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planning</title> <meta name="description" content="Search results for: strategic planning"> <meta name="keywords" content="strategic planning"> <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 planning"> <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> 4684</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: strategic planning</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4684</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">4683</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">4682</span> On the Differentiation of Strategic Spatial Planning 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=Zhao%20Liu">Zhao Liu</a>, <a href="https://publications.waset.org/abstracts/search?q=Kang%20Cao"> Kang 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. By comparison and exploration, the purpose of this article is to exhibit two different planning worlds, western and Chinese, in a new way. The article can be divided into four parts. The first part outlines strategic planning transformations in the new era on three levels, generally analysing the internal and external environmental factors of today. The second part indicates the concepts of strategic planning theoretically, demonstrating briefly its development background and process in western and China, respectively. The third part takes Tianjin and Melbourne urban strategic spatial planning as examples to mainly carry on the contrast research from the aspects of strategic planning mode, competitive mechanism, contents, strategy implementation and management. It is expected to summarize the differences and similarities of the two plans, meanwhile, to explore the inherent factors or mechanisms probably spatial, material, political and etc., which affect cities in the course of urban planning. The final part is a summary of general mechanisms of planning from the perspective of strategic spatial planning. <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=strategic%20planning" title=" strategic planning"> strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=Melbourne" title=" Melbourne"> Melbourne</a>, <a href="https://publications.waset.org/abstracts/search?q=Australia" title=" Australia"> Australia</a>, <a href="https://publications.waset.org/abstracts/search?q=Tianjin" title=" Tianjin"> Tianjin</a>, <a href="https://publications.waset.org/abstracts/search?q=China" title=" China"> China</a> </p> <a href="https://publications.waset.org/abstracts/3769/on-the-differentiation-of-strategic-spatial-planning-mechanisms-in-new-era-between-melbourne-and-tianjin" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3769.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">525</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">4681</span> Strategic Thinking to Enhance Critical Transport Infrastructure and Build Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jayantha%20Withanaarachchi">Jayantha Withanaarachchi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sujeeva%20Setunge"> Sujeeva Setunge</a>, <a href="https://publications.waset.org/abstracts/search?q=Sara%20Moridpour"> Sara Moridpour</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Gaps in strategic thinking and planning lead to critical transport infrastructure resilience. These gaps in strategic transport and land use development planning have an impact on communities and cities. Natural and man-induced disasters can be catastrophic to communities. After a disaster, many types of critical infrastructure, including transport infrastructure gets un-usable or gets damaged. This paper examines strategic thinking behind the resilience and protection of Critical Transport Infrastructure (CI) within transport networks by investigating the impact of disasters such as bushfires, hurricanes and earthquakes. A detailed analysis of three case studies have been conducted to identify the gaps in strategic transport planning and strategic decision making processes required to mitigate the impacts of disasters. Case studies will be analysed to identify existing gaps in road design, transport planning and decision making. This paper examines the effect of road designing, transport corridors and decision making during transport planning stages and how it impacts transport infrastructure as well as community resilience. A set of recommendations to overcome the shortcomings of existing strategic planning and designing process are presented. This research paper reviews transport infrastructure planning issues and presents the common approach suitable for future strategic thinking and planning which could be adopted in practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20resilience" title="community resilience">community resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making "> decision making </a>, <a href="https://publications.waset.org/abstracts/search?q=infrastructure%20resilience" title=" infrastructure resilience"> infrastructure resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20transport%20planning" title=" strategic transport planning"> strategic transport planning</a>, <a href="https://publications.waset.org/abstracts/search?q=transport%20infrastructure" title=" transport infrastructure"> transport infrastructure</a> </p> <a href="https://publications.waset.org/abstracts/82866/strategic-thinking-to-enhance-critical-transport-infrastructure-and-build-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82866.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">292</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">4680</span> Effectiveness of School Strategic Planning: The Case of Fijian Schools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G.