use. An analysis of over 38 municipalities shows low levels of strategic planning and management. The findings support the expectations of the capacity-performance paradigm, where financial, technical and administrative capacity, as well as goal clarity and leadership commitment, are associated with the use of strategic management.

Strategic Management of the Innovative Activity of the Enterprise

Effective innovative activity of enterprises with the dynamic economic development is possible under the conditions of timely implementation of innovative projects that satisfy and meet the requirements of the external and internal environment and contribute to building up their own potential with the orientation of the enterprise activity on the long-term prospect of development. This contributes to higher importance and role of strategic management of innovation activity of domestic enterprises. Therefore, the purpose of the article is to provide methodological and practical recommendations for the development and implementation of the strategic management system of innovative activity of the enterprise. in order to achieve this goal, the stages of the strategic management process have been specified, which are grouped into three stages: preparation for strategic management; ensuring the strategic management process; control over strategy implementation. The relationships between the stages have been described, as well as the components, the features of the activities and the sequence of actions for each of the stages. The researches were carried out using the following methods: analysis; modeling; empirical research; systematic approach; generalization. The effectiveness of the proposed recommendations for the formation and use of strategic management of innovation activities has been confirmed by the activity results of the enterprises (Horodok Mechanical Plant PJSC, Ozon LLC, Zakhar Berkut Ski Resort), which provided a sustainable long-term competitive position in the market at the expense of the timely and correct identification of emerging strategic problems at the early stages of innovation activity.

УСТОЙЧИВОЕ РАЗВИТИЕ СЕЛЬСКИХ ТЕРРИТОРИЙ КАК ОБЪЕКТ ИССЛЕДОВАНИЯ И УПРАВЛЕНИЯ

The formation of the concept of sustainable and competitive development of rural areas on the basis of a balanced socio-naturaleconomic space is studied by the authors as an object of research and management. The purpose of the article was to study scientific prerequisites as the basis for developing the concept of a balanced socio-natural-economic space of the agroindustrial complex and rural areas as a condition for their competitive and sustainable development. The tasks of the research include a critical analysis and the development of a system of categories that ensure implementation of the research goal. The ideas of the foreign scientists, accepted by the international scientific community, are generalized and adapted to the purpose of the study. These include the need to resolve the problem of sustainable development of sociobiotechnical systems in the face of global threats and risks to humanity; taking into account and reducing the risks in the developing harmonious relations between natural and social environments due to the formation of a global information space; scientific substantiation for the role of clusters in forming the competitive advantages of the countries; substantiation of the importance of digital economy in modern agriculture. Basing on generalization of the theoretical and practical provisions of the concept of agriculture multifunctionality in reproducing goods and public goods, a methodology has been developed that allows to identify and scientifically substantiate the role of a balanced socionatural-economic space of the agro-industrial complex and rural areas as the basis for their competitive and sustainable development. In the research methodology, an interdisciplinary integrated approach was used, within the framework of which the main theoretical and applied directions of the formation of a balanced, sustainable and competitive socio-natural-economic space of the agro-industrial complex and rural areas were identified. The use of a systematic approach made it possible to scientifically substantiate the state policy priority directions for creating a sustainable and competitive socio-natural-economic space in the agro-industrial complex and rural areas. As part of the study, a terminological and expert analysis was carried out on the material of the current regulatory acts of the Russian Federation. The article deals with the issues of sustainable development of the agro-industrial complex and rural areas as an object of research and management. The main current challenges in the spatial development of the rural areas in Russia are identified. The author's interpretation of the category “socio-natural-economic space of the agro-industrial complex and rural areas” has been substantiated. A new trend of radical changes in agro-industrial policy in the field of spatial development of the productive forces of the agroindustrial complex is revealed and scientifically substantiated. New approaches to assessing the competitiveness of rural areas as one of the targets of their sustainable development have been identified. It was recommended to include in the concept of sustainable development of rural areas new categories “agro-space” and “healthy food”. The main result of the study was the confirmation of the author's hypothesis and the acquisition of new knowledge about the availability of scientific prerequisites that allow developing a new concept of competitive and sustainable development of the agro-industrial complex and rural areas on the basis of a balanced socio-natural and economic space. The conclusion is substantiated that the competitive and sustainable development of the agro-industrial complex and rural areas can be effectively formed and supported through the use of strategic management. The practical result of the study, which can be applied in management activities, is the methodological approaches proposed by the authors to the implementation of strategic management of sustainabl

