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intent</title> <meta name="description" content="Search results for: strategic intent"> <meta name="keywords" content="strategic intent"> <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 class="d-block d-lg-none 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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="strategic intent"> <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> 1686</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: strategic intent</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1686</span> An Analysis of the Strategic Pathway to Building a Successful Mobile Advertising Business in Nigeria: From Strategic Intent to Competitive Advantage</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pius%20A.%20Onobhayedo">Pius A. Onobhayedo</a>, <a href="https://publications.waset.org/abstracts/search?q=Eugene%20A.%20Ohu"> Eugene A. Ohu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nigeria has one of the fastest growing mobile telecommunications industry in the world. In the absence of fixed connection access to the Internet, access to the Internet is primarily via mobile devices. It, therefore, provides a test case for how to penetrate the mobile market in an emerging economy. We also hope to contribute to a sparse literature on strategies employed in building successful data-driven mobile businesses in emerging economies. We, therefore, sought to identify and analyse the strategic approach taken in a successful locally born mobile data-driven business in Nigeria. The analysis was carried out through the framework of strategic intent and competitive advantages developed from the conception of the company to date. This study is based on an exploratory investigation of an innovative digital company based in Nigeria specializing in the mobile advertising business. The projected growth and high adoption of mobile in this African country, coinciding with the smartphone revolution triggered by the launch of iPhone in 2007 opened a new entrepreneurial horizon for the founder of the company, who reached the conclusion that ‘the future is mobile’. This dream led to the establishment of three digital businesses, designed for convergence and complementarity of medium and content. The mobile Ad subsidiary soon grew to become a truly African network with operations and campaigns across West, East and South Africa, successfully delivering campaigns in several African countries including Nigeria, Kenya, South Africa, Ghana, Uganda, Zimbabwe, and Zambia amongst others. The company recently declared a 40% year-end profit which was nine times that of the previous financial year. This study drew from an in-depth interview with the company’s founder, analysis of primary and secondary data from and about the business, as well as case studies of digital marketing campaigns. We hinge our analysis on the strategic intent concept which has been proposed to be an engine that drives the quest for sustainable strategic advantage in the global marketplace. Our goal was specifically to identify the strategic intents of the founder and how these were transformed creatively into processes that may have led to some distinct competitive advantages. Along with the strategic intents, we sought to identify the respective absorptive capacities that constituted favourable antecedents to the creation of such competitive advantages. Our recommendations and findings will be pivotal information for anybody wishing to invest in the world’s fastest technology business space - Africa. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Africa" title="Africa">Africa</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=digital" title=" digital"> digital</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20business" title=" mobile business"> mobile business</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20intent" title=" strategic intent"> strategic intent</a> </p> <a href="https://publications.waset.org/abstracts/56997/an-analysis-of-the-strategic-pathway-to-building-a-successful-mobile-advertising-business-in-nigeria-from-strategic-intent-to-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56997.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">436</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">1685</span> Looking Elsewhere for Job: Relationship between Procedural Justice and Survivors’ Turnover Intent in Consolidated Nigeria Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fasanmi%20Samuel%20Sunday">Fasanmi Samuel Sunday</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study examines the relationship between procedural justice and turnover intent among survivors in a consolidated Nigeria bank. Opinions of eight hundred and eighty five staff of First City Monumental Bank and Finbank who survived the consolidated process were conveniently sampled using battery of tests. Two hypotheses were tested for this study. Results revealed that procedural justice and demographic variables (sex, age, previous banking job experience, and year of work experience) were significantly, independently and jointly influence turnover intent among survivors in consolidated banks in Nigeria. Also, there was a significant relationship between procedural justice and turnover intent among survivors in a consolidated bank in Nigeria. It was recommended that if the workers perceived the process of downsizing to be fair, they tend to reason with their management and coast along with the process rather than increasing in their turnover intent which will eventually drastically reduce the profitability matrix which the banks desired so desperately. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bankers" title="bankers">bankers</a>, <a href="https://publications.waset.org/abstracts/search?q=procedural%20justice" title=" procedural justice"> procedural justice</a>, <a href="https://publications.waset.org/abstracts/search?q=sex" title=" sex"> sex</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intent" title=" turnover intent"> turnover intent</a> </p> <a href="https://publications.waset.org/abstracts/15576/looking-elsewhere-for-job-relationship-between-procedural-justice-and-survivors-turnover-intent-in-consolidated-nigeria-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15576.