%20Lingam">G. Lingam</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Lingam"> N. Lingam</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Raghuwaiya"> K. Raghuwaiya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Fiji, notable among the recent spate of educational reforms has been the Ministry of Education’s (MoEs) requirement that all schools undertake a process of school strategic planning. This preliminary study explores perceptions of a sample of Fijian teachers on the way this exercise has been conducted in their schools. The analysis of both quantitative and qualitative data indicates that school leaders’ lack of knowledge and skills in school strategic planning is a major limitation. As an unsurprising consequence, the process(es) schools adopted did not conform to what the literature suggests as best planning practices. School leaders need more training to ensure they are better prepared to carry out this strategic planning effectively, especially in widening the opportunities for all who have a stake in education to contribute to the process. Implications of the findings are likely to be pertinent to other developing contexts within and beyond the Pacific region for the training of school leaders to ensure they are better equipped to orchestrate and benefit from educational reforms thrust upon them. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=school%20strategic%20planning" title="school strategic planning">school strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20reforms" title=" educational reforms"> educational reforms</a>, <a href="https://publications.waset.org/abstracts/search?q=Fijian%20schools" title=" Fijian schools"> Fijian schools</a>, <a href="https://publications.waset.org/abstracts/search?q=Ministry%20of%20Education" title=" Ministry of Education"> Ministry of Education</a> </p> <a href="https://publications.waset.org/abstracts/12683/effectiveness-of-school-strategic-planning-the-case-of-fijian-schools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12683.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">4679</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">4678</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">4677</span> Tourism Oriented Planning Experience in the Historical City Center of Trabzon (Turkey) with Strategic Spatial Planning Approach: Evaluation of Approach and Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Emrehan%20Ozcan">Emrehan Ozcan</a>, <a href="https://publications.waset.org/abstracts/search?q=Dilek%20Beyazl%C4%B1"> Dilek Beyazlı</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The development of tourism depends on an accurate planning approach as well as on the right planning process. This dependency is also a key factor in ensuring sustainability of tourism. The types of tourism, social expectations, planning practice, the socio-economic and the cultural structure of the region are determinants of planning approaches for tourism development. The tourism plans prepared for the historic city centers are usually based on the revitalization of cultural and historical values. The preservation and development of the tourism potentials of the historic city centers are important for providing an economic contribution to the locality, creating livable solutions for local residents and also the sustainability of tourism. This research is about experiencing and discussing a planning approach that will provide tourism development based on historical and cultural values. Historical and cultural values in the historical city center of Trabzon -which has a settlement history of approximately 4000 years, is located on the Black Sea coast of Turkey- wear out over years and lose their tourism potential. A planning study has been experienced with strategic spatial planning approach for Trabzon, which has not done a tourism-oriented planning study until now. The stages of the planning process provided by strategic spatial planning approach are an assessment of the current situation; vision, strategies, and actions; action planning; designing and implementation of actions and monitoring-evaluation. In the discussion section, the advantages, planning process, methods and techniques of the approach are discussed for the possibilities and constraints in terms of tourism planning. In this context, it is aimed to put forth tourism planning process, stages, and implementation tools within the scope of strategic spatial planning approach by comparing approaches used in the tourism-oriented/priority planning of historical city centers. Suggestions on the position and effect of the preferred planning approach in the existing spatial planning practice are the outputs of the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cultural%20heritage" title="cultural heritage">cultural heritage</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20oriented%20planning" title=" tourism oriented planning"> tourism oriented planning</a>, <a href="https://publications.waset.org/abstracts/search?q=Trabzon" title=" Trabzon"> Trabzon</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20spatial%20Planning" title=" strategic spatial Planning"> strategic spatial Planning</a> </p> <a href="https://publications.waset.org/abstracts/80244/tourism-oriented-planning-experience-in-the-historical-city-center-of-trabzon-turkey-with-strategic-spatial-planning-approach-evaluation-of-approach-and-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80244.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">258</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">4676</span> Review of the Effect of Strategic Planning on Fulfillment of State Road Management and Transportation Organization Objectives</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> To compile and execute a strategy for State Road Management and Transportation Organization, we need to identify and include them in the process of planning. Therefore, present research work tries to rely on experiences by managers and experts from State Road Management and Transportation Organization and other sources like books, magazines and new papers, such factors have to be identified and be applied in this important and vital process before proceeding to strategic planning. Trying to present a conceptual model from factors effective on strategic planning success in fulfillment of State Road Management and Transportation Organization, the present research figures on indicating the role of organizational factors in efficiency of the process to managers. In this research connection between six main factors studied in fulfillment of State Road Management and Transportation Organization objectives. The factors are improvement of strategic thinking in senior managers, improvement of organization business, rationalizing resource allocation in different sections of the organization, conformity of strategic planning with organization needs, conformity of organization activities with environmental changes, stabilization of organizational culture, all approved through implemented tests. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business" title="improvement of organization business">improvement of organization business</a>, <a href="https://publications.waset.org/abstracts/search?q=rationalization%20of%20resource%20allocation%20in%20different%20sections%20of%20the%20organization" title=" rationalization of resource allocation in different sections of the organization"> rationalization of resource allocation in different sections of the organization</a>, <a href="https://publications.waset.org/abstracts/search?q=stability%20of%20organizational%20culture" title=" stability of organizational culture"> stability of organizational culture</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/54989/review-of-the-effect-of-strategic-planning-on-fulfillment-of-state-road-management-and-transportation-organization-objectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54989.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">345</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">4675</span> Screening of Strategic Management Criterions in Hospitals Using Delphi-Fuzzy Method </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Helia%20Moayedi">Helia Moayedi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahdi%20Moaidi"> Mahdi Moaidi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, the managing and planning of hospitals is facing many problems. Failure to recognize the main criteria for strategic management to ensure long-term hospital performance can lead to many health problems. To achieve this goal, a qualitative-quantitate method titled Delphi-Fuzzy has been applied. This strategy makes it possible for experts to screen among the most important criteria in strategic management. To conduct this operation, a statistical society consisting of 20 experts in Ahwaz hospitals has been questioned. The final model confirms the key criterions after three stages of Delphi. This model provides the possibility to focus on the basic criteria and can determine the organization’s main orientation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Delphi-fuzzy%20method" title="Delphi-fuzzy method">Delphi-fuzzy method</a>, <a href="https://publications.waset.org/abstracts/search?q=hospital%20management" title=" hospital management"> hospital management</a>, <a href="https://publications.waset.org/abstracts/search?q=long-term%20planning" title=" long-term planning"> long-term planning</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative-quantitate%20method" title=" qualitative-quantitate method"> qualitative-quantitate method</a>, <a href="https://publications.waset.org/abstracts/search?q=screening%20of%20strategic%20criteria" title=" screening of strategic criteria"> screening of strategic criteria</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/108387/screening-of-strategic-management-criterions-in-hospitals-using-delphi-fuzzy-method" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108387.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">131</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">4674</span> Relationship between Strategic Management and Organizational Culture in Sport Organization (Case Study: Selected Sport Federations of Islamic Republic of Iran)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Ali%20Ghareh">Mohammad Ali Ghareh</a>, <a href="https://publications.waset.org/abstracts/search?q=Habib%20Honari"> Habib Honari</a>, <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Ahmadi"> Alireza Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate the relationship between strategic management and organizational culture in sport federations of Islamic Republic of Iran. Strategic management is a set of decisions and actions which define the long term performance of an organization. Organizational culture can be considered as an identity for every organization and somehow gives an identification to organization members. Organizational culture result in a certain commitments in organization members which is more valuable than individual profits and interests. The method of research was descriptive and correlational, conducted as a field study. The statistical population consisted of the employees of 10 sports federations and 170 persons were selected as sample. For data gathering, Barringer and Bluedorn’s strategic management questionnaire (1999) and Sakyn’s organizational culture questionnaire (2001) were used. The reliability of the questionnaires were 0.82 and 0.80 respectively, and the validity was approved by 8 experienced professors in sport management. To analyze data, KS (Kolmogorov–Smirnov) test and Pearson's coefficient were used. The results have shown that there is a significant meaningful relationship between strategic management and organizational culture (p < 0.05, r= 0.62). Beside this, there is a positive relationship between strategic management variables including scanning intensity, planning flexibility, locus of planning, planning horizon, strategic controls, and organizational culture (p < 0.05). Based on this research result it can be derived that strategic management planning and operation in terms of appropriate organizational culture is more applicable. By agreeing on their values and beliefs, adaptation to changes, caring about the individualities, coordination in tasks, modifying the individual and organizational goals, the federations will be able to achieve their strategic goals. <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=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=sports%20federations" title=" sports federations"> sports federations</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20Republic%20of%20Iran" title=" Islamic Republic of Iran"> Islamic Republic of Iran</a> </p> <a href="https://publications.waset.org/abstracts/32551/relationship-between-strategic-management-and-organizational-culture-in-sport-organization-case-study-selected-sport-federations-of-islamic-republic-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32551.