ANALYSIS OF THE PASTORAL STRATEGIC PLANNING PRIORITIES OF THE VICARIATE EPISCOPAL OF TONSEA OF THE DIOCESE OF MANADO

Strategic planning is commonly used in profit-oriented institutions. However, it is rarely applied to non-profit organizations such as churches. The Holy Bible reveals the extensive use of strategic management by the believers as documented both in the Old and New Testament, in regards to the implementation of strategic planning to organize the people of God. The Vicariate Episcopal of Tonsea of the Diocese of Manado, as a local Catholic Church Community decided on applying strategic planning methods to rank priorities of tasks required to meet their pastoral mission. Using the Analytical Hierarchy Process, the study reveals that the ranking of the key elements of their mission, the program of the Ministry of the Word and Sacrament, was the highest priority at 23.8%, followed by preserving the treasury of faith of 20.1%, then the fellowship and leadership with 19.7%, promoting the dignity of the laity with 14.4%, the Catholic education with 11.9% and the last was managing the Church property with 10.2%. The highest ranked sub-criteria were; organizing pastoral structure (7.6%), followed by the upgrading catechetic program (7.2%), then role model and competency of liturgy leadership (7.0%). This study provides direction to the parish priests of the Vicariate Episcopal of Tonsea and provides a methodology to formulate their strategic plans and best utilize their resources. This study demonstrated the importance of the Analytical Hierarchy Process in determining the priority of the programs identified by the Church. The researchers recommend further and deeper research on other Vicariates of the Diocese of Manado.

Effect of Cost Leadership on the Performance of SMEs in Nakuru, Central Business District, Kenya

A plan is considered to be a cautious set of events for attaining advantage that is competitive, giving direction as well as coherence to some of the organization. The way strategy is implemented is a key focus within the Small as well medium-sized initiatives (SMEs) because of its part in generating economic wealth. The use of strategic management has many advantages, however, there are still many SMEs organizations resisting its implementation especially because most people think the procedure is usually valuable for greater businesses and do not distinguish it is supportive for SMEs as a whole. The purpose of the study was to determine the effect of cost leadership and performances of small and medium enterprises within Nakuru, CBD. The study adopted Porter's theory of competitive advantage; Resource based view and McKinsey 7S Model. The study adopted cross-sectional survey design. The study target population was business owners or persons in charge of businesses situated within Nakuru CBD. The study concentrated on 5 most common types of businesses in Nakuru CBD. The study adopted stratified random sampling. The researcher used 30% of the population to arrive at sample size. The researcher used the questionnaire as the primary data collection instrument. Quantitative data was analyzed through the use of expressive and inferential indicators. Descriptive statistics included frequencies, percentages, measures of central tendencies (mean) and actions of scattering (standard deviation). Inferential statistics, particularly regression and correlation analyses were used to establish mathematical models and nature of relationships between variables respectively. Results revealed that Product Differentiation was found to be a satisfactory variable in performance of SMEs. This was supported by coefficient of determination also known as the R square of 53.2%. This meant that product differentiation strategy explain 53.2% of the variations in the dependent variable which was performance of SMEs. The results further meant that the model applied to link the relationship of the variables was satisfactory. The correlation analysis reported that a strong positive and significant relationship exist between cost leadership and performance of SMEs (r=0.76, p=0.001).Regression results revealed that Cost leadership was found to be a satisfactory variable in performance of SMEs. This was supported by coefficient of determination also known as the R square of 49.8%. This meant that Cost leadership strategy explain 48.9% of the variations in the dependent variable which was performance of SMEs. Hypothesis test results further revealed that Cost leadership strategy has no significant effect on the performance of SMEs in Nakuru CBD (p=0.001) leading to the rejection of the null hypothesis. Based on the research findings, the study recommended that SMEs should always aims at lowering the cost of production in order to reap optimal profits. The study also recommended that market segmentation should be adopted by SMEs to ensure that they stock products or provide services to a variety of customers. Other studies could consider competitive strategies such as innovations and their influence on business performance.

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.

Addicted to quality - an application of strategic organisational instrument to win the Transformation Event Award

This case has been developed for use in strategic management as well as innovation management courses. Achieving business excellence in a highly dynamic work environment is a challenging task. One of the most significant methods to achieve business excellence is through internal award systems. Essentially, SEHA, the UAE health service provider, uses an internal award system for achieving excellence and innovation, in addition to improving patient experience. This is the internal award that encourages hospitals to engage in new and innovative thinking. However, based on an interview with Ms. Shamsa Almuhiri, Director of the Innovation and Excellence Department, some of the major challenges underlying the Award of SEHA included the lack of communication and knowledge sharing. Therefore, the issue was to unify the winning projects to all the other healthcare entities of SEHA. Lastly, the challenge was to look forward to sustainable practices of the Award winners in the future.