While acquisitions and expansion strategies are understood as exciting in the business world, contraction activities are received less enthusiastically. Nevertheless, portfolio restructuring constitutes a strategic tool to increase the strategic focus of firms and achieve economies of scale and an efficient control of multiple business units. This restructuring thus has distinct implications for companies and units. The Handbook of Research on Corporate Restructuring and Globalization provides emerging research on the theoretical infrastructure for portfolio restructuring in a single piece of work and explores important topics in the field including the implications on foreign and domestic units and the degree to which increasing globalization influences restructuring practices. Featuring coverage on a broad range of topics such as emerging markets, risk assessment, and global business, this book is ideally designed for corporate managers, government officials, scholars, researchers, and students.
Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area. Keywords: evolution of the strategic management concept, neostrategic management, strategy implementation success, market dynamism, strategic management of cities, innovation strategy. Table of Contents Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach 7 Tomasz Kafel, Bernard Ziębicki The impact of market orientation on the performance of MSMEs operating in technology parks: The role of market dynamism 29 Anna Wójcik-Karpacz, Jarosław Karpacz, Joanna Rudawska Innovative activity of Polish enterprises – a strategic aspect. The similarity of NACE divisions 53 Edyta Bielińska-Dusza, Monika Hamerska The strategy implementation process as perceived by different hierarchical levels: The experience of large Croatian enterprises 99 Valentina Ivančić, Lara Jelenc, Ivan Mencer Is dominant logic a value or a liability? – On the explorative turn in the German power utility industry 125 Ekaterina Brandtner, Jörg Freiling City policies to promote entrepreneurship: A cross-country comparison of Poland and Germany 159 Jan Fazlagić, Aleksandra Sulczewska-Remi, Windham Loopesko
Companies operating in countries with volatile economies face an environment subject to turbulence. It is important to understand how these companies can overcome adversity, establish competitive advantage, and achieve superior performance. The selection of competitive drivers can help to improve the ability to capture, process, and manage information that can generate knowledge and innovation in products and processes, as well as increase strategic capacity and organizational performance. Strategy and Superior Performance of Micro and Small Businesses in Volatile Economies focuses on the ways that organizations capture information and disseminate it in their work teams, transforming this knowledge into innovative products and services that establish competitive advantage. It will improve the understanding of the role of strategy, innovation, entrepreneurship, and the effort to reduce poverty levels in societies with volatile economies and which are subject to serious social disparities. Highlighting topics such as economic development, market performance, and network economy, this publication is designed for managers, entrepreneurs, business professionals, academicians, researchers, and students.
This book constitutes the refereed proceedings of the 18th EPIA Conference on Artificial Intelligence, EPIA 2017, held in Porto, Portugal, in September 2017. The 69 revised full papers and 2 short papers presented were carefully reviewed and selected from a total of 177 submissions. The papers are organized in 16 tracks devoted to the following topics: agent-based modelling for criminological research (ABM4Crime), artificial intelligence in cyber-physical and distributed embedded systems (AICPDES), artificial intelligence in games (AIG), artificial intelligence in medicine (AIM), artificial intelligence in power and energy systems (AIPES), artificial intelligence in transportation systems (AITS), artificial life and evolutionary algorithms (ALEA), ambient intelligence and affective environments (AmIA), business applications of artificial intelligence (BAAI), intelligent robotics (IROBOT), knowledge discovery and business intelligence (KDBI), knowledge representation and reasoning (KRR), multi-agent systems: theory and applications (MASTA), software engineering for autonomous and intelligent systems (SE4AIS), social simulation and modelling (SSM), and text mining and applications (TeMA).
Die Messung des Anlageerfolgs von Fondmanagern ist ein sowohl f r Praktiker als auch f r Forscher herausforderndes Thema. Das Ziel beider Gruppen ist nachhaltig erfolgreiche Manager, gute Performer, zu identifizieren. Die meisten Performancema e beruhen auf der Annahme des konstanten Risikos ber die Messungsperiode. Das Risiko wird wiederum als das Beta aus dem Capital Asset Pricing Model erfasst. Als Erweiterung solcher Modelle werden zus tzliche Faktoren, ma geschnittene Benchmarks oder Nichtliniearit ten zwischen Risiken und Renditen erfasst usw. Die Dynamik der Wirtschaft und Kapitalm rkten ist f r die Zwecke der Performancemessung von Ferson und Schaft in ein Modell eingef hrt. Das Beta aus diesem Modell ist auf die Marktbedingungen bedingt und Fondsrenditen werden somit gegen eine dynamische Benchmark gemessen. Diese Studie berichtet aus einem solchen Modell ergebene Performancema e (sog. "Conditional Alphas") f r 1192 deutsche Aktien- und Rentenmanager. Diese werden auch mit CAPM-basierten Alphas auf Persistenz verglichen. Zus tzlich wird die F higkeit des Managers richtig auf die ver ndernden Marktbedingungen zu reagieren aus der Dynamik des Beta extrahiert. Die Marktentwicklung wird durch vier anerkannte Indikatoren abgebildet (kurzfristiger Zins, Dividendenrendite, Laufzeitspread und Bonit tsspread). Die Ergebnisse bef rworten die Nutzung von Modellen mit bedingtem Beta anstelle vom CAPM. Die Existenz einer dynamischen Investmentstrategie wurde anhand der Indikatoren bewiesen. Zum Schluss werden anhand der Erfahrungen aus dieser Studie konkrete Empfehlungen f r die Erforschung von Performance anhand hnlicher Modelle gegeben.
An authoritative overview of the prior development, current state, and future opportunities in strategic management The strategic management field, now a vibrant arena that offers valuable knowledge for managerial practice, has experienced significant growth in the more than forty years since its inception. And, until now, there has not been a book that captured the rich breadth and depth of knowledge of the discipline, while also looking to the future. Strategic Management provides a critical overview of the prior development, current state, and future opportunities in the strategic management field. Editors Irene M. Duhaime, Michael A. Hitt, and Marjorie A. Lyles bring together an exceptional group of scholars to explore specialized topics such as corporate strategy, strategic entrepreneurship, cooperative strategies, global strategy, strategic leadership, governance, innovation, strategy process and strategy practice, and strategic human capital. The book focuses heavily on the future developments and research opportunities available in the field, while also providing a solid base of knowledge for understanding strategic management as a whole. With articles from major leaders in the field, this authoritative volume will be useful to every strategic management scholar.
"This book disseminates supply chain management and applied logistic theories, technology development, innovation, and transformation in various economy sectors upon current, advancing technological opportunities and market imperatives"--Provided by publisher.
With an emphasis on global advantage, the text offers a comprehensive examination of regional and international issues to provide a complete, accurate and up-to-date explanation of the strategic management process. New coverage on environmental concerns and emerging technologies as well as examples and cases from Australia, New Zealand and Asia-Pacific serve to engage students while updated international content demonstrates how strategic management is used in the global economy. The text takes a 'resource-based' approach, which requires the examining of a firm's unique bundling of its internal resources. This text is appropriate for upper-level undergrad, usually third year; post grad in Masters courses.
Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.
