Results 261 to 270 of about 520,678 (289)

Strategic control through core competencies

Long Range Planning, 1995
Abstract The article analyses the meaning and importance of strategic controls are analysed. Several contrasting approaches to strategic control, and the merits and deficiencies of each, are described. Enhancements are proposed to the ways in which the concept of strategic control has traditionally been developed.
David C. Band, Gerald Scanlan
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Strategic Implications of Culturally Competent Care

The Health Care Manager, 2004
Providing culturally competent care has implications for health care managers and their organizations that go beyond a simple clinical perspective. The article defines culturally competent care and suggests what the specific strategic implications of delivering such care are.
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Strategic Information Revelation When Experts Compete to Influence [PDF]

SSRN Electronic Journal, 2011
We consider a persuasion game between a decision‐maker and a set of experts. Each expert is identified by two parameters: (i) “quality” or his likelihood of observing the state (i.e., learning what the best decision is) and (ii) “agenda” or the preferred decision that is independent of the state.
Sourav Bhattacharya, Arijit Mukherjee
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Strategic competency ‐ the learning challenge

Journal of Workplace Learning, 1997
Proposes that, in the chaotic organizational environments of the 1990s, managers must be able to design winning competitive paradigms and then change these continuously and sometimes discontinuously if their organization is at least to stay crisis‐averse and ideally grow and prosper. Indicates that to achieve this they must understand their environment
John Thompson, Melissa Cole
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Leveraging Strategic Knowledge And Strategic Competence For Strategy Formulation

European Proceedings of Social and Behavioural Sciences, 2020
The growth of sustainability thinking in these few years has challenged businesses to change how they operate. With the increasing number of competition, rapid changes in market trends, dynamic technological development, and high economic turbulences, businesses need to survive in the fierce market.
Siti Sakinah Ab. Rahim, Norzanah Mat Nor, Rumaizah Nordin   +2 more
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Developing the Strategic Corporate Competency

2004
One of the issues discussed by the practitioners was why some companies are simply better at strategy development and execution than others. One could argue that the main culprit of a firm’s strategic failures is an inherent misunderstanding of companies’ competencies, capabilities, talent and abilities.
Joseph DiVanna, François Austin
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Strategic Management and Core Competencies

2002
Managers and management scholars alike need operational models and concepts for dealing with core competencies within strategic management. This book provides tools for the practitioner as well as fundamental theoretical concepts to enable scholars to further build upon Drejer's work.
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Strategic Leadership Competency Development

2017
Breaking down the broad concept of leadership into competencies can facilitate leaders becoming self-aware of education or development needs to increase their performance. Leadership competencies can be viewed in terms of workplace success as skills that can be developed (Lombardo & Eichinger, 2002; Northouse, 2015). Competencies help organizations
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Strategic Competences in International Business

2019
The exhibition of a series of strategic competences by managers has been frequently noted as crucial for the success of firms. In the international context, the role of such strategic competences could be even more relevant as a result of both the changing and turbulent nature of the contexts in which firms carry out their activities and the complexity
Noelia Franco-Leal, Juan Pablo Dianez-Gonzalez   +1 more
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Strategic mismatching and competing teams

Journal of Economic Behavior & Organization, 2003
Abstract Informational problems are the traditional reason for mismatching and resulting efficiency losses. This paper discusses the strategic role of mismatching, where players voluntarily form inefficient teams or forego the formation of efficient teams, respectively.
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