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">374</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">4673</span> Planning for Sustainable Tourism in Chabahar Coastal Zone Using Swot Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Karami">R. Karami</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Gharaei"> A. Gharaei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate ecotourism status in Chabahar coastal zone using swot analysis and strategic planning. Firstly, the current status of region was studied by literature review, field survey and statistical analysis. Then strengths and weaknesses (internal factors) were identified as well as opportunities and threats (external factors) using Delphi Method. Based on the obtained results, the total score of 2.46 in IFE matrix and 2.33 in the EFE matrix represents poor condition related to the internal and external factors respectively. This condition means both external and internal factors have not been utilized properly and the zone needs defensive plan; thus appropriate planning and organizational management practices are required to deal with these factors. Furthermore strategic goals, objectives and action plans in short, medium and long term schedule were formulated in attention to swot analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tourism" title="tourism">tourism</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=strategic%20planning" title=" strategic planning"> strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=Chabahar" title=" Chabahar"> Chabahar</a> </p> <a href="https://publications.waset.org/abstracts/32310/planning-for-sustainable-tourism-in-chabahar-coastal-zone-using-swot-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32310.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">4672</span> Digital System Design for Strategic Improvement Planning in Education: A Socio-Technical and Iterative Design Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Neeley%20Current">Neeley Current</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatih%20Demir"> Fatih Demir</a>, <a href="https://publications.waset.org/abstracts/search?q=Kenneth%20Haggerty"> Kenneth Haggerty</a>, <a href="https://publications.waset.org/abstracts/search?q=Blake%20Naughton"> Blake Naughton</a>, <a href="https://publications.waset.org/abstracts/search?q=Isa%20Jahnke"> Isa Jahnke</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Educational systems seek reform using data-intensive continuous improvement processes known as strategic improvement plans (SIPs). Schools turn to digital systems to monitor, analyze and report SIPs. One technical challenge of these digital systems focuses on integrating a highly diverse set of data sources. Another challenge is to create a learnable sociotechnical system to help administrators, principals and teachers add, manipulate and interpret data. This study explores to what extent one particular system is usable and useful for strategic planning activities and whether intended users see the benefit of the system achieve the goal of improving workflow related to strategic planning in schools. In a three-phase study, researchers used sociotechnical design methods to understand the current workflow, technology use, and processes of teachers and principals surrounding their strategic improvement planning. Additionally, design review and task analysis usability methods were used to evaluate task completion, usability, and user satisfaction of the system. The resulting socio-technical models illustrate the existing work processes and indicate how and at which places in the workflow the newly developed system could have an impact. The results point to the potential of the system but also indicate that it was initially too complicated for use. However, the diverse users see the potential benefits, especially to overcome the diverse set of data sources, and that the system could fill a gap for schools in planning and conducting strategic improvement plans. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20process" title="continuous improvement process">continuous improvement process</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20reform" title=" education reform"> education reform</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20improvement%20planning" title=" strategic improvement planning"> strategic improvement planning</a>, <a href="https://publications.waset.org/abstracts/search?q=sociotechnical%20design" title=" sociotechnical design"> sociotechnical design</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development" title=" software development"> software development</a>, <a href="https://publications.waset.org/abstracts/search?q=usability" title=" usability"> usability</a> </p> <a href="https://publications.waset.org/abstracts/60971/digital-system-design-for-strategic-improvement-planning-in-education-a-socio-technical-and-iterative-design-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60971.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">4671</span> Creating Futures: Using Fictive Scripting Methods for Institutional Strategic Planning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Christine%20Winberg">Christine Winberg</a>, <a href="https://publications.waset.org/abstracts/search?q=James%20Garraway"> James Garraway</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many key university documents, such as vision and mission statements and strategic plans, are aspirational and future-oriented. There is a wide range of future-oriented methods that are used in planning applications, ranging from mathematical modelling to expert opinions. Many of these methods have limitations, and planners using these tools might, for example, make the technical-rational assumption that their plans will unfold in a logical and inevitable fashion, thus underestimating the many complex forces that are at play in planning for an unknown future. This is the issue that this study addresses. The overall project aim was to assist a new