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business strategic</title> <meta name="description" content="Search results for: paradox of business strategic"> <meta name="keywords" content="paradox of business strategic"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="paradox of business strategic"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 4374</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: paradox of business strategic</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4374</span> Paradox of Business Strategic toward Sustainable Business: A Case Study of Hijab Fashion in Bandung</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lisandy%20Arinta%20Suryana">Lisandy Arinta Suryana</a>, <a href="https://publications.waset.org/abstracts/search?q=Santi%20Novani"> Santi Novani</a>, <a href="https://publications.waset.org/abstracts/search?q=Utomo%20Sarjono"> Utomo Sarjono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Paradox of business strategic is associated with the contradictory practice. It becomes one of the critical way to survive and win in the dynamic competitive landscape – high level of uncertainty and rapid change in the business environment. Those characteristics are similar with the environment of hijab fashion business, especially in Indonesia. This paper aims to describe the success of paradoxical strategic based on historical data of hijab fashion business which have been validated by qualitative approach. This paper discusses two main aspects of paradoxical strategic such as paradox in human resource management, and logistic center management. Then, the detail effects from each practice are described in term of causal loop diagram. Moreover, the practice of paradoxical strategic depends on leadership that can make a brave and dynamic decision by capturing the main problems and opportunities in their business, and also build commitment to achieve a specific goal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=paradox%20of%20business%20strategic" title="paradox of business strategic">paradox of business strategic</a>, <a href="https://publications.waset.org/abstracts/search?q=paradoxical%20strategic" title=" paradoxical strategic"> paradoxical strategic</a>, <a href="https://publications.waset.org/abstracts/search?q=causal%20loop%20diagram" title=" causal loop diagram"> causal loop diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business" title=" sustainable business"> sustainable business</a>, <a href="https://publications.waset.org/abstracts/search?q=hijab%20fashion%20business" title=" hijab fashion business"> hijab fashion business</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategic" title=" business strategic"> business strategic</a> </p> <a href="https://publications.waset.org/abstracts/54366/paradox-of-business-strategic-toward-sustainable-business-a-case-study-of-hijab-fashion-in-bandung" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54366.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4373</span> Proposing a Strategic Management Maturity Model for Continues Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferhat%20Demir">Ferhat Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Even if strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in business literature for the area of strategic management activities. This paper updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. Strategic management maturity model (S-3M) is basically composed of 6 maturity levels with 7 dimensions. The biggest contribution of S-3M is to put innovation into agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This paper suggests that innovation (breakthrough new products/services and business models) is the only way of creating sustainable growth and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond dynamic business environment and rapidly changing customer behaviours. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/89817/proposing-a-strategic-management-maturity-model-for-continues-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">194</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4372</span> The Role of Strategic Flexibility for Achieving Sustainable Competition Advantage and Its Effect on Business Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Eryesil">Kemalettin Eryesil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20Esmen"> Osman Esmen</a>, <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Beduk"> Aykut Beduk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this study, it has been studied to determine the relationship between business performance and strategic flexibility, which is defined to be the strategic choice that provides the ability of rapidly responding the changes of the dynamic environment of the companies, for having competitive advantages. In this context a field study has been conducted over 56 companies, which are active in informatics and electronics sectors in TEKNOKENT. As a result of the study it has been determined that; strategic flexibility has an effect on business performance and there is a positive and statistically significant relationship between strategic flexibility and business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competition%20advantage" title="sustainable competition advantage">sustainable competition advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20flexibility" title=" strategic flexibility"> strategic flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a>, <a href="https://publications.waset.org/abstracts/search?q=TEKNOKENT" title=" TEKNOKENT"> TEKNOKENT</a> </p> <a href="https://publications.waset.org/abstracts/37908/the-role-of-strategic-flexibility-for-achieving-sustainable-competition-advantage-and-its-effect-on-business-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">383</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4371</span> Effect of Robot Configuration Parameters, Masses and Friction on Painlevé Paradox for a Sliding Two-Link (P-R) Robot</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Mohammad%20Alkomy">Hassan Mohammad Alkomy</a>, <a href="https://publications.waset.org/abstracts/search?q=Hesham%20Elkaranshawy"> Hesham Elkaranshawy</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Ibrahim%20Ashour"> Ahmed Ibrahim Ashour</a>, <a href="https://publications.waset.org/abstracts/search?q=Khaled%20Tawfik%20Mohamed"> Khaled Tawfik Mohamed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> For a rigid body sliding on a rough surface, a range of uncertainty or non-uniqueness of solution could be found, which is termed: Painlevé paradox. Painlevé paradox is the reason of a wide range of bouncing motion, observed during sliding of robotic manipulators on rough surfaces. In this research work, the existence of the paradox zone during the sliding motion of a two-link (P-R) robotic manipulator with a unilateral constraint is investigated. Parametric study is performed to investigate the effect of friction, link-length ratio, total height and link-mass ratio on the paradox zone. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamical%20system" title="dynamical system">dynamical system</a>, <a href="https://publications.waset.org/abstracts/search?q=friction" title=" friction"> friction</a>, <a href="https://publications.waset.org/abstracts/search?q=multibody%20system" title=" multibody system"> multibody system</a>, <a href="https://publications.waset.org/abstracts/search?q=painlev%C3%A9%20paradox" title=" painlevé paradox"> painlevé paradox</a>, <a href="https://publications.waset.org/abstracts/search?q=robotic%20systems" title=" robotic systems"> robotic systems</a>, <a href="https://publications.waset.org/abstracts/search?q=sliding%20robots" title=" sliding robots"> sliding robots</a>, <a href="https://publications.waset.org/abstracts/search?q=unilateral%20constraint" title=" unilateral constraint"> unilateral constraint</a> </p> <a href="https://publications.waset.org/abstracts/37957/effect-of-robot-configuration-parameters-masses-and-friction-on-painleve-paradox-for-a-sliding-two-link-p-r-robot" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37957.