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">513</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">1684</span> Assertion-Driven Test Repair Based on Priority Criteria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ruilian%20Zhao">Ruilian Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Shukai%20Zhang"> Shukai Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yan%20Wang"> Yan Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Weiwei%20Wang"> Weiwei Wang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Repairing broken test cases is an expensive and challenging task in evolving software systems. Although an automated repair technique with intent preservation has been proposed, but it does not take into account the association between test repairs and assertions, leading to a large number of irrelevant candidates and decreasing the repair capability. This paper proposes an assertion-driven test repair approach. Furthermore, an intent-oriented priority criterion is raised to guide the repair candidate generation, making the repairs closer to the intent of the test. In more detail, repair targets are determined through post-dominance relations between assertions and the methods that directly cause compilation errors. Then, test repairs are generated from the target in a bottom-up way, guided by the intent-oriented priority criteria. Finally, the generated repair candidates are prioritized to match the original test intent. The approach is implemented and evaluated on the benchmark of 4 open-source programs and 91 broken test cases. The result shows that the approach can fix 89% (81/91) of broken test cases, which is more effective than the existing intentpreserved test repair approach, and our intent-oriented priority criteria work well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=test%20repair" title="test repair">test repair</a>, <a href="https://publications.waset.org/abstracts/search?q=test%20intent" title=" test intent"> test intent</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20test" title=" software test"> software test</a>, <a href="https://publications.waset.org/abstracts/search?q=test%20case%20evolution" title=" test case evolution"> test case evolution</a> </p> <a href="https://publications.waset.org/abstracts/166462/assertion-driven-test-repair-based-on-priority-criteria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166462.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">129</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">1683</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">300</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">1682</span> Notions of Criticality in Strategic Management of Hospitality Services in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chigozie%20P.%20Ugochukwu%20Okoro">Chigozie P. Ugochukwu Okoro</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While the needs of the traveling public are becoming more evolving due to the ever-changing tourism ecosphere; there is a seeming inability to sustain competitive advantage through hospitality enterprise service quality differentials and effective service delivery. Contending with these evolving needs demands a re-assessment of the notions that drive service evolvement thoughts pattern and service delivery processes management in the hospitality enterprise. The intent of this study was to explicate the trends of the evolving needs of the traveling public that are critical to hospitality enterprise service management. The hypothetical study used customer satisfaction to dissect the strategic implication of perception, experience, and socio-cultural engagements in customization of hospitality enterprise services. The study found out that customer perception is cognitive and does not shape service customization. The study also elucidated that customer experience which can be evaluated, is critical in service structure determination and delivery. Socio-cultural engagement is intrinsic in driving service diversification. The study recommends tourists’ audit and cognitive insights as strategic actions for re-designing service efficiency and delivery in hospitality enterprise service management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hospitality%20enterprise%20services" title="hospitality enterprise services">hospitality enterprise services</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=quality%20service%20delivery" title=" quality service delivery"> quality service delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=notions%20of%20criticality" title=" notions of criticality"> notions of criticality</a> </p> <a href="https://publications.waset.org/abstracts/110045/notions-of-criticality-in-strategic-management-of-hospitality-services-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110045.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">1681</span> Strategic Planning in South African Higher Education </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Noxolo%20Mafu">Noxolo Mafu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study presents an overview of strategic planning in South African higher education institutions by tracing its trends and mystique in order to identify its impact. Over the democratic decades, strategic planning has become integral to institutional survival. It has been used as a potent tool by several institutions to catch up and surpass counterparts. While planning has always been part of higher education, strategic planning should be considered different. Strategic planning is primarily about development and maintenance of a strategic fitting between an institution and its dynamic opportunities. This presupposes existence of sets of stages that institutions pursue of which, can be regarded for assessment of the impact of strategic planning in an institution. The network theory serves guides the study in demystifying apparent organisational networks in strategic planning processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=network%20theory" title="network theory">network theory</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=planning" title=" planning"> planning</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment" title=" assessment"> assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=impact" title=" impact"> impact</a> </p> <a href="https://publications.waset.org/abstracts/57681/strategic-planning-in-south-african-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57681.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">562</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">1680</span> The Roles of Pay Satisfaction and Intent to Leave on Counterproductive Work Behavior among Non-Academic University Employees </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abiodun%20Musbau%20Lawal">Abiodun Musbau Lawal</a>, <a href="https://publications.waset.org/abstracts/search?q=Sunday%20Samson%20Babalola"> Sunday Samson Babalola</a>, <a href="https://publications.waset.org/abstracts/search?q=Uzor%20Friday%20Ordu"> Uzor Friday Ordu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Issue of employees counterproductive work behavior in government owned organization in emerging economies has continued to be a major concern. This study investigated the factors of pay satisfaction, intent to leave and age as predictors of counterproductive work behavior among non-academic employee in a Nigerian federal government owned university. A sample of 200 non-academic employees completed questionnaires. Hierarchical multiple regression was conducted to determine the contribution of each of the predictor variables on the criterion variable on counterproductive work behavior. Results indicate that age of participants (β = -.18; p < .05) significantly independently predicted CWB by accounting for 3% of the explained variance. Addition of pay satisfaction (β = -.14; p < .05) significantly accounted for 5% of the explained variance, while intent to leave (β = -.17; p < .05) further resulted in 8% of the explained variance in counterproductive work behavior. The importance of these findings with regards to reduction in counterproductive work behavior is highlighted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=counterproductive" title="counterproductive">counterproductive</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20behaviour" title=" work behaviour"> work behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=pay%20satisfaction" title=" pay satisfaction"> pay satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=intent%20to%20leave" title=" intent to leave"> intent to leave</a> </p> <a href="https://publications.waset.org/abstracts/57766/the-roles-of-pay-satisfaction-and-intent-to-leave-on-counterproductive-work-behavior-among-non-academic-university-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57766.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">384</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">1679</span> The Impact of Level and Consequence of Service Co-Recovery on Post-Recovery Satisfaction and Repurchase Intent</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chia-Ching%20Tsai">Chia-Ching Tsai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In service delivery, interpersonal interaction is the key to customer satisfaction, and apparently, the factor of human is critical in service delivery. Besides, customers quite care about the consequences of co-recovery. Thus, this research focuses on service failure caused by other customers and uses a 2x2 factorial design to investigate the impact of consequence and level of service co-recovery on post-recovery satisfaction and repurchase intent. 150 undergraduates were recruited as participants, and assigned to one of the four cells randomly. Every participant was requested to read the scenario and then rated the post-recovery satisfaction and repurchase intent. The results show that under the condition of failed co-recovery, level of co-recovery has no effect on post-recovery satisfaction, while under the condition of successful co-recovery, high-level co-recovery causes significantly higher post-recovery satisfaction than low-level co-recovery. Moreover, post-recovery satisfaction has significantly positive impact on repurchase intent. In the system of service delivery, customers interact with other customers frequently. Therefore, comparing with the literature, this research focuses on the service failure caused by other customers. This research also supplies a better understanding of customers’ view on consequences of different levels of co-recovery, which is helpful for the practitioners to make use of co-recovery. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=service%20failure" title="service failure">service failure</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20co-recovery" title=" service co-recovery"> service co-recovery</a>, <a href="https://publications.waset.org/abstracts/search?q=consequence%20of%20co-recovery" title=" consequence of co-recovery"> consequence of co-recovery</a>, <a href="https://publications.waset.org/abstracts/search?q=level%20of%20co-recovery" title=" level of co-recovery"> level of co-recovery</a>, <a href="https://publications.waset.org/abstracts/search?q=post-recovery%20satisfaction" title=" post-recovery satisfaction"> post-recovery satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=repurchase%20intent" title=" repurchase intent"> repurchase intent</a> </p> <a href="https://publications.waset.org/abstracts/78948/the-impact-of-level-and-consequence-of-service-co-recovery-on-post-recovery-satisfaction-and-repurchase-intent" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78948.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">420</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">1678</span> Establishing a Strategic Agenda for Online MBA Program: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Turkyh%20Alotibi">Turkyh Alotibi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghadah%20Obeid%20Alrasheed"> Ghadah Obeid Alrasheed</a>, <a href="https://publications.waset.org/abstracts/search?q=Afaf%20Saad%20Alshaibani"> Afaf Saad Alshaibani</a>, <a href="https://publications.waset.org/abstracts/search?q=Moneerah%20Obeid%20Alrasheed"> Moneerah Obeid Alrasheed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study explores factors that influence MBA enrolment and investigates strategic prerequisites for developing a viable online MBA program at Alfaisal University in the Kingdom of Saudi Arabia. It compares students’ perspectives about online MBA against the face-to-face on-site MBA program. With the self-administered online survey tool, we collected data from 52 first- and second-year MBA students enrolled at Alfaisal University for the 2021 Fall Semester. The data from the survey questionnaire, distributed at the university’s College of Business, reports that approximately 60% of MBA students prefer face-to-face, in-person courses. Their preference for considering an online MBA, primarily rests on two factors, the university’s ranking (68% would enroll for an online MBA program offered by Harvard Business School) and 34.07% for the program timing (timetable). Alfaisal University’s outstanding ranking makes it viable to offer an online MBA either independently or in collaboration with other internationally reputed business schools. The paper contains useful insights to set “the strategic agenda for Online MBA program” in no accredited University but with a good reputation. The information from the case study could be useful for supporting the strategic intent to start an Online MBA program in Saudi Arabia. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=online%20MBA" title="online MBA">online MBA</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20education%20demand" title=" online education demand"> online education demand</a>, <a href="https://publications.waset.org/abstracts/search?q=university%20management" title=" university management"> university management</a>, <a href="https://publications.waset.org/abstracts/search?q=course%20evaluation" title=" course evaluation"> course evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=blended%20learning" title=" blended learning"> blended learning</a> </p> <a href="https://publications.waset.org/abstracts/158941/establishing-a-strategic-agenda-for-online-mba-program-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158941.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">126</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">1677</span> The Moderation Effect of Critical Item on the Strategic Purchasing: Quality Performance Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kwong%20Yeung">Kwong Yeung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Theories about strategic purchasing and quality performance are underdeveloped. Understanding the evolving role of purchasing from reactive to proactive is a pressing strategic issue. Using survey responses from 176 manufacturing and electronics industry professionals, we study the relationships between strategic purchasing and supply chain partners’ quality performance to answer the following questions: Can transaction cost economics be used to elucidate the strategic purchasing-quality performance relationship? Is this strategic purchasing-quality performance relationship moderated by critical item analysis? The findings indicate that critical item analysis positively and significantly moderates the strategic purchasing-quality performance relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20item%20analysis" title="critical item analysis">critical item analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=moderation" title=" moderation"> moderation</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20performance" title=" quality performance"> quality performance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20purchasing" title=" strategic purchasing"> strategic purchasing</a>, <a href="https://publications.waset.org/abstracts/search?q=transaction%20cost%20economics" title=" transaction cost economics"> transaction cost economics</a> </p> <a href="https://publications.waset.org/abstracts/15349/the-moderation-effect-of-critical-item-on-the-strategic-purchasing-quality-performance-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15349.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">563</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">1676</span> Strategic Maintenance Management of Built Facilities in an Organisation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anita%20D.%20Adamu">Anita D. Adamu</a>, <a href="https://publications.waset.org/abstracts/search?q=Winston%20M.%20W.%20Shakantu"> Winston M. W. Shakantu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintenance management is no longer a stand-alone activity. It has now assumed a strategic position in many organisations that have recognised its importance in achieving primary goals and a key aspect of effective management of facilities. This paper aims at providing an understanding of the role and function of strategic management in creating and sustaining an effective maintenance management system in an organisation. The background provides an articulated concept and principles of strategic management. The theoretical concepts paved way for a conceptual framework for which strategic management can be integrated into the maintenance management system of an organisation to improve effectiveness in the maintenance of facilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=facilities" title="facilities">facilities</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance%20management" title=" maintenance management"> maintenance management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisations" title=" organisations"> organisations</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/40969/strategic-maintenance-management-of-built-facilities-in-an-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40969.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">409</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">1675</span> Strategic Alliances of US Engineering and Construction Companies in China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zonggui%20Chen">Zonggui Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuhong%20Wang"> Yuhong Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yun%20Le"> Yun Le</a> </p> <p class="card-text"><strong>Abstract:</strong></p> U.S. engineering and construction companies have increased their presence in China. A strategy for them to enter and operate in China is to forge strategic alliances with local firms. Managing the differences in motives and cultures and using proper controls are essential for a productive strategic alliance. Based on literature and in-depth interviews, this paper examines the differences in motives and cultures within Sino–U.S. strategic alliances and the impacts of the differences on control mechanisms. This paper not only contributes to a better understanding of cross-border strategic alliances in construction, but also facilitates the operation of the alliances. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20alliance" title="strategic alliance">strategic alliance</a>, <a href="https://publications.waset.org/abstracts/search?q=Chinese%20construction%20industry" title=" Chinese construction industry"> Chinese construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=motives" title=" motives"> motives</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20differences" title=" cultural differences"> cultural differences</a> </p> <a href="https://publications.waset.org/abstracts/18574/strategic-alliances-of-us-engineering-and-construction-companies-in-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18574.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">327</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">1674</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">382</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">1673</span> Evaluation of European Surveys in the Area of Health and Safety at Work and Identification of New Risks in the Labor Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alena%20Dadova">Alena Dadova</a>, <a href="https://publications.waset.org/abstracts/search?q=Katarina%20Holla"> Katarina Holla</a>, <a href="https://publications.waset.org/abstracts/search?q=Anna%20Cidlinova"> Anna Cidlinova</a>, <a href="https://publications.waset.org/abstracts/search?q=Linda%20Makovicka%20Osvaldova"> Linda Makovicka Osvaldova</a>, <a href="https://publications.waset.org/abstracts/search?q=Jiri%20Vala"> Jiri Vala</a>, <a href="https://publications.waset.org/abstracts/search?q=Samuel%20Kockar"> Samuel Kockar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Occupational health and safety (ASH) is an area in which procedures and applications are constantly evolving and changing through legislation and new directives and guidelines. In this way, the relevant organizations strive to ensure continuous progress and the advantage of up-to-date information to ensure safety and prevent occupational accidents. Three ESENER surveys have been carried out in the European Union, led by the Agency for Safety and Health at Work (EU-OSHA). On the basis of surveys, it was determined how European workplaces manage risks and how they manage the field of safety and health protection at work. Thousands of companies and organizations in the European Union were involved in the surveys. Organizations and businesses were presented with a questionnaire that focused on the following topics: the impact of general risks on the field of OSH and the possibility of their management, psychosocial risks and other factors such as stress, harassment and bullying, and employee participation in OSH procedures. The article is dedicated to the fundamental conclusions from these surveys and their subsequent connection with the strategic intent of the Strategic Framework of European Union for the years 2021 - 2027. In the conclusion, emerging risks are identified and EU will soon have to deal with them. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ESENER" title="ESENER">ESENER</a>, <a href="https://publications.waset.org/abstracts/search?q=emerging%20risks" title=" emerging risks"> emerging risks</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20framework%20in%20OSH" title=" strategic framework in OSH"> strategic framework in OSH</a>, <a href="https://publications.waset.org/abstracts/search?q=EU" title=" EU"> EU</a> </p> <a href="https://publications.waset.org/abstracts/157711/evaluation-of-european-surveys-in-the-area-of-health-and-safety-at-work-and-identification-of-new-risks-in-the-labor-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/157711.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">114</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">1672</span> Strategic Orientation of Islamic Banks: A Review of Strategy Language</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Imam%20Uddin">Imam Uddin</a>, <a href="https://publications.waset.org/abstracts/search?q=Imtiaz%20Ahmed%20Memon"> Imtiaz Ahmed Memon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper analyzes the ideological contextuality of market oriented strategy language used by Industry leaders to envision the future of Islamic financial Institutions (IFIs) in the light of Wittgenstein language-games and Foucault’s power-discourse framework. The analysis infers that the explicit market orientation of strategy language and modern knowledge of finance now defines various concepts related of Islamic finance, let alone Islamic finance theory itself. Theorizing and practicing Islamic finance therefore under the dominant influence of modern strategy discourse and modern knowledge of finance has significant implications for developing an ethical and spiritual orientation of Islamic banks. The concerned academia and scholarship therefore need to review such trends and work around the possible degradation to the public image of IFIs and resulting disappointments of religiously inspired customers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20finance%20discourse" title="Islamic finance discourse">Islamic finance discourse</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20discourse" title=" strategy discourse"> strategy discourse</a>, <a href="https://publications.waset.org/abstracts/search?q=language%20games" title=" language games"> language games</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20intent" title=" strategic intent"> strategic intent</a>, <a href="https://publications.waset.org/abstracts/search?q=productive%20misunderstanding" title=" productive misunderstanding"> productive misunderstanding</a> </p> <a href="https://publications.waset.org/abstracts/45420/strategic-orientation-of-islamic-banks-a-review-of-strategy-language" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45420.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">407</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">1671</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">1670</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">1669</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">389</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">1668</span> Socio Economic Deprivation, Institutional Outlay and the Intent of Mobile Snatching and Street Assaults in Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asad%20Salahuddin">Asad Salahuddin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Crime rates seem to be severely augmenting over the past several years in Pakistan which has perpetuated concerns as to what, when and how this upsurge will be eradicated. State institutions are posed to be in utmost perplexity, given the enormity of worsening law and order situation, compelling government on the flip side to expend more resources in strengthening institutions to confront crime, whereas, the economy has been confronted with massive energy crisis, mass unemployment and considerable inflation which has rendered most of the people into articulate apprehension as to how to satisfy basic necessities. A framework to investigate the variability in the rising street crimes, as affected by social and institutional outcomes, has been established using a cross-sectional study. Questionnaire, entailing 7 sections incorporating numerous patterns of behavior and history of involvement in different crimes for potential street criminals was observed as data collection instrument. In order to specifically explicate the intent of street crimes on micro level, various motivational and de-motivational factors that stimulate people to resort to street crimes were scrutinized. Intent of mobile snatching and intent of street assault as potential dependent variables were examined using numerous variables that influence the occurrence and intent of these crimes using ordered probit along with ordered logit and tobit as competing models. Model Estimates asserts that intent of mobile snatching has been significantly enhanced owing to perceived judicial inefficiency and lower ability of police reforms to operate effectively, which signifies the inefficiency of institutions that are entitled to deliver justice and maintaining law and order respectively. Whereas, intent of street assaults, as an outcome, affirms that people with lack of self-stability and severe childhood punishments were more tempted to be involved in violent acts. Hence, it is imperative for government to render better resources in form of training, equipment and improved salaries to police and judiciary in order to enhance their abilities and potential to curb inflating crime. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=deprivation" title="deprivation">deprivation</a>, <a href="https://publications.waset.org/abstracts/search?q=street%20assault" title=" street assault"> street assault</a>, <a href="https://publications.waset.org/abstracts/search?q=self%20control" title=" self control"> self control</a>, <a href="https://publications.waset.org/abstracts/search?q=police%20reform" title=" police reform"> police reform</a> </p> <a href="https://publications.waset.org/abstracts/14796/socio-economic-deprivation-institutional-outlay-and-the-intent-of-mobile-snatching-and-street-assaults-in-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14796.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">427</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">1667</span> On the Differentiation of Strategic Spatial Planning Making Mechanisms in New Era: between Melbourne and Tianjin</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Z.%20Liu">Z. Liu</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Cao"> K. Cao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic spatial planning, which is taken as an effective and competitive way for the governors of the city to improve the development and management level of a city, has been blooming in recent years all over the world. In the context of globalization and informatization, strategic spatial planning must transfer its focus on three different levels: global, regional and urban. Internal and external changes in environmental conditions lead to new advances in strategic planning both theoretically and practically. However, such advances or changes respond differently to cities on account of different dynamic mechanisms. This article aims at two cities of Tianjin in China and Melbourne in Australia, through a comparative study on strategic planning, to explore the differentiation of mechanisms in urban planning making. By comparison and exploration, the purpose of this article is to exhibit two different planning worlds between western and Chinese in a new way nowadays. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=differentiation" title="differentiation">differentiation</a>, <a href="https://publications.waset.org/abstracts/search?q=Tianjin%20China" title=" Tianjin China"> Tianjin China</a>, <a href="https://publications.waset.org/abstracts/search?q=Melbourne%20Australia" title=" Melbourne Australia"> Melbourne Australia</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/7791/on-the-differentiation-of-strategic-spatial-planning-making-mechanisms-in-new-era-between-melbourne-and-tianjin" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7791.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">620</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">1666</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">379</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">1665</span> The Impact of Quality of Life on Satisfaction and Intent to Return for Distance Running</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chin-Huang%20Huang">Chin-Huang Huang</a>, <a href="https://publications.waset.org/abstracts/search?q=Chun-Chu%20Yeh"> Chun-Chu Yeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Physical activities have a positive impact on individuals’ health and well-being. They also play an important role in promoting quality of life (QoL). The distance running enhances participants’ life satisfaction and provides positive experiences in physical activity. This study aims to measure the perception of QoL and to find the effect on satisfaction and intent to return for distance runners. Exploratory factor analysis is carried out to extract four major factorial dimensions of QoL, including multiple functions, spiritual, physical and cognitive factors. The main factors of QoL will be introduced into the regression function on satisfaction and return intention. The results show that the QoL factors including multiple functions, spiritual, physical and cognitive factors have a positive and significant impact on satisfaction for participants. The multiple functions and physical factors are also significantly positively correlated to the intent of return for runners. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20life" title="quality of life">quality of life</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20activity" title=" physical activity"> physical activity</a>, <a href="https://publications.waset.org/abstracts/search?q=distance%20running" title=" distance running"> distance running</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/64300/the-impact-of-quality-of-life-on-satisfaction-and-intent-to-return-for-distance-running" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64300.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">465</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">1664</span> Geopolitical Architecture: The Strategic Complex in Indo Pacific Region </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muzammil%20Dar">Muzammil Dar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The confluence of trans-national interests and divergent approaches followed by multiple actors has surrounded the Indo-Pacific region with myriad of strategic complexes- Geo-Political, Geo-economic, and security. This paper has thus made a humble attempt to understand the Indo-Pacific strategic predicament from Asia-Pacific perspective. The portmanteau of Indo-Pacific strategic gamble has multiple actors from global powers to regional actors. On the indo-pacific waters, not only flow trade relations, but the tides of conflicts and controversies are striking these actors against each other. The alliance formation and infrastructure building has built-in threat perceptions from rivals vice-versa. The assertiveness of China as a reality and India’s ideological doctrine of peace and friendship, as well as American rebalancing against China, could be seen as clear and bright on the Indo-Pacific strategic portmanteau. ASEAN and Japan, too, have oscillating posturing in the strategic dilemma. The aim and objective of the paper are to sketch out the prospectus and prejudices of Indo-pacific strategic complex. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Indo%20Pacific" title="Indo Pacific">Indo Pacific</a>, <a href="https://publications.waset.org/abstracts/search?q=Asia%20Pacific" title=" Asia Pacific"> Asia Pacific</a>, <a href="https://publications.waset.org/abstracts/search?q=security%20and%20growth%20for%20all%20in%20the%20region" title=" security and growth for all in the region"> security and growth for all in the region</a>, <a href="https://publications.waset.org/abstracts/search?q=SAGAR" title=" SAGAR"> SAGAR</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN%20China" title=" ASEAN China"> ASEAN China</a> </p> <a href="https://publications.waset.org/abstracts/130130/geopolitical-architecture-the-strategic-complex-in-indo-pacific-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130130.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">153</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">1663</span> Exploring the Implementation of Strategic Management Process in Egyptian Five-Star Hotels: Resorts versus Downtown Hotels</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jailan%20Mohamed%20El%20Demerdash">Jailan Mohamed El Demerdash</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In consideration of the challenges and the fierce global competition that have emerged in today’s hotel industry, it was important to shed light on the subject of strategic management. In addition, five-star hotels play a crucial role in supporting the tourism industry and investment in Egypt. Therefore, this study aims at exploring the scope of implementing strategic management practices in five-star hotels in Egypt and examining the differences between resorts and downtown hotels regarding the implementation of a strategic management process. The impact of the difference in hotel types on the implementation of the strategic management process will be examined. Simple random sampling technique will be employed to