The present study aims to investigate the effects of complementary information technology resources on organizational capabilities, strategic goals and performance (Case Study: auto parts ...manufacturing companies in Tehran province). The methodology of the research was applied in terms of the purpose; also, according to the time of the research, it was a cross-sectional study; and in terms of data collection, it was among quantitative studies. The method of the research was descriptive-correlational. The statistical population in this research included all CEOs of auto parts companies in Tehran province (417 employees). Using Random-cluster sampling method, 200 employees were selected as the sample size using the Cochran formula. in this research, standard questionnaires have been used. The results of the research showed that Strategic goals affect the financial performance of the company; Organizational capabilities (operational, research and development, and marketing) affect strategic goals; also, IT resources have a positive and significant effect on organizational capabilities (operational, research and development and marketing), respectively. Finally, suggestions are provided in accordance with the research results.
The study aimed to identify the impact of human resources empowerment in achieving the strategic goals of business companies in the Gaza Strip. The researcher chose three dimensions of empowerment, ...and after reviewing the scientific references and previous scientific studies that dealt with the subject to measure their role in achieving the strategic goals of business companies. The study reached a few results, the most important of which are: The study showed that the level of importance of (information sharing, freedom and independence, work teams) in business companies in the Gaza Strip was high, and this can be explained by the importance of each of the dimensions of employee empowerment, and thus is reflected in the achievement of strategic goals. The study showed that the freedom and independence of workers in business companies in the Gaza Strip was moderate, and this is because the management of these companies gives freedom and independence to the employee to act in situations that confront them during their work, but it is not absolutely free, due to the sensitivity and importance of private work. The study came out with several recommendations, the most prominent of which were: Increasing the principle of freedom and independence and making more spaces available for employees, especially those on the front lines. Attention must be paid when forming work teams that their role should be to achieve the general goals of the company in general, and to reach the strategic goals in particular. Intensifying and deepening the effective and efficient sharing of information between the various administrative levels, and urging workers and employees to the principle of innovation at work in line with the nature and mission of the company.
The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their ...accomplishment, enabling subsequent goal realization. Yet the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal–realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal–realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments are better able to realize their intended strategic objectives and thereby enjoy superior performance.
The vision of network-centric operations is to increase operational capabilities through networked collaboration. NATO and its member nations state this vision in strategic documents at a very high ...level of abstraction. While suitable for giving an overall feel, current documentation renders the steps toward implementing those visions largely unsupported. We outline a method that is based on agile requirements engineering, for converting high-level strategic visions into capabilities whose forms lend themselves to incremental implementation. We illustrate the use of this method in two cases that deal with both operational capabilities and technical capabilities. We also show how the method enables one to prioritise which capabilities to develop first. We conclude that it is necessary to formulate and implement some form of explicit methodology with which to span the gap between strategic visions and an effective implementation of those visions.
The current situation requires transport companies to simultaneously take into account two factors when making decision in regard of development strategies: firstly, functioning in wartime conditions ...and receiving large losses due to destruction, secondly, the need for accelerated integration into the EU economic space. Resistance to aggression and the post-war restoration of the transport system of Ukraine require the development of new strategies for the functioning and development of transport enterprises. The presented study is aimed at substantiating priority strategic goals for transport companies, taking into account the European Strategy for sustainable and smart mobility and the state of the transport industry of Ukraine in wartime conditions. As a result of the statistical analysis of empirical data, the current economic state of the transport industry of Ukraine was characterized, its main trends and problems were highlighted, the key document of European transport policy – the Strategy of sustainable and smart mobility was analyzed, specific changes in the European transport system on the way to smart and sustainable development were systematized, and priority strategic goals for Ukrainian transport companies that should be taken into account when choosing a development strategy were substantiated. In particular, the author identifies eight strategic goals, among which are: strengthening the processes of digitalization and greening in the organization and management of transportation; ensuring the availability of transport; implementing social tasks; strengthening multimodal and integration approaches; developing smart technologies, etc. Prospects for further research in this direction are the development and testing of the methodology for selecting the optimal development strategy based on the established priority goals, the substantiation of the portfolio of development strategies for transport enterprises of Ukraine, taking into account the deepening of European integration and war.
To assess the effectiveness of the management of land resources for agricultural enterprises suggested factors affecting the market for agricultural products, which integrates a system of ...environmental, economic and social indicators in this area. The paper highlights main theoretical aspects of the land resource management of the agricultural enterprises. The essence of land resource management is shown based on the definition of the objects of management, which are land resources of agricultural enterprises, subjects of management, which are landowners and employees of such agricultural enterprises, and objective of management, which is providing and maintaining the efficiency of land resources usage as a key factor of agricultural production.
The land market and its structure are presented in detail. The characteristic structure of land resources leading European countries. Described prospects management of land resources of agricultural enterprises. A complete analysis of mortgage lending secured by agricultural lands has been carried out. A decrease in the number of agricultural enterprises, which is mostly connected with imperfections of land governance, formed in the state, has been identified. Relationships between strengths and weaknesses of agricultural enterprises, opportunities, and threats of efficient land use have been identified. Scenarios of economic development have been considered, which should be taken into account while developing a strategy.
