Tag Archive | "strategic management"

A Review of Research Methods in Strategic Management; What Have Been Done, and What is Still Missing

Research methods designed to study strategic management, are as varied as the theories of strategy that have been developed over time. From the purely quantitative methods with mathematical models such as structural equations or multiple regression models, even the purely qualitative methods such as ethnography, or direct observation. However, despite the differences, all these methods are intended to build theory about the strategic management. In this sense, the present paper, reviewed the methodologies used in the generation of knowledge regarding the strategic management, and proposes future lines of research on the topic and the methods used.

  A Review of Research Methods in Strategic Management; What Have Been Done, and What is Still Missing (773.8 KiB, 1,476 hits)

Posted in Economics, Information Technology, Knowledge Management, Volume VI, Issue no. 2

Organizational Knowledge Management Movement Strategies

Organizational behaviour is often dependent on the strategic movement of internal knowledge for success. Organizational knowledge management methodologies require the involvement of stakeholders. In large organizations, involved stakeholders shall be selected by the entire membership. Key involvement roles and considerations should be offered to/involve the ‘least likely to participate’. Suck stakeholders often possess the most influential power to move the stakeholders; if not, they demonstrate a true commitment to involve all in the movement of knowledge. The purpose of this article is to discuss organizational involvement strategies for the optimal movement or organizational knowledge management.

  Organizational Knowledge Management Movement Strategies (570.7 KiB, 1,799 hits)

Posted in Knowledge Management, Volume III, Issue no. 3

Moderating Effects of Human Factors on IT-Business Alignment and IT Effectiveness in Modern Firms

Information technology (IT) emerges as an essential asset of modern firms’ competitive advantage, because it connects all business functions and supports managerial decision processes – both essential conditions for the attainment of the organization agility level. However, many modern firms experience difficulties on attaining its competitive edge, mainly because of a deficient IT- Business managerial role that, either deliberately or involuntarily, ignores the moderating effects of human factors – social determinants that are common elements to all hierarchy levels, of every business unit, within any modern firm. This work emphasizes the importance studying the IT-Business management function, as the organization’s main trigger for the attainment of the IT- Business Competitive Advantage, through an appropriate management of the moderating effects of human factors. This research paper also proposes a business conceptual model – “The Five-Level Triad of IT-Business Competitive Advantage” – which predicts the achievement of a modern firm IT-Business Competitive Advantage, through the advancement of five progress levels – IT-Business Managerial Role Efficiency, Employee Alignment, IT-Business Alignment, IT Effectiveness, and Firm’s Agility. The rationale of the model is supplemented by the referenced literature and the application of a measuring instrument, which assists in the examination of the alignment maturity level, between IT and Business organizational objectives. The model acts as a guide to any modern firm IT-Business managerial function, which aims for the successful design of an effective IT strategy, on the road to the conquering of the IT-Business competitive advantage.

  Moderating Effects of Human Factors on IT-Business Alignment and IT Effectiveness in Modern Firms (330.9 KiB, 1,548 hits)

 

Posted in Information Technology, Volume III, Issue no. 2

Customers’ Behaviour Analysis in Furniture Field: IKEA Case in the Northern part of Bari province

Between the 70es and the 80es, the firm strategy – meant as the whole of choices to make in order to achieve long-term targets, or, as defined by SWOT Analysis, which one referred to during the economic boom years – gives way to the strategic planning and the strategic management. In such a reference picture, the present situation of IKEA store in Bari (Puglia, Italy) is included. This study target is, therefore, to determine what can be the reasons linked to a different purchase choice by a particular group of individuals on a Primary Market Area.

  Customers’ Behaviour Analysis in Furniture Field: IKEA Case in the Northern part of Bari province (1.3 MiB, 10,049 hits)

Posted in Economics, Volume II, Issue no. 6