university of technology in developing appropriate responses to its social responsibility, graduate employability and research missions in its strategic plan. The specific research question guiding the research activities and approach was: how might the use of innovative future-oriented planning tools enable or constrain a strategic planning process? The research objective was to engage collaborating groups in the use of an innovative tool to develop and assess future scenarios, for the purpose of developing deeper understandings of possible futures and their challenges. The scenario planning tool chosen was ‘fictive scripting’, an analytical technique derived from Technology Forecasting and Innovation Studies. Fictive scripts are future projections that also take into account the present shape of the world and current developments. The process thus began with a critical diagnosis of the present, highlighting its tensions and frictions. The collaborative groups then developed fictive scripts, each group producing a future scenario that foregrounded different institutional missions, their implications and possible consequences. The scripts were analyzed with a view to identifying their potential contribution to the university’s strategic planning exercise. The unfolding fictive scripts revealed a number of insights in terms of unexpected benefits, unexpected challenges, and unexpected consequences. These insights were not evident in previous strategic planning exercises. The contribution that this study offers is to show how better choices can be made and potential pitfalls avoided through a systematic foresight exercise. When universities develop strategic planning documents, they are looking into the future. In this paper it is argued that the use of appropriate tools for future-oriented exercises, can help planners to understand more fully what achieving desired outcomes might entail, what challenges might be encountered, and what unexpected consequences might ensue. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=fictive%20scripts" title="fictive scripts">fictive scripts</a>, <a href="https://publications.waset.org/abstracts/search?q=scenarios" title=" scenarios"> scenarios</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=technological%20forecasting" title=" technological forecasting"> technological forecasting</a> </p> <a href="https://publications.waset.org/abstracts/98391/creating-futures-using-fictive-scripting-methods-for-institutional-strategic-planning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/98391.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">121</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">4670</span> Potentials of Additive Manufacturing: An Approach to Increase the Flexibility of Production Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Luft">A. Luft</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Bremen"> S. Bremen</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Balc"> N. Balc</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The task of flexibility planning and design, just like factory planning, for example, is to create the long-term systemic framework that constitutes the restriction for short-term operational management. This is a strategic challenge since, due to the decision defect character of the underlying flexibility problem, multiple types of flexibility need to be considered over the course of various scenarios, production programs, and production system configurations. In this context, an evaluation model has been developed that integrates both conventional and additive resources on a basic task level and allows the quantification of flexibility enhancement in terms of mix and volume flexibility, complexity reduction, and machine capacity. The model helps companies to decide in early decision-making processes about the potential gains of implementing additive manufacturing technologies on a strategic level. For companies, it is essential to consider both additive and conventional manufacturing beyond pure unit costs. It is necessary to achieve an integrative view of manufacturing that incorporates both additive and conventional manufacturing resources and quantifies their potential with regard to flexibility and manufacturing complexity. This also requires a structured process for the strategic production systems design that spans the design of various scenarios and allows for multi-dimensional and comparative analysis. A respective guideline for the planning of additive resources on a strategic level is being laid out in this paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=additive%20manufacturing" title="additive manufacturing">additive manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=production%20system%20design" title=" production system design"> production system design</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility%20enhancement" title=" flexibility enhancement"> flexibility enhancement</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20guideline" title=" strategic guideline"> strategic guideline</a> </p> <a href="https://publications.waset.org/abstracts/149117/potentials-of-additive-manufacturing-an-approach-to-increase-the-flexibility-of-production-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149117.