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">454</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4370</span> Solving One of the Variants of Necktie Paradox for Business Proposals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natarajan%20Vijayarangan">Natarajan Vijayarangan</a>, <a href="https://publications.waset.org/abstracts/search?q=Viswanath%20Kumar%20Ganesan"> Viswanath Kumar Ganesan</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Kumudhavalli"> G. Kumudhavalli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This abstract figures out an uncertainty problem pertaining to evaluating business proposals or concept notes in an organisation. Let us consider business proposal evaluation process (BPEP) for execution of corporate research cum business projects in the organisation. Assume that two concept notes X and Y of BPEP are approved: one of them is a full-fledged type (100% financial approval given by the organisation) - X and other one is a conditional type (a partial financial approval given by the organisation) - Y. Then a penalty criteria has been introduced during the process. At the end of annual appraisal, if both of them complete as per the goals and objectives committed or figured out at the time of concept note submission, then both will get an incentive of $N from the organisation. If one of them doesn't fulfill the goals and objectives at the year-end appraisal, then d% reduction or cut will be levied on the project budget for the next year. If X fulfills the goals and objectives and Y doesn't , then X gets a gain of d% on Y's previous year budget and Y gets a loss of d% from the previous year budget for the next year. And vice-versa. Further, an incentive of $N will be given to those who gains. This process is a part of Necktie paradox and inherits an uncertainty principle on X or Y getting more than $N even if X or Y performs well.Solving the above problem and generalizing on finitely many concept notes will be a challenging task. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=concept%20notes" title="concept notes">concept notes</a>, <a href="https://publications.waset.org/abstracts/search?q=necktie%20paradox" title=" necktie paradox"> necktie paradox</a>, <a href="https://publications.waset.org/abstracts/search?q=annual%20appraisal" title=" annual appraisal"> annual appraisal</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20budget%20and%20gain%20or%20loss" title=" project budget and gain or loss"> project budget and gain or loss</a> </p> <a href="https://publications.waset.org/abstracts/21549/solving-one-of-the-variants-of-necktie-paradox-for-business-proposals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21549.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">469</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4369</span> A Conceptual E-Business Model and the Effect of Strategic Planning Parameters on E-Business Strategy Management and Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandra%20Lipitakis">Alexandra Lipitakis</a>, <a href="https://publications.waset.org/abstracts/search?q=Evangelia%20A.%20E.%20C.%20Lipitakis"> Evangelia A. E. C. Lipitakis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this article, a class of e-business strategy planning parameters are introduced and their effect on financial and non-financial performance of e-businesses and organizations is investigated. The relationships between these strategic planning parameters, i.e. Formality, Participation, Sophistication, Thoroughness, Synergy and Cooperation, Entropic Factor, Adaptivity, Uncertainty and Financial and Non-Financial Performance are examined and the directions of these relationships are given. A conceptual model has been constructed and quantitative research methods can be used to test the considered eight hypotheses. In the framework of e-business strategy planning this research study clearly demonstrates how strategic planning components have positive relationships with e-business strategy management and performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-business%20management" title="e-business management">e-business management</a>, <a href="https://publications.waset.org/abstracts/search?q=e-business%20model" title=" e-business model"> e-business model</a>, <a href="https://publications.waset.org/abstracts/search?q=e-business%20performance%20assessments" title=" e-business performance assessments"> e-business performance assessments</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20management%20methodologies" title=" strategy management methodologies"> strategy management methodologies</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20planning" title=" strategy planning"> strategy planning</a>, <a href="https://publications.waset.org/abstracts/search?q=quantitative%20methods" title=" quantitative methods"> quantitative methods</a> </p> <a href="https://publications.waset.org/abstracts/46598/a-conceptual-e-business-model-and-the-effect-of-strategic-planning-parameters-on-e-business-strategy-management-and-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46598.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4368</span> Genesis of Entrepreneur Business Models in New Ventures</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arash%20Najmaei">Arash Najmaei</a>, <a href="https://publications.waset.org/abstracts/search?q=Jo%20Rhodes"> Jo Rhodes</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Lok"> Peter Lok</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Sadeghinejad"> Zahra Sadeghinejad </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this article, we endeavor to explore how a new business model comes into existence in the Australian cloud-computing eco-system. Findings from multiple case study methodology reveal that to develop a business model new ventures adopt a three-phase approach. In the first phase, labelled as business model ideation (BMID) various ideas for a viable business model are generated from both internal and external networks of the entrepreneurial team and the most viable one is chosen. Strategic consensus and commitment are generated in the second phase. This phase is a business modelling strategic action phase. We labelled this phase as business model strategic commitment (BMSC) because through commitment and the subsequent actions of executives resources are pooled, coordinated and allocated to the business model. Three complementary sets of resources shape the business model: managerial (MnRs), marketing (MRs) and technological resources (TRs). The third phase is the market-test phase where the business model is reified through the delivery of the intended value to customers and conversion of revenue into profit. We labelled this phase business model actualization (BMAC). Theoretical and managerial implications of these findings will be discussed and several directions for future research will be illuminated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneur%20business%20model" title="entrepreneur business model">entrepreneur business model</a>, <a href="https://publications.waset.org/abstracts/search?q=high-tech%20venture" title=" high-tech venture"> high-tech venture</a>, <a href="https://publications.waset.org/abstracts/search?q=resources" title=" resources"> resources</a>, <a href="https://publications.waset.org/abstracts/search?q=conversion%20of%20revenue" title=" conversion of revenue"> conversion of revenue</a> </p> <a href="https://publications.waset.org/abstracts/9680/genesis-of-entrepreneur-business-models-in-new-ventures" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9680.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">445</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4367</span> Partner Selection in International Strategic Alliances: The Case of the Information Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=H.%20Nakamura">H. Nakamura </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study analyzes international strategic alliances in the information industry. The purpose of this study is to clarify the strategic intention of an international alliance. Secondly, it investigates the influence of differences in the target markets of partner companies on alliances. Using an international strategy theory approach to analyze the global strategies of global companies, the study compares a database business and an electronic publishing business. In particular, these cases emphasized factors attributable to "people" and "learning", reliability and communication between organizations and the evolution of the IT infrastructure. The theory evolved in this study validates the effectiveness of these strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=database%20business" title="database business">database business</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20library" title=" electronic library"> electronic library</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20strategic%20alliances" title=" international strategic alliances"> international strategic alliances</a>, <a href="https://publications.waset.org/abstracts/search?q=partner%20selection" title=" partner selection"> partner selection</a> </p> <a href="https://publications.waset.org/abstracts/72933/partner-selection-in-international-strategic-alliances-the-case-of-the-information-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72933.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4366</span> Strategic Decision Making Practice in Croatia: Which Decision Making Style is More Effective?