select the sample from the target population, including hotels from Sharm El- Sheikh, Cairo, and Hurghada cities. The data collection instrument employed in the current study is an interviewer-administered questionnaire. Eventually, combining the results of the study with the literature review helped to present a number of recommendations that have to be directed to hotel managers in the area of strategic management practices. <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=strategic%20tools" title=" strategic tools"> strategic tools</a>, <a href="https://publications.waset.org/abstracts/search?q=five-star%20hotels" title=" five-star hotels"> five-star hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=resorts" title=" resorts"> resorts</a>, <a href="https://publications.waset.org/abstracts/search?q=downtown%20hotels" title=" downtown hotels"> downtown hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=Egypt" title=" Egypt"> Egypt</a> </p> <a href="https://publications.waset.org/abstracts/106779/exploring-the-implementation-of-strategic-management-process-in-egyptian-five-star-hotels-resorts-versus-downtown-hotels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/106779.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">144</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">1662</span> End to End Supply Chain Visibility – A Dynamic Capability View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Nafar">Mohammad Reza Nafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to get a better understanding of supply chain visibility for creating strategic value, this paper uses a dynamic capability lens to reveal the nature of supply chain visibility. This paper identifies the importance of supply chain visibility in driving supply chain reconfigurability and consequently improving supply chain strategic performance. Empirical evidence shows that visibility has a direct impact on supply chain strategic performance. It also supports that visibility is important for enhancing supply chain reconfigurability, thus creating strategic value in supply chains. Supply chain visibility, therefore, enables firms to reconfigure their supply chain resources for a better competitive advantage. From the perspective of practitioners, the results display several insights into how managers should create strategic value from supply chain visibility. Prominently, managers or decision-makers need to take advantage of supply chain visibility in order to use and recombine resources in a value creation manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20visibility" title="supply chain visibility">supply chain visibility</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20performance" title=" strategic performance"> strategic performance</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20mobilization" title=" resource mobilization"> resource mobilization</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20system" title=" information system"> information system</a> </p> <a href="https://publications.waset.org/abstracts/139379/end-to-end-supply-chain-visibility-a-dynamic-capability-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/139379.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">237</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">1661</span> Strategic Management Methods in Non-Profit Making Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20%C5%98eho%C5%99">P. Řehoř</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Hol%C3%A1tov%C3%A1"> D. Holátová</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20Dole%C5%BEalov%C3%A1"> V. Doležalová</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Paper deals with analysis of strategic management methods in non-profit making organization in the Czech Republic. Strategic management represents an aggregate of methods and approaches that can be applied for managing organizations - in this article the organizations which associate owners and keepers of non-state forest properties. Authors use these methods of strategic management: analysis of stakeholders, SWOT analysis and questionnaire inquiries. The questionnaire was distributed electronically via e-mail. In October 2013 we obtained data from a total of 84 questionnaires. Based on the results the authors recommend the using of confrontation strategy which improves the competitiveness of non-profit making organizations. <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=non-profit%20making%20organization" title=" non-profit making organization"> non-profit making organization</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20analysis" title=" strategy analysis"> strategy analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=SWOT%20analysis" title=" SWOT analysis"> SWOT analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a> </p> <a href="https://publications.waset.org/abstracts/9486/strategic-management-methods-in-non-profit-making-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9486.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">483</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">1660</span> The Roles, Strategic Coordination, and Alignment of CTOs: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shailendra%20Natraj">Shailendra Natraj</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristin%20Paetzold"> Kristin Paetzold</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20R.%20Katzy"> B. R. Katzy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The significant role of technology in strategic business decisions has created the need for executives who understand technology and recognize profitable applications to products, services and processes. The role of CTO’s is very complex within technology-based firms, which stretches from the technology aspects to the strategic goal and vision of the firm. Often the roles of CTOs scales from as functional leaders, strategic leaders or supera- functional leaders. In most of the companies the roles are unclear and fuzzy. We in our research are trying to explore each of the orientation and link between leadership types (functional, strategic and super functional) of CTOs, responsibilities, credibility and strategic and conceptual responsibilities. Approach: We conducted a comprehensive literature review with the available databank sources. Results: From the conducted literature review we could identify that most of the research work conducted so far were mainly distributed between roles and responsibilities of CTOs. The available sources pointed were limited to roles of CTOs as functional leaders. Contribution: In our findings based on the literature review, we could identify that apart from the conducted research what so far has not been focused yet are (a) The leadership types (mainly) strategic and super-functional leaders) of CTOs, (b) the responsibilities and credibility of CTOs and (c) the strategic and conceptual responsibilities of CTOs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CTO" title="CTO">CTO</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer" title=" chief technology officer"> chief technology officer</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20leaders" title=" technology leaders "> technology leaders </a> </p> <a href="https://publications.waset.org/abstracts/23680/the-roles-strategic-coordination-and-alignment-of-ctos-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23680.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">512</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">1659</span> Polish Operational Plans During Cold War as Part of Warsaw Pact Strategic Culture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wiktor%20Stypczy%C5%84ski">Wiktor Stypczyński</a> </p> <p class="card-text"><strong>Abstract:</strong></p> During the Cold War, both sides of the conflict developed advanced operational plans in case of a Third World War outbreak. In the Warsaw Pact, Soviet generals in Moscow chose targets for each army, but each country's General Staff had to create specific plans for their nation. This led to the creation of a Strategic Culture within the Warsaw Pact that was reflected in the plans of each army. This paper aims to showcase the Strategic Culture of the Warsaw Pact by using the plans of the People's Polish Army as an example. Examining one army at a time will allow for a more detailed and unique perspective on the matter. Understanding the past Strategic Culture is crucial in comprehending the current post-Soviet strategic situation in Eastern Europe, especially with the current situation in Ukraine. This paper is based on Benon Miśkiewicz's classic methodology of military history. While this methodology is the foundation, the research findings will also draw on the Strategic Studies methodology and the accomplishments of war and military science. Additionally, the Security and Political Studies methodology will be a crucial element in constructing the narrative. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cold%20war" title="cold war">cold war</a>, <a href="https://publications.waset.org/abstracts/search?q=operetional%20plans" title=" operetional plans"> operetional plans</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20culture" title=" strategic culture"> strategic culture</a>, <a href="https://publications.waset.org/abstracts/search?q=polish%20people%27s%20army" title=" polish people's army"> polish people's army</a> </p> <a href="https://publications.waset.org/abstracts/170642/polish-operational-plans-during-cold-war-as-part-of-warsaw-pact-strategic-culture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170642.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">71</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">1658</span> The Relationship between Knowledge Management Processes and Strategic Thinking at the Organization Level</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bahman%20Ghaderi">Bahman Ghaderi</a>, <a href="https://publications.waset.org/abstracts/search?q=Hedayat%20Hosseini"> Hedayat Hosseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Parviz%20Kafche"> Parviz Kafche</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The role of knowledge management processes in achieving the strategic goals of organizations is crucial. To this end, understanding the relationship between knowledge management processes and different aspects of strategic thinking (followed by long-term organizational planning) should be considered. This research examines the relationship between each of the five knowledge management processes (creation, storage, transfer, audit, and deployment) with each dimension of strategic thinking (vision, creativity, thinking, communication and analysis) in one of the major sectors of the food industry in Iran. In this research, knowledge management and its dimensions (knowledge acquisition, knowledge storage, knowledge transfer, knowledge auditing, and finally knowledge utilization) as independent variables and strategic thinking and its dimensions (creativity, systematic thinking, vision, strategic analysis, and strategic communication) are considered as the dependent variable. The statistical population of this study consisted of 245 managers and employees of Minoo Food Industrial Group in Tehran. In this study, a simple random sampling method was used, and data were collected by a questionnaire designed by the research team. Data were analyzed using SPSS 21 software. LISERL software is also used for calculating and drawing models and graphs. Among the factors investigated in the present study, knowledge storage with 0.78 had the most effect, and knowledge transfer with 0.62 had the least effect on knowledge management and thus on strategic thinking. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</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=knowledge%20management%20processes" title=" knowledge management processes"> knowledge management processes</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20industry" title=" food industry"> food industry</a> </p> <a href="https://publications.waset.org/abstracts/111054/the-relationship-between-knowledge-management-processes-and-strategic-thinking-at-the-organization-level" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/111054.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">170</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">1657</span> Quality and Quantity in the Strategic Network of Higher Education Institutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Juha%20Kettunen">Juha Kettunen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study analyzes the quality and the size of the strategic network of higher education institutions and the concept of fitness for purpose in quality assurance. It also analyses the transaction costs of networking that have consequences on the number of members in the network. Empirical evidence is presented from the Consortium on Applied Research and Professional Education, which is a European strategic network of six higher education institutions. The results of the study support the argument that the number of members in the strategic network should be relatively small to provide high-quality results. The practical importance is that networking has been able to promote international research and development projects. The results of this study are important for those who want to design and improve international networks in higher education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title="higher education">higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=network" title=" network"> network</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20development" title=" research and development"> research and development</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/45063/quality-and-quantity-in-the-strategic-network-of-higher-education-institutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45063.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span 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