Deep seabed mining is a major new intersection of human enterprise and deep-ocean ecosystems. This paper reviews the concept and process for a holistic approach to planning environmental management ...in the deep sea based on Strategic Environmental Goals and Objectives. Strategic planning around the environment can establish a vision for the future condition of the ocean floor for which the International Seabed Authority (ISA) can draw on a wealth of precedents and experience. By engaging stakeholders and applying current knowledge of deep ecosystems, the ISA can build meaningful strategic environmental goals and objectives that give guidance to its own operation and those of its contractors. This framework builds understanding of the organization’s aspirations at global, regional and contractor levels. Herein, some examples are suggested, but we focus on the process. To operationalize these goals and objectives, progress must be measurable; thus, targets are set, reports are assessed, and appropriate responses are awarded. Many management tools and actions are applicable for achieving environmental goals. To date, the ISA has considered marine spatial planning largely around the current exploration contract blocks. Other elements of environmental management, including the requirements for baseline studies, impact assessment, post-impact monitoring and the treatment of harmful effects and serious harm need to be implemented to support well-defined environmental goals and objectives. We suggest that this planning be executed for scales larger than individual blocks, through a Strategic Environmental Management Plan, to ensure sustainable use of ocean resources across the Area.
•As deep seabed mining looms, a clear vision for environmental management is needed.•Overarching strategic environmental goals and objectives do not yet exist.•A process including targets with measurable indicators provides long-term guidance.•Precedents exist to formalize process and practice.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
The importance and benefits of strategic management in the business sphere are declared in studies worldwide. It represents an extensive area for research. The purpose of this paper is to evaluate ...the strategy formulation activities as well as the strategic management tools and techniques used by Slovak companies. Data on 365 manufacturing companies were obtained through an online questionnaire during 2020–2021. Selected methods of inductive statistics helped to analyze the data (the Pearson chi-square test and interval estimates for population proportion). The results show that the potential of analyzed strategy formulation activities is not filled in the Slovak companies. Enterprises only perform certain activities, and attention is focused mainly on setting strategic goals. It prevails a small orientation to sustainable development in strategic goals (only 22% of enterprises). The most used strategic management tools and techniques consist of an analysis of company resources, SWOT analysis, and customer satisfaction. From the point of view of the manufacturing area, no significant differences are defined in the use of the tools. The future management directions should include a variety of strategic management tools from the external environment. At the same time, the given tools should be supplemented with newer strategic tools ensuring flexibility and adaptation to dynamically changing conditions.
AcknowledgmentWe wish to thank project VEGA: Scientific Grant Agency of the Ministry of Education, Science, Research and Sport of the Slovak Republic (Project No.1/0093/23 Research on the circular economy potential in the Slovak business environment in the production of innovative products based on recycled materials wood – rubber – plastic).
The subject of the study is the system of strategic control in an organisation, which is necessary for agri-food companies in the context of implementing the principles of sustainable development. ...Methodology. The following economic research methods were used in the study: monographic method (when studying scientific sources and reviewing thematic literature; studying the directions of sustainable development of business entities in the agri-food sector of Ukraine); scientific abstraction and generalisation (when studying various methodological approaches to determining the content of controlling); abstract and logical method (when determining the role and place of strategic controlling in the management system of agri-food companies, formulating conclusions based on the results of the study); methods of analysis and synthesis (when substantiating a set of tools for strategic controlling by elements of its system). The aim of the study is to supplement the methodological framework of the strategic controlling system for managing companies in the agri-food sector. Results. Controlling is an important management function, and its effectiveness determines the success of an organisation in achieving its goals and objectives. In modern conditions, strategic controlling can be combined with two main approaches – as a management philosophy and as a management function and mechanism. The system of strategic controlling is determined by a set of complex factors of the external and internal environment that determine the possibility of achieving the long-term goals and objectives. The implementation of sustainable development goals and objectives by agri-food companies creates new requirements for the strategic controlling system, the main of which are transparency, flexibility, inclusiveness, openness and efficiency. In order to successfully achieve the planned targets of sustainable development, the strategic controlling system should use a set of tools that is determined by the nature and effect of the relevant elements. It is proposed to use benchmarking, ABC-analysis, SWOT-analysis, PESTEL-analysis, methods of expert evaluation, CVP-analysis, financial analysis, network graphs and methods of expert forecasting as the main tools for strategic controlling of agri-food companies.
Objectives The aim of the article is to set the problem of forming the optimal value-oriented portfolio of the development of a complex system, taking into account the mutual influence of the ...components of the portfolio on each other. Material and methods The research used: project portfolio management methods; systems theory and system analysis (for the formalization of value-oriented management processes); mathematical modeling tools (for the formation of basic models of portfolio management). Results This article provides a basic methodological framework for portfolio management of organizational development. The conceptual framework for portfolio management has been formalized, where portfolio management processes are considered as a means of implementing strategic decisions. Conclusions The success of development portfolio management should not only be measured by the economic component, but also by the values that influence the sustainable development of the region. The current legal framework for the design and implementation of public projects in Ukraine is not up to date, as confirmed by the findings of international experts and domestic scientists.
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