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ivana%20Bulog">Ivana Bulog</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Decision making is a vital part of the business world and any other field of human endeavor. Which way a business organization will take, and where that way will lead it, depends on broad range of decisions made by managers in the managerial structure. Strategic decisions are of the greatest importance for organizational success. Although much empirical research has been done trying to describe and explain its nature and effectiveness, knowledge about strategic decision making is still incomplete. This paper explores the nature of strategic decision making in particular setting - in Croatian companies. The main focus of this research is on the style that decision makers on strategic management level are following when making decisions of life importance for their companies. Two main decision making style that explain the way decision maker collects and processes available information and performs all the activities in strategic decision making process were empirical tested: rational and intuitive one. Besides analyzing their existence on strategic management level in Croatian companies, their effectiveness is analyzed as well. Results showed that decision makers at strategic management level are following both styles somewhat equally in order to function effectively, and that intuitive style is more effective when considering decisions outcomes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decision%20making%20style" title="decision making style">decision making style</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making%20effectiveness" title=" decision making effectiveness"> decision making effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20decisions" title=" strategic decisions"> strategic decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20sciences" title=" management sciences"> management sciences</a> </p> <a href="https://publications.waset.org/abstracts/7599/strategic-decision-making-practice-in-croatia-which-decision-making-style-is-more-effective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4365</span> Strategic Business Solutions for an Ageing SME</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20G.%20Teik%20Hiang">N. G. Teik Hiang</a>, <a href="https://publications.waset.org/abstracts/search?q=Fathyah%20Hashim"> Fathyah Hashim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This is a case of how strategic management techniques can be used to help resolving problems faced by an ageing Small and Medium Enterprise (SME). Strategic way of resolving problems had been proven to be possible in this case despite general thought that strategic management is useful mostly for large corporations. Small and Medium Enterprises (SMEs) can also use strategic management in managing their business and determining their future cause of action and strategies in order to survive in this ever competent world. Strategic orientation is the key to survival and development of small and medium enterprises. In order to adapt to the fierce market competition, ageing SMEs should improve competitiveness and operational efficiency. They must therefore establish a sense of strategic management to improve the strategic management skills, combined with its own unique characteristics, and work out practical strategies to develop core competitiveness of enterprises in the fierce market competition in order to be sustainable. In this case, internal strengths and weaknesses of an SME had been identified. Strategic internal factors and external factors had been classified and further utilized to formulate potential strategies to encounter various problems faced by the SME. These strategies had been further match to take advantages of the opportunities and to overcome the weaknesses and minimize the threats it is facing. Tan, a consultant who was given the opportunity to formulate a plan for the business started with the environmental scanning (internal and external environmental analysis), assessing strengths and weaknesses for the company, strategies generation, analysis and evaluation. He had numerous discussions with the owner of the business and the senior management in order to match the key internal and external factors to formulate alternative strategies for solving the problems that the company facing. Some of the recommendations or solutions are generated from the inspiration of the owner of the business who is a very enterprising and experience businessman. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientation" title="strategic orientation">strategic orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME"> SME</a>, <a href="https://publications.waset.org/abstracts/search?q=core%20competitiveness" title=" core competitiveness"> core competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable" title=" sustainable"> sustainable</a> </p> <a href="https://publications.waset.org/abstracts/24053/strategic-business-solutions-for-an-ageing-sme" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24053.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">419</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4364</span> Intentionality and Context in the Paradox of Reward and Punishment in the Meccan Surahs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asmaa%20Fathy%20Mohamed%20Desoky">Asmaa Fathy Mohamed Desoky</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The subject of this research is the inference of intentionality and context from the verses of the Meccan surahs, which include the paradox of reward and punishment, applied to the duality of disbelief and faith; The Holy Quran is the most important sacred linguistic reference in the Arabic language because it is rich in all the rules of the language in addition to the linguistic miracle. the Quranic text is a first-class intentional text, sent down to convey something to the recipient (Muhammad first and then communicates it to Muslims) and influence and convince him, which opens the door to many Ijtihad; a desire to reach the will of Allah and his intention from his words Almighty. Intentionality as a term is one of the most important deliberative terms, but it will be modified to suit the Quranic discourse, especially since intentionality is related to intention-as it turned out earlier - that is, it turns the reader or recipient into a predictor of the unseen, and this does not correspond to the Quranic discourse. Hence, in this research, a set of dualities will be identified that will be studied in order to clarify the meaning of them according to the opinions of previous interpreters in accordance with the sanctity of the Quranic discourse, which is intentionally related to the dualities of reward and punishment, such as: the duality of disbelief and faith, noting that it is a duality that combines opposites and Paradox on one level, because it may be an external paradox between action and reaction, and may be an internal paradox in matters related to faith, and may be a situational paradox in a specific event or a certain fact. It should be noted that the intention of the Qur'anic text is fully realized in form and content, in whole and in part, and this research includes a presentation of some applied models of the issues of intention and context that appear in the verses of the paradox of reward and punishment in the Meccan surahs in Quraan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intentionality" title="intentionality">intentionality</a>, <a href="https://publications.waset.org/abstracts/search?q=context" title=" context"> context</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20paradox" title=" the paradox"> the paradox</a>, <a href="https://publications.waset.org/abstracts/search?q=reward" title=" reward"> reward</a>, <a href="https://publications.waset.org/abstracts/search?q=punishment" title=" punishment"> punishment</a>, <a href="https://publications.waset.org/abstracts/search?q=Meccan%20surahs" title=" Meccan surahs"> Meccan surahs</a> </p> <a href="https://publications.waset.org/abstracts/173551/intentionality-and-context-in-the-paradox-of-reward-and-punishment-in-the-meccan-surahs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/173551.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">79</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4363</span> A History of Knowledge Management: A Chronological Account from the 1970s to 2017</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexslis%20N.%20Maindze">Alexslis N. Maindze</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge management (KM) has become an imperative to modern business growth, competitive edge, and sustainability. Though there has been extensive research in the field, this literature overview showcases massive gaps that exist on the coverage of the field’s rich and fascinating history. Particularly, accounts of the history of KM are inconsistent and fragmentary in breadth and depth. This paper presents new insights into the history of KM from the early 70s when the actual coinage ‘knowledge management’ entered the literature. It reveals how knowledge over the years was shrouded in secrecy and subsumed by technology. It makes a clear distinction between the histories of the debate around knowledge and that of KM. The paper also finds a history of KM filled with skepticisms and engulfed by an ‘intellectual paradox’. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20history" title="knowledge management history">knowledge management history</a>, <a href="https://publications.waset.org/abstracts/search?q=secrecy" title=" secrecy"> secrecy</a>, <a href="https://publications.waset.org/abstracts/search?q=skepticism" title=" skepticism"> skepticism</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20paradox" title=" intellectual paradox"> intellectual paradox</a> </p> <a href="https://publications.waset.org/abstracts/74333/a-history-of-knowledge-management-a-chronological-account-from-the-1970s-to-2017" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74333.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">221</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4362</span> Balanced Scorecard (BSC) Project : A Methodological Proposal for Decision Support in a Corporate Scenario</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20de%20Oliveira%20Costa">David de Oliveira Costa</a>, <a href="https://publications.waset.org/abstracts/search?q=Miguel%20%C3%82ngelo%20Lellis%20Moreira"> Miguel Ângelo Lellis Moreira</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Francisco%20Sim%C3%B5es%20Gomes"> Carlos Francisco Simões Gomes</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Augusto%20de%20Moura%20Pereira"> Daniel Augusto de Moura Pereira</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcos%20dos%20Santos"> Marcos dos Santos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic management is a fundamental process for global companies that intend to remain competitive in an increasingly dynamic and complex market. To do so, it is necessary to maintain alignment with their principles and values. The Balanced Scorecard (BSC) proposes to ensure that the overall business performance is based on different perspectives (financial, customer, internal processes, and learning and growth). However, relying solely on the BSC may not be enough to ensure the success of strategic management. It is essential that companies also evaluate and prioritize strategic projects that need to be implemented to ensure they are aligned with the business vision and contribute to achieving established goals and objectives. In this context, the proposition involves the incorporation of the SAPEVO-M multicriteria method to indicate the degree of relevance between different perspectives. Thus, the strategic objectives linked to these perspectives have greater weight in the classification of structural projects. Additionally, it is proposed to apply the concept of the Impact & Probability Matrix (I&PM) to structure and ensure that strategic projects are evaluated according to their relevance and impact on the business. By structuring the business's strategic management in this way, alignment and prioritization of projects and actions related to strategic planning are ensured. This ensures that resources are directed towards the most relevant and impactful initiatives. Therefore, the objective of this article is to present the proposal for integrating the BSC methodology, the SAPEVO-M multicriteria method, and the prioritization matrix to establish a concrete weighting of strategic planning and obtain coherence in defining strategic projects aligned with the business vision. This ensures a robust decision-making support process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=MCDA%20process" title="MCDA process">MCDA process</a>, <a href="https://publications.waset.org/abstracts/search?q=prioritization%20problematic" title=" prioritization problematic"> prioritization problematic</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20strategy" title=" corporate strategy"> corporate strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multicriteria%20method" title=" multicriteria method"> multicriteria method</a> </p> <a href="https://publications.waset.org/abstracts/174544/balanced-scorecard-bsc-project-a-methodological-proposal-for-decision-support-in-a-corporate-scenario" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174544.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">81</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4361</span> Measuring Strategic Management Maturity: An Empirical Study in Turkish Public and Private Sector Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management%20maturity" title="strategic management maturity">strategic management maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20development" title=" research and development"> research and development</a> </p> <a href="https://publications.waset.org/abstracts/78264/measuring-strategic-management-maturity-an-empirical-study-in-turkish-public-and-private-sector-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78264.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4360</span> Design Criteria for an Internal Information Technology Cost Allocation to Support Business Information Technology Alignment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Schnabl">Andrea Schnabl</a>, <a href="https://publications.waset.org/abstracts/search?q=Mario%20Bernhart"> Mario Bernhart</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The controlling instrument of an internal cost allocation (IT chargeback) is commonly used to make IT costs transparent and controllable. Information Technology (IT) became, especially for information industries, a central competitive factor. Consequently, the focus is not on minimizing IT costs but on the strategic aligned application of IT. Hence, an internal IT cost allocation should be designed to enhance the business-IT alignment (strategic alignment of IT) in order to support the effective application of IT from a company’s point of view. To identify design criteria for an internal cost allocation to support business alignment a case study analysis at a typical medium-sized firm in information industry is performed. Documents, Key Performance Indicators, and cost accounting data over a period of 10 years are analyzed and interviews are performed. The derived design criteria are evaluated by 6 heads of IT departments from 6 different companies, which have an internal IT cost allocation at use. By applying these design criteria an internal cost allocation serves not only for cost controlling but also as an instrument in strategic IT management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=accounting%20for%20IT%20services" title="accounting for IT services">accounting for IT services</a>, <a href="https://publications.waset.org/abstracts/search?q=Business%20IT%20Alignment" title=" Business IT Alignment"> Business IT Alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20cost%20allocation" title=" internal cost allocation"> internal cost allocation</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20controlling" title=" IT controlling"> IT controlling</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20governance" title=" IT governance"> IT governance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20IT%20management" title=" strategic IT management"> strategic IT management</a> </p> <a href="https://publications.waset.org/abstracts/93449/design-criteria-for-an-internal-information-technology-cost-allocation-to-support-business-information-technology-alignment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93449.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">155</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4359</span> Ranking Effective Factors on Strategic Planning to Achieve Organization Objectives in Fuzzy Multivariate Decision-Making Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today strategic planning is counted as the most important duties of senior directors in each organization. Strategic planning allows the organizations to implement compiled strategies and reach higher competitive benefits than their competitors. The present research work tries to prepare and rank the strategies form effective factors on strategic planning in fulfillment of the State Road Management and Transportation Organization in order to indicate the role of organizational factors in efficiency of the process to organization managers. Connection between six main factors in fulfillment of State Road Management and Transportation Organization were studied here, including Improvement of Strategic Thinking in senior managers, improvement of the organization business process, rationalization of resources allocation in different parts of the organization, coordination and conformity of strategic plan with organization needs, adjustment of organization activities with environmental changes, reinforcement of organizational culture. All said factors approved by implemented tests and then ranked using fuzzy multivariate decision-making technique. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fuzzy%20TOPSIS" title="Fuzzy TOPSIS">Fuzzy TOPSIS</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business%20process" title=" improvement of organization business process"> improvement of organization business process</a>, <a href="https://publications.waset.org/abstracts/search?q=multivariate%20decision-making" title=" multivariate decision-making"> multivariate decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/55021/ranking-effective-factors-on-strategic-planning-to-achieve-organization-objectives-in-fuzzy-multivariate-decision-making-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55021.