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">124</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">4669</span> An Integrated Planning Framework for Sustainable Tourism: Case Study of Tunisia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Halioui">S. Halioui</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Arikan"> I. Arikan</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Schmidt"> M. Schmidt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tourism sector in Tunisia faces several problems that range from economic challenges to environmental degradation and social instability. These problems have been intensified because of the increased competition in the tourism market, the political instability, financial crises, and recently terrorism problems have aggravated the situation. As a consequence, a new framework that promotes sustainable tourism in the country and increases its competitiveness is urgently needed. Planning for sustainable tourism sector requires the integration of complex interactions between economic, social and environmental aspects. Sustainable tourism principles can be implemented with the help of Strategic Environmental Assessment (SEA) process, which ensures the full integration of economic, social and environmental considerations while planning for the tourism sector in Tunisia. Results of the paper have broad implications for policy makers and tourism professionals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20tourism" title="sustainable tourism">sustainable tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20environmental%20assessment" title=" strategic environmental assessment"> strategic environmental assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20planning" title=" tourism planning"> tourism planning</a>, <a href="https://publications.waset.org/abstracts/search?q=policy" title=" policy"> policy</a> </p> <a href="https://publications.waset.org/abstracts/59138/an-integrated-planning-framework-for-sustainable-tourism-case-study-of-tunisia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59138.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">489</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">4668</span> Nongovernmental Organisations’ Sustainable Strategic Planning and Its Impact on Donors’ Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farah%20Mahmoud%20Attallah">Farah Mahmoud Attallah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The nonprofit sector has been heavily rising with the rise of sustainable development in developed and developing countries. Most economies are putting high pressure on this sector, believing that nongovernmental organizations (NGOs) are one of the main rescues during crises worldwide. Talking about the Egyptian NGOs, the number of those organizations has reached an average of 50,278 organizations which is the highest number Egypt has faced through the past decade. However, with the rising number of those NGOs comes their incapability of sustaining their performance and fundraising. Additionally, donors who are considered the key partners for those organizations have become knowledgeable about this sector which made them more demanding, putting high pressure on those organizations to believe that there must be a valuable return for the economy in order to donate. This research study aims to study the impact of a sustainable strategic planning model on raising loyal donors; the proposed model of this research presents several independent variables determining their impact on donors' intention to become loyal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=nonprofit%20sector" title="nonprofit sector">nonprofit sector</a>, <a href="https://publications.waset.org/abstracts/search?q=non-governmental%20organizations" title=" non-governmental organizations"> non-governmental organizations</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=sustainable%20business%20model" title=" sustainable business model"> sustainable business model</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM" title=" CRM"> CRM</a>, <a href="https://publications.waset.org/abstracts/search?q=RM" title=" RM"> RM</a> </p> <a href="https://publications.waset.org/abstracts/159941/nongovernmental-organisations-sustainable-strategic-planning-and-its-impact-on-donors-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159941.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">73</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">4667</span> Optimizing Organizational Performance: The Critical Role of Headcount Budgeting in Strategic Alignment and Financial Stability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shobhit%20Mittal">Shobhit Mittal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Headcount budgeting stands as a pivotal element in organizational financial management, extending beyond traditional budgeting to encompass strategic resource allocation for workforce-related expenses. This process is integral to maintaining financial stability and fostering a productive workforce, requiring a comprehensive analysis of factors such as market trends, business growth projections, and evolving workforce skill requirements. It demands a collaborative approach, primarily involving Human Resources (HR) and finance departments, to align workforce planning with an organization's financial capabilities and strategic objectives. The dynamic nature of headcount budgeting necessitates continuous monitoring and adjustment in response to economic fluctuations, business strategy shifts, technological advancements, and market dynamics. Its significance in talent management is also highlighted, aligning financial planning with talent acquisition and retention strategies to ensure a competitive edge in the market. The consequences of incorrect headcount budgeting are explored, showing how it can lead to financial strain, operational inefficiencies, and hindered strategic objectives. Examining case studies like IBM's strategic workforce rebalancing and Microsoft's shift for long-term success, the importance of aligning headcount budgeting with organizational goals is underscored. These examples illustrate that effective headcount budgeting transcends its role as a financial tool, emerging as a strategic element crucial for an organization's success. This necessitates continuous refinement and adaptation to align with evolving business goals and market conditions, highlighting its role as a key driver in organizational success and sustainability. <p class="card-text"><strong>Keywords:</strong> <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=fiscal%20budget" title=" fiscal budget"> fiscal budget</a>, <a href="https://publications.waset.org/abstracts/search?q=headcount%20planning" title=" headcount planning"> headcount planning</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20allocation" title=" resource allocation"> resource allocation</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20management" title=" financial management"> financial management</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making" title=" decision-making"> decