Top PDF Furrer The Structure and evolution of strategic management

Furrer The Structure and evolution of strategic management

Furrer The Structure and evolution of strategic management

The choice of AMJ, AMR, ASQ and SMJ, as the leading representatives of the strategic management literature is straightforward. Over the 26-year period of study, these journals have attained positions as the top strategic management journals as well as the top business journals. Evidence of this comes from many sources, such as the studies published by Ian Macmillan (Macmillan 1989, 1991; Macmillan and Stern 1987) and the Social Science Citation Index (SSCI). Macmillan (1991) reports the results of a survey that was conducted among business policy scholars in order to rate key management journals with respect to their appropriateness as outlets for academic research in the business policy field. This study was performed in 1984, 1986, 1988 and 1990. Indeed, since 1986, it shows that these four journals are con- sistently positioned at the top of the list of strategic management research journals. Evidence is also available from the SSCI, now incorporated into the Web of Science Internet library source. The SSCI measures the influence of business publications based on impact factors (defined as the frequency with which articles from a journal have been cited) that are calculated for all journals. Between 1990 and 2005, AMR, ASQ, AMJ and SMJ have consistently been positioned in the top ten of the most influential business journals with impact scores larger than 1.8, which is supported by recent studies by Tahai and Meyer (1999) and Podsakoff et al. (2005).
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The Evolution of Institutional Structure (1)

The Evolution of Institutional Structure (1)

As stated above one of the fundamental axis of classification was the distinction between peasant and capitalistic farming typologies according with the position of the entrepreneur with respect to labour. The criteria proposed by Serpieri, (i.e. to classify as peasant all holdings where the entrepreneur with his family provided the manual labour to the production process, regardless of the amount of external labour actually hired) was the simplest from an operational point of view. Nevertheless, the choice was founded on the assumption that the exercise of manual work in agriculture could really discriminate between different social groups. This was the Serpieri’s belief in writing about the distinction between peasant and capitalistic management forms: “There are no doubt that, in the social structure of Italian agriculture, the difference between those which give to land also manual labour and those which give only non-manual labour is clear and fundamental” (Serpieri 1947: 18; our translation, italics by the author). At the time the typology was proposed, the relevance of sharecropping as an alternative to hired labour to regulate relationships between capitalists and farm workers made the classification criteria proposed by Serpieri effective despite its simplistic feature. However, with the substantial disappearance of sharecropping as a relevant management form from the 60ties onwards, this feature of the typology was increasingly criticized, as it caused the inclusion in the “direct farming” class of the vast majority of agricultural holdings.
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Aligning IT, strategic orientation and organizational structure

Aligning IT, strategic orientation and organizational structure

Futurity can also be indicative of temporal considerations reflected in key strategic decisions, in terms of the relative emphasis on effectiveness (longer term) considerations versus efficiency (shorter term) considerations (Venkatraman, 1989). As far as the relationship between futurity and performance is concerned, it has been found that commercial payoffs tend to be noticeable in firms pursuing a long-term strategy, in comparison with short-term and transitory firms, regardless of the measures used to assess business performance (Doyle and Hooley, 1992, cited in Morgan and Strong, 2003). 2.1.5 Proactiveness. Proactiveness of SO allows an opportunity-seeking and forward-looking perspective and reflects a firm’s tendency to participate in emerging industries and continuously pursue market opportunities (Miles and Snow, 1978; Venkatraman, 1989). It is also considered as a core characteristic of innovative behavior (Manu and Sriram, 1996). The introduction of new technologies, ahead of the competition, allows the realization of pioneer advantages (Dess et al., 1997). From the other side, eliminating technologies ensures an adequate technology focus (Venkatraman, 1989). This dimension is indicative of a firm’s aspiration to continuously introduce new brands and products (Lukas et al., 2001) and being one step ahead of its competitors (Chan et al., 1998). The proactiveness dimension also entails removing resources from operations and products in mature stages of the life cycle and investing in the introduction of new products and processes (Wiklund and Shepherd, 2005). Considering these findings, successful management of innovation requires a proactive posture towards the market and technology (Talke, 2007). Okpara’s (2009) results indicated that firms that adopted proactive orientation achieved higher performance, profitability, and growth compared with those that adopted a conservative orientation.
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HOW TO DEVELOP STRATEGIC LEADERSHIP IN HIGHER EDUCATION INSTITUTION?

HOW TO DEVELOP STRATEGIC LEADERSHIP IN HIGHER EDUCATION INSTITUTION?

For strategist dimension, there are four indicators, as follows: ability to respond the changing of internal and external environment, accuracy of strategy formulations, ability to implement the chosen strategy, and ability to evaluate and control. In this case, make periodic reports about implementing activities to the leader to be evaluated gets the biggest score, because the leader of study program is managers and executive education programs in higher education. However, the chairman of the program should make the process of strategic management in accordance with the level. Strategic planning should be based on the analysis of internal and external environment. The work program is based on operational planning which refers to strategic planning. Evaluation results serve as feedback to control the effectiveness and efficiency in achieving the goals. Operational plans designed to achieve the goal in one year in accordance with the stages in the strategic planning. Organizational structure adapted to facilitate the strategic planning to achieve long-term goals. Organizational culture is built to achieve the organization's performance in achieving the vision and mission of the institution. The procedure should be carefully placed to facilitate the implementation of activities with a set budget. The annual budget prepared in accordance with the work program that has been set (see table 3 and table 4). All employees are given adequate facilities to be able to perform the task well.
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The evolution of institutional structure (2)

The evolution of institutional structure (2)

As stated above one of the fundamental axis of classification was the distinction between peasant and capitalistic farming typologies according with the position of the entrepreneur with respect to labour. The criteria proposed by Serpieri, (i.e. to classify as peasant all holdings where the entrepreneur with his family provided the manual labour to the production process, regardless of the amount of external labour actually hired) was the simplest from an operational point of view. Nevertheless, the choice was founded on the assumption that the exercise of manual work in agriculture could really discriminate between different social groups. This was the Serpieri’s belief in writing about the distinction between peasant and capitalistic management forms: “There are no doubt that, in the social structure of Italian agriculture, the difference between those which give to land also manual labour and those which give only non-manual labour is clear and fundamental” (Serpieri 1947: 18; our translation, italics by the author). At the time the typology was proposed, the relevance of sharecropping as an alternative to hired labour to regulate relationships between capitalists and farm workers made the classification criteria proposed by Serpieri effective despite its simplistic feature. However, with the substantial disappearance of sharecropping as a relevant management form from the 60ties onwards, this feature of the typology was increasingly criticized, as it caused the inclusion in the “direct farming” class of the vast majority of agricultural holdings.
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The Evolution of Institutional Structure

The Evolution of Institutional Structure

As stated above one of the fundamental axis of classification was the distinction between peasant and capitalistic farming typologies according with the position of the entrepreneur with respect to labour. The criteria proposed by Serpieri, (i.e. to classify as peasant all holdings where the entrepreneur with his family provided the manual labour to the production process, regardless of the amount of external labour actually hired) was the simplest from an operational point of view. Nevertheless, the choice was founded on the assumption that the exercise of manual work in agriculture could really discriminate between different social groups. This was the Serpieri’s belief in writing about the distinction between peasant and capitalistic management forms: “There are no doubt that, in the social structure of Italian agriculture, the difference between those which give to land also manual labour and those which give only non-manual labour is clear and fundamental” (Serpieri 1947: 18; our translation, italics by the author). At the time the typology was proposed, the relevance of sharecropping as an alternative to hired labour to regulate relationships between capitalists and farm workers made the classification criteria proposed by Serpieri effective despite its simplistic feature. However, with the substantial disappearance of sharecropping as a relevant management form from the 60ties onwards, this feature of the typology was increasingly criticized, as it caused the inclusion in the “direct farming” class of the vast majority of agricultural holdings.
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Strategi Pemasaran Gula Putih Dalam Upaya Meningkatkan Volume Penjualan (Studi Kasus di PT Gunung Madu Plantations, Kabupaten Lampung Tengah).

Strategi Pemasaran Gula Putih Dalam Upaya Meningkatkan Volume Penjualan (Studi Kasus di PT Gunung Madu Plantations, Kabupaten Lampung Tengah).

Strategic Management Concept and Aplications, United states of Amerika : Irwin Porter, Mihael E... Peranan Manajemen Pemasaran Strategic dalam menciptakan keunggulan posisional.[r]

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Strategic Management Understanding and i

Strategic Management Understanding and i

Objective: Basis of Implementing Strategic Management The application of strategic management in bank Muamalat business is required not only to meet the increasingly high de - mand within the changing of business environment, but also normative demand originating from Islamic religious teaching as Islam is acknowledged not merely as a way of worshiping Allah (God) but also as a comprehensive integrated life sys- tem (Akhtar, 2005) The Qur’an contains rich information and knowledge including the strategy in developing business affairs. Therefore, it is unsurprisingly that many business scholars (e.g., Ahmed, 1992; Wilson, 1999) have admitted that strategic man- agement is a part of the knowledge which is needed in winning the competitive market and achieving the target of the company. Thus, targeted objective in the business of bank Muamalat to formulate by the head office and becomes the stipulation which is referred by all branch office in handling their business. Thus, the bank Muamalat existing in local areas show their commit - ment to do their best in achieving the company’s objective. The target is stated in scoreboard which contains the value targeted from the head office. Scoreboard contains either financial aspect such as financing, asset, and third party fund or non-financial such as service quality, internal process, and human resources compliance with rule based on Standard Operational Procedure, and human capital. Human capital is regarded as the invaluable asset in achieving the company’s objective and the sustainabil- ity of bank Muamalat business. This view is in lines with the re - sult of many studies conducted by example Aziz (1992), Uppal (1992) and Rashed (1992) which concludes that human capital is the key element determining the development and sustain- ability of the business. Ehsan Ahmed (1992) demonstrated that human capital as productive investments. These include skills, abilities, ideals, health and also their cultural outlooks, attitudes towards works and desires for self-improvement.
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BUSINESS STRATEGY FORMULATION BY SHAREHOLDERS AND COMPANY MANAGEMENT USING ANALYTICAL NETWORK PROCESS (ANP)

BUSINESS STRATEGY FORMULATION BY SHAREHOLDERS AND COMPANY MANAGEMENT USING ANALYTICAL NETWORK PROCESS (ANP)

This research aimed to identify the business strategy formulation by the shareholders and the management of the company. Ten companies were selected to be the objects of this research. Those companies were the information technology, telecommunication, printing, mining, construction and chemical companies in Indonesia. The research was conducted by using the Analytical Network Process (ANP) and considering the chosen respondents as the decision makers (experts) of those companies. The respondents were chosen by using the non-probabilitty sampling method. The result shows that the roles of the company managements are considered m ore influental (0,57143) than the roles of the shareholders (0,28571). From the output of stakeholder’s condition, the best- stratified priority strategies are differentiation (0,600515), cost of leadership (0,230754) and focus (0,168731).
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 this  file 807 3226 1 PB

this file 807 3226 1 PB

1. The researcher found several strength, weakness, opportunity, and treath that become internal and external factor both of restaurants. Strength factors which found are Saboten sell products with good quality, Saboten have qualified human resources, Location of Saboten is strategic enough, The product price of Saboten is accordance of customer expectations, The production process that are sold at Saboten has a Standard Operating Procedure (SOP), and Saboten has cleanliness and convenience place. Different with Sugoitei wich has different strength according to their management, thus are location of Sugoitei is strategic, they has loyal consumers, there is a save situation and comfortable in the restaurant, they has a good and quality product, satisfactory consumer to their service, and they has not debt or credit in the bank. The variable of strength that make it different is price of product, Saboten has a strength on it because they has cheaper price than their competitor, different with Sugoitei which has more expensive because their target market is middle up class. The finding of the reseach according to both of management in strength factors is relatively same.
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The Strategic Operations and Consequences of Workingn Capital Management in the Financial Service Industry

The Strategic Operations and Consequences of Workingn Capital Management in the Financial Service Industry

The results of the correlation in table 1 shows a high level of correlation among the ratios, however, when compared to all the other ratios, a strong correlation between credit-deposit ratio and the other ratios does not exist. Liquidity and solvency have a lot in common; in fact they have similar attributes and serve almost the same purpose, hence, the reason for their high positive correlation of 0.803. Multicollinearity or inter correlation can distort the results suggesting lower t-statistics leading misinterpretation of the linear relationship between tested variables [10]. There is a high and positive correlation between ROCE and current ratio and liquidity index; this is because of the direct relationship between liquidity and returns. Working capital ratios show greater correlation with liquidity ratios compared with profitability ratios, this inadvertently means that liquidity does not necessarily mean profitability, for example Cash/Deposit ratio show a level of correlation with all of the liquidity ratios computed, although mostly negative.
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Measuring Web site quality improvements (1)

Measuring Web site quality improvements (1)

words that are meaningful to the customer. These qualities are then fed back to customers and form the basis of an evaluation of the quality of a product or service. WebQual differs from studies that emphasise site characteristics or features (Kim and Eom, 2002), which are used as part of later processes in QFD. In the context of WebQual, Web site users are asked to rate target sites against each of a range of qualities using a seven-point scale. The users are also asked to rate each of the qualities for importance (again, using a seven-point scale), which helps gain understanding about which qualities are considered by the user to be most important in any given situation. Although the qualities in WebQual are designed to be subjective, there is a significant amount of data analysis using quantitative techniques, for example, to conduct tests of the
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5. Forum Bid. Ilmu Akt. Manajemen_Grahita Chandrarin, Mahfud Sholihin & Dian Agustia.

5. Forum Bid. Ilmu Akt. Manajemen_Grahita Chandrarin, Mahfud Sholihin & Dian Agustia.

 Economic Approach was supported by authors such as Chandler (1977); Kaplan (1984); and Johnson and Kaplan (1987). “Management Accounting practices originated from the private sector to support business operation.”  Non Economic Approach was supported by authors such

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MARKETING PLAN

MARKETING PLAN

MARKETING PLAN COMPANY DESCRIPTION STRATEGIC FOCUS AND PLAN Corporate Vision, Mission, Goals Organization Structure THE SCOPE OF MARKETING CORE COMPETENCY AND SUSTAINABLE COMPETIT[r]

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xT1 212008011 Daftar Pustaka

xT1 212008011 Daftar Pustaka

Beatty, R. P. and Zajac, E. J. (1994). Managerial incentives, monitoring, and risk bearing: A study of executive compensation, ownership, and board structure in initial public offerings, Administrative Science Quarterly, 39, pp. 313-335.

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Handouts Seminar 7 Maret 2017 Perkembangan Sistem Pengelolaan Keuangan RS Khususnya di Era JKN

Handouts Seminar 7 Maret 2017 Perkembangan Sistem Pengelolaan Keuangan RS Khususnya di Era JKN

Sistem Manajemen Rumahsakit Strategic Management System Formulasi Misi & Visi Formulasi Core Belief & Values Pemilihan Strategic Intent Strategic Planning Management Planning and C[r]

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Discussion of Key Terms and Concepts March 10, 1999

Discussion of Key Terms and Concepts March 10, 1999

The development of the Human Capital concept is a result of the struggle by GAO and others with the lack of legal, regulatory and policy guidance on how the concept of human resources relates to strategic management and how it should integrate with the other major change initiatives in this decade such as the Government Performance and Results Act (GPA) and the CFO Act, etc. Indeed, this lack of guidance contributes in part to the confusion in terms and concepts involved with strategic human resource issues. However, there is a still a need to review the HR resource components of agency strategic and performance plans, and to consider human resources as a fundamental issue in the current reinvention climate. Therefore, the GAO
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presentasi ch8 strategic planning

presentasi ch8 strategic planning

The Strategic Planning Process • Reviewing and updating the strategic plan • Deciding on Assumptions and Guidelines • First Iteration of the Strategic Plan • Analysis.[r]

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1999 5017 TCMP GlossaryCMTerms.

1999 5017 TCMP GlossaryCMTerms.

Structural and regulatory measures that enable managers to achieve the goals and objectives articulated in the management plan. Structural measures involve hard and soft structures and, when relevant, corresponding rules of operation. Regulatory instruments are measures to induce users of the coastal resources to a desired behavior. Law or other forms of ‘authority,’ such as presidential decrees or social traditions establish such measures.

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chap01.ppt 318KB May 20 2010 09:29:44 PM

chap01.ppt 318KB May 20 2010 09:29:44 PM

The Influence of The Influence of Management Level on Management Level on Information Form Information Form Strategic planning level Strategic planning level Management control l[r]

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