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">423</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4358</span> Modelling Strategy Planning in Multi Business Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gelareh%20Changizi">Gelareh Changizi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahsa%20Khajavi"> Mahsa Khajavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ladan%20Shahhosseini"> Ladan Shahhosseini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Corporate-level strategy, or simply ‘parent strategy’, is a topic that has received much attention since the very early days of the strategic planning field. Since the multi level enterprises have different sub enterprises which deal with different business environments, we cannot define the same strategic perspective for all of them. Therefore, the determination of a perspective to manage and deal with affiliates of such enterprises is the main challenge. The parent strategy in mother enterprises' level has been analyzed in this research. A case study has been carried to comprehensively describe the proposed model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=parent%20strategy" title="parent strategy">parent strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-business%20companies" title=" multi-business companies"> multi-business companies</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20evaluation" title=" performance evaluation"> performance evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=lifecycle" title=" lifecycle"> lifecycle</a> </p> <a href="https://publications.waset.org/abstracts/53443/modelling-strategy-planning-in-multi-business-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53443.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">367</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4357</span> The Influence of Strategic Networks and Logistics Integration on Company Performance among Small and Medium Enterprises </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeremiah%20Madzimure">Jeremiah Madzimure</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to stay competitive in business and improve performance, Small and Medium Enterprises (SMEs) need to make use of business networking and logistics integration. Strategic networking and logistics integration in business companies have become critical as they allow supplier partnering, exchange of vital information/ access to valuable resources allowing innovation, gaining access to additional resources, sharing risks and costs which is required for enhancing company performance. The purpose of this study was to examine the influence of strategic networks and logistics integration on company performance: the case of small and medium enterprises in South Africa. A quantitative research design was adopted in this study, and 137 SMEs owners and managers completed and returned the survey questionnaire. Confirmatory Factor Analysis (CFA) was conducted using the Analysis of Moment Structures (AMOS), version 24.0 to assess psychometric properties of the measurement scales. Path modelling techniques were used to test the proposed hypothesis. Three research hypotheses were postulated. The results indicate that strategic networks had a positive and significant influence on logistics integration and company performance. As well logistics integration had a strong positive and significant influence on company performance. This study provides a useful model for analysing the relationship between strategic networks and logistics integration on company performance. Moreover, the findings of the study provide useful insights into how SMEs should benefit from business networking and logistics integration so as to improve their performance. The implications of the study are discussed, and finally, limitations and recommendations are indicated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20networking" title="strategic networking">strategic networking</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics%20integration" title=" logistics integration"> logistics integration</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/83431/the-influence-of-strategic-networks-and-logistics-integration-on-company-performance-among-small-and-medium-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4356</span> International Marketing in Business Practice of Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Matu%C5%A1%C3%ADnsk%C3%A1">K. Matušínská</a>, <a href="https://publications.waset.org/abstracts/search?q=Z.%20Bednar%C4%8D%C3%ADk"> Z. Bednarčík</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Klepek"> M. Klepek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines international marketing in business practice of Czech exporting small and medium-sized enterprises (SMEs) with regard to the strategic perspectives. Research was focused on Czech exporting SMEs from Moravian-Silesia region and their behaviour on international markets. For purpose of collecting data, a questionnaire was given to 262 SMEs involved in international business. Statistics utilized in this research included frequency, mean, percentage, and chi-square test. Data were analysed by Statistical Package for the Social Sciences software. The research analysis disclosed that there is certain space for improvement in strategic marketing especially in marketing research, perception of cultural and social differences, product adaptation and usage of marketing communication tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20marketing" title="international marketing">international marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20mix" title=" marketing mix"> marketing mix</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20research" title=" marketing research"> marketing research</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium-sized%20enterprises" title=" small and medium-sized enterprises"> small and medium-sized enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20marketing" title=" strategic marketing"> strategic marketing</a> </p> <a href="https://publications.waset.org/abstracts/6412/international-marketing-in-business-practice-of-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6412.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4355</span> Canadian Business Leaders’ Phenomenological Online Education Expansion</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amna%20Khaliq">Amna Khaliq</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research project centers on Canadian business leaders’ phenomenological online education expansion by navigating the challenges faced by strategic leaders concerning the expansion of online education in the Canadian higher education sector from a business perspective. The study identifies the problems and opportunities of faculty members’ transition from traditional face-to-face to online instruction, particularly in the context of technology-enhanced learning (TEL), and their influence on the growth strategies of Canadian educational institutions. It explores strategic leaders’ approaches and the impact of emerging technologies to assist with developing and executing business strategies to expand online education in Canada. As online education has gained prominence in the country, this research addresses a relevant business problem for educational institutions. The research employs a phenomenological approach in the qualitative research design to conduct this investigation. The study interviews eighteen faculty members engaged in online education in Canada. The interview data is analyzed to answer the three research questions for strategic leaders to expand online education with higher education institutions in Canada. The recommendations include 1) data privacy, infrastructure, security, and technology, 2) support and training for student engagement, 3) accessibility and inclusion, and 4) collaboration among institutions associated with expanding online education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title="strategic leadership">strategic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=Canada" title=" Canada"> Canada</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/179525/canadian-business-leaders-phenomenological-online-education-expansion" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179525.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">64</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4354</span> A Quantitative Study about Assessing the Effectiveness of Electronic Customer Relationship Management: A Case of Two Hotels in Mauritius</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shaheena%20Erkiah">Shaheena Erkiah</a>, <a href="https://publications.waset.org/abstracts/search?q=Adjnu%20Damar%20Ladkoo"> Adjnu Damar Ladkoo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Worldwide, improving tourism competitiveness has been on the agendas of many stakeholders of the hotel sector, and they seem to have agreed that one of the best ways to compete is via the implementation of electronic customer relationship management (e-CRM). In so doing, the organizations enjoy strategic positioning on the competitive market by managing better not only the customers but, other business components including knowledge and employee management. Over the recent years, the tourism industry in Mauritius has witnessed a drastic economic boom at international and national levels; providing a new outlook to boost business performance through existing and potential customers. E-CRM has been one of the management tools used to achieving this position. Thus, this insightful context- Mauritius- was opted for the study. The aim was to assess the effectiveness of e-CRM as a strategic tool in the hotel sector in Mauritius through the implementation of business strategy to create competitive advantage and impact on the business performance. To achieve the objectives of the study, a quantitative research methodology was adopted and the research revealed that e-CRM is indeed an effective strategic tool in the hotel industry in Mauritius that can provide a competitive advantage and impact positively on the organization’s performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer" title="customer">customer</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic" title=" electronic"> electronic</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship" title=" relationship"> relationship</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic" title=" strategic"> strategic</a> </p> <a href="https://publications.waset.org/abstracts/99782/a-quantitative-study-about-assessing-the-effectiveness-of-electronic-customer-relationship-management-a-case-of-two-hotels-in-mauritius" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/99782.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">146</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4353</span> Strategies for Success: Strategic Thinking’s Critical Role in Entrepreneurial</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Silvia%20Rahmita">Silvia Rahmita</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Entrepreneurial success is crucial for economic growth, competitiveness, and job creation, yet many entrepreneurs face failure due to various challenges. This paper explores the critical role of strategic thinking in mitigating entrepreneurial failure. Entrepreneurial competencies—encompassing knowledge, skills, and traits—are essential for creating and growing ventures. Despite these competencies, numerous entrepreneurs fail due to poor management, inadequate support, and ineffective policies. The paper categorizes entrepreneurial failures into financial, operational, market, product or service, strategic, leadership, legal, human capital, technological, and environmental failures. Each failure type can be addressed through strategic thinking, which involves foresight, balancing short-term and long-term goals, and hypothesis-driven processes. By integrating strategic thinking into their approach, entrepreneurs can enhance risk management, adapt to market changes, and sustain growth. This process involves setting clear goals, innovating products, and maintaining a competitive edge. Ultimately, strategic thinking provides a framework for proactive planning, adaptation, and continuous improvement, reducing the likelihood of failure and ensuring long-term success. Entrepreneurs who prioritize strategic thinking are better equipped to navigate the complexities of the business environment and achieve sustainable growth. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20failure" title="entrepreneurial failure">entrepreneurial failure</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20thinking" title=" strategic thinking"> strategic thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20failure" title=" business failure"> business failure</a> </p> <a href="https://publications.waset.org/abstracts/186890/strategies-for-success-strategic-thinkings-critical-role-in-entrepreneurial" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186890.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">40</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4352</span> Social Networks in Business: The Complex Concept of Wasta and the Impact of Islam on the Perception of This Practice</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sa%27ad%20Ali">Sa'ad Ali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study explores wasta as an example of a social network and how it impacts business practice in the Arab Middle East, drawing links with social network impact in different regions of the world. In doing so, particular attention will be paid to the socio-economic and cultural influences on business practice. In exploring relationships in business, concepts such as social network analysis, social capital and group identity are used to explore the different forms of social networks and how they influence business decisions and practices in the regions and countries where they prevail. The use of social networks to achieve objectives is known as guanxi in China, wasta in the Arab Middle East and blat in ex-Soviet countries. Wasta can be defined as favouritism based on tribal and family affiliation and is a widespread practice that has a substantial impact on political, social and business interactions in the Arab Middle East. Within the business context, it is used in several ways, such as to secure a job or promotion or to cut through bureaucracy in government interactions. The little research available is fragmented, and most studies reveal a negative attitude towards its usage in business. Paradoxically, while wasta is widely practised, people from the Arab Middle East often deny its influence. Moreover, despite the regular exhibition of a negative opinion on the practice of wasta, it can also be a source of great pride. This paper addresses this paradox by conducting a positional literature review, exploring the current literature on wasta and identifying how the identified paradox can be explained. The findings highlight how wasta, to a large extent, has been treated as an umbrella concept, whilst it is a highly complex practice which has evolved from intermediary wasta to intercessory wasta and therefore from bonding social capital relationships to more bridging social capital relationships. In addition, the research found that Islam, as the predominant religion in the region and the main source of ethical guidance for the majority of people from the region, plays a substantial role in this paradox. Specifically, it is submitted that wasta can be viewed positively in Islam when it is practised to aid others without breaking Islamic ethical guidelines, whilst it can be viewed negatively when it is used in contradiction with the teachings of Islam. As such, the unique contribution to knowledge of this study is that it ties together the fragmented literature on wasta, highlighting and helping us understand its complexity. In addition, it sheds light on the role of Islam in wasta practices, aiding our understanding of the paradoxical nature of the practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20ethics" title="Islamic ethics">Islamic ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20capital" title=" social capital"> social capital</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networks" title=" social networks"> social networks</a>, <a href="https://publications.waset.org/abstracts/search?q=Wasta" title=" Wasta"> Wasta</a> </p> <a href="https://publications.waset.org/abstracts/89694/social-networks-in-business-the-complex-concept-of-wasta-and-the-impact-of-islam-on-the-perception-of-this-practice" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89694.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">146</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4351</span> Management of Intellectual Property Rights: Strategic Patenting</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Waheed%20Oseni">Waheed Oseni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article reviews emergent global trends in intellectual property protection and identifies patenting as a strategic initiative. Recent developments in software and method of doing business patenting are fast transforming the e‐business landscape. The article discusses the emergent global regulatory framework concerning intellectual property rights and the strategic value of patenting. Important features of a corporate patenting portfolio are described. Superficially, the e‐commerce landscape appears to be dominated by dotcom start-ups or the “dotcomization” of existing brick and mortar companies. But, in reality, at its very bedrock is intellectual property (IP). In this connection, the recent avalanche of patenting of software and method‐of‐doing‐business (MDB) in the USA is a very significant development with regard to rules governing IP rights and, therefore, e‐commerce. Together with the World Trade Organization’s (WTO) IP rules, there is an emerging global regulatory framework for IP rights, an understanding of which is necessary for designing effective e‐commerce strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intellectual%20property" title="intellectual property">intellectual property</a>, <a href="https://publications.waset.org/abstracts/search?q=patents" title=" patents"> patents</a>, <a href="https://publications.waset.org/abstracts/search?q=methods" title=" methods"> methods</a>, <a href="https://publications.waset.org/abstracts/search?q=computer%20software" title=" computer software"> computer software</a> </p> <a href="https://publications.waset.org/abstracts/33266/management-of-intellectual-property-rights-strategic-patenting" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33266.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">526</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4350</span> Simultaneous Relationship among Strategic Corporate Social Responsibility, Corporate Governance, and Firm Performance: Evidence from Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Diar%20Sari">Ayu Diar Sari</a>, <a href="https://publications.waset.org/abstracts/search?q=Sidharta%20Utama"> Sidharta Utama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this study is to examine the empirical association among strategic corporate social responsibility (Strategic CSR), corporate governance (CG), and firm performance by investigating their causal effects. In order to get the comprehensive result, this study uses CSR variables which consist of Strategic CSR, Non-Strategic CSR and CSR as a whole. Exerting the two stage least square (2SLS) method, the result showed that CG mechanism positively influences CSR, Non-Strategic CSR, and firm performance (both ROA and PBV). CSR and Non-Strategic CSR positively influence ROA. Meanwhile CSR, Strategic and Non-Strategic CSR positively influence PBV. Firm’s Strategic CSR engagement plays a significantly positive role in enhancing PBV. The results supported the social impact hypothesis, agency theory, and conflict resolution theory. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20financial%20performance" title="corporate financial performance">corporate financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20corporate%20social%20responsibility" title=" strategic corporate social responsibility"> strategic corporate social responsibility</a> </p> <a href="https://publications.waset.org/abstracts/41310/simultaneous-relationship-among-strategic-corporate-social-responsibility-corporate-governance-and-firm-performance-evidence-from-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41310.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">301</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4349</span> Social Enterprise Strategies for Financial Sustainability in the Economic Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adam%20Bereczk">Adam Bereczk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to persistent socioeconomic problems regarding sustainability and labour market equilibrium in Europe, the subjects of social economy gained considerable academic attention recently. At the meantime, social enterprises pursuing the double bottom line criteria, struggling to find the proper management philosophies and strategies to make their social purpose business financially sustainable. Despite the strategic management literature was developed mainly on the bases of large corporations, in the past years, the interpretation of strategy concepts became a frequent topic in scientific discussions in the case of small and medium-sized enterprises also. The topic of strategic orientations is a good example of the trend. However, less is known about the case of social enterprises, despite the fact, the majority of them are small businesses engaged in real business activities. The main purpose of this work is to give a comprehensive summary of different perspectives regarding the interpretations of strategic orientations of social enterprises. The novelty of this work is it shows the previous outcomes and models of scholars from various fields of economic science who tried to intertwine the two spheres in different forms, methodize the findings and draw attention to the shortcomings. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title="social enterprises">social enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20sustainability" title=" business sustainability"> business sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientations" title=" strategic orientations"> strategic orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/94083/social-enterprise-strategies-for-financial-sustainability-in-the-economic-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94083.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4348</span> The Strategic Engine Model: Redefined Strategy Structure, as per Market-and Resource-Based Theory Application, Tested in the Automotive Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Krassimir%20Todorov">Krassimir Todorov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the paper is to redefine the levels of structure of corporate, business and functional strategies that were established over the past several decades, to a conceptual model, consisting of corporate, business and operations strategies, that are reinforced by functional strategies. We will propose a conceptual framework of different perspectives in the role of strategic operations as a separate strategic place and reposition the remaining functional strategies as supporting tools, existing at all three levels. The proposed model is called ‘the strategic engine’, since the mutual relationships of its ingredients are identical with main elements and working principle of the internal combustion engine. Based on theoretical essence, related to every strategic level, we will prove that the strategic engine model is useful for managers seeking to safeguard the competitive advantage of their companies. Each strategy level is researched through its basic elements. At the corporate level we examine the scope of firm’s product, the vertical and geographical coverage. At the business level, the point of interest is limited to the SWOT analysis’ basic elements. While at operations level, the key research issue relates to the scope of the following performance indicators: cost, quality, speed, flexibility and dependability. In this relationship, the paper provides a different view for the role of operations strategy within the overall strategy concept. We will prove that the theoretical essence of operations goes far beyond the scope of traditionally accepted business functions. Exploring the applications of Resource-based theory and Market-based theory within the strategic levels framework, we will prove that there is a logical consequence of the theoretical impact in corporate, business and operations strategy – at every strategic level, the validity of one theory is substituted to the level of the other. Practical application of the conceptual model is tested in automotive industry. Actually, the proposed theoretical concept is inspired by a leading global automotive group – Inchcape PLC, listed on the London Stock Exchange, and constituent of the FTSE 250 Index. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title="business strategy">business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20strategy" title=" corporate strategy"> corporate strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=functional%20strategies" title=" functional strategies"> functional strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=operations%20strategy" title=" operations strategy"> operations strategy</a> </p> <a href="https://publications.waset.org/abstracts/107035/the-strategic-engine-model-redefined-strategy-structure-as-per-market-and-resource-based-theory-application-tested-in-the-automotive-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107035.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">173</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4347</span> Measuring Business Strategy and Information Systems Alignment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amit%20Saraswat">Amit Saraswat</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruchi%20Tewari"> Ruchi Tewari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The research paper aims at understanding the alignment of business and IT in the Indian context and the business value attached to such an alignment. Methodology: The study is conducted in two stages. Stage one: Bibliographic research was conducted to evolve the parameters for defining alignment. Stage two: Evolving a model for strategic alignment to conduct an empirical study. The model is defined in terms of four fundamental domains of strategic management choice – business strategy, information strategy, organizational structure, and information technology structure. A survey through a questionnaire was conducted across organizations from 4 different industries and Structure Equation Modelling (SEM) technique is used for validating the model. Findings: In the Indian scenario all the subscales of alignment could not be validated. It could be validated that organizational strategy impacts information strategy and information technology structure. Research Limitations: The study is limited to the Indian context. Business IT alignment may be culture dependent so further research is required to validate the model in other cultures. Originality/Value: In the western world several models of alignment of business strategy and information systems is available but they do not measure the extent of alignment which the current study in the Indian context. Findings of the study can be used by managers in strategizing and understanding their business and information systems needs holistically and cohesively leading to efficient use of resources and output. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title="business strategy">business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology%20%28IT%29" title=" information technology (IT)"> information technology (IT)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20IT%20alignment" title=" business IT alignment"> business IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=SEM" title=" SEM"> SEM</a> </p> <a href="https://publications.waset.org/abstracts/1744/measuring-business-strategy-and-information-systems-alignment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1744.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">388</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4346</span> Application of Analytic Hierarchy Process Model to Weight and Prioritize Challenges and Barriers to Strategic Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Mehdi%20Mohebi">Mohammad Mehdi Mohebi</a>, <a href="https://publications.waset.org/abstracts/search?q=Nima%20Kazempour"> Nima Kazempour</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Naeim%20Kazempour"> Mohammad Naeim Kazempour </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic thinking enables managers to find out what factors are effective in achieving the desired goals and how these factors create value for the customer. Strategic thinking can be interpreted as a form of mental and inner strength in the manager, who by utilizing it, while considering the conditions of the environment and unstable global environment changes, takes decisions, and plans actions, and designs the strategy of his organization in today's changing and unsustainable business environment. Strategic thinking is very important in today’s business world, because without this thinking, the organization's efforts to achieve developed strategies will not be effective. In this study, through a detailed study of the challenges and barriers to strategic thinking that is carried out by various scholars and experts theoretically and experimentally, 7 major factors were identified. Then, based on these main factors of challenges and related elements, a tool in the form of a questionnaire was developed in order to determine their importance and priority from the perspective of strategic management experts. Using statistical tests the reliability and validity of this instrument, including its structural validity, has been examined and approved using factor analysis. These factors are weighted and prioritized using AHP techniques and the opinions of scholars and experts. Prioritization of barriers to strategic thinking include: lack of participatory management, lack of a systematic approach, difficulty in aligning the organization members, lack of incentive organizational culture, behavioural and internal barriers of managers, lack of key managers and lack of access to timely and accurate information. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20thinking" title="strategic thinking">strategic thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges%20and%20barriers%20to%20strategic%20thinking" title=" challenges and barriers to strategic thinking"> challenges and barriers to strategic thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=EN%20bank" title=" EN bank"> EN bank</a>, <a href="https://publications.waset.org/abstracts/search?q=AHP%20method" title=" AHP method"> AHP method</a> </p> <a href="https://publications.waset.org/abstracts/20895/application-of-analytic-hierarchy-process-model-to-weight-and-prioritize-challenges-and-barriers-to-strategic-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20895.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">546</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4345</span> Internationalization Using Strategic Alliances: A Comparative Study between Family and Non-Family Businesses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Guadalupe%20Fuentes-Lombardo">Guadalupe Fuentes-Lombardo</a>, <a href="https://publications.waset.org/abstracts/search?q=Manuel%20Carlos%20Vallejo-Martos"> Manuel Carlos Vallejo-Martos</a>, <a href="https://publications.waset.org/abstracts/search?q=Rub%C3%A9n%20Fern%C3%A1ndez-Ortiz"> Rubén Fernández-Ortiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Miriam%20Cano-Rubio"> Miriam Cano-Rubio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The different ways in which companies enter foreign markets, exporting their products and direct investment and using strategic alliances or not, are influenced by a series of peculiarities specific to family businesses. In these companies, different systems, such as the family, property, and business overlap; giving them unique and specific characteristics which on occasions can enhance the development of cooperation agreements and in other situations can hinder them. Previous research has shown that these companies are more likely to enter into strategic alliances with certain specific features, and are more reluctant to take part in others in which some of the advantages of the family business are put at risk, such as control of ownership and decision-making over the company by the family, among others. These arguments show that there is a wide range of interesting aspects and peculiarities in the process of internationalization of the family business, although the research objectives of this paper focus on three in particular. Our first objective will be to discover why family businesses decide to establish or not strategic alliances in their internationalization processes in comparison with other companies that are not family owned. Secondly we will be identifying the idiosyncratic aspects of family businesses that favor or hinder the use of strategic alliances as a means of entering foreign markets. Our third and final objective will be to define the types of strategic alliance most commonly used by family businesses and the reasons why they choose these particular forms of alliance rather than others. We chose these research objectives for three main reasons. Firstly because research on this subject shows that alliances are the best way to begin the international expansion process, among other reasons because they provide the partners with different kinds of resources and capacity, so increasing the probability of successful internationalization. Secondly, because family and non-family businesses are often equipped with different types of resources and strategic alliances, offer them the chance to acquire resources less frequently found in family businesses. Thirdly, because the strengths and weaknesses of these companies could affect their decisions whether or not to use strategic alliances in their international expansion process and the success achieved in these alliances. As a result, these companies prefer to enter into cooperation agreements with conditions that do not put their specific status as family companies at risk. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=family%20business" title="family business">family business</a>, <a href="https://publications.waset.org/abstracts/search?q=internationalization" title=" internationalization"> internationalization</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20alliances" title=" strategic alliances"> strategic alliances</a>, <a href="https://publications.waset.org/abstracts/search?q=olive-oil%20and%20wine%20industry" title=" olive-oil and wine industry"> olive-oil and wine industry</a> </p> <a href="https://publications.waset.org/abstracts/15142/internationalization-using-strategic-alliances-a-comparative-study-between-family-and-non-family-businesses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15142.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">450</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=paradox%20of%20business%20strategic&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=paradox%20of%20business%20strategic&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=paradox%20of%20business%20strategic&page=4">4</a></li> <li class="page-item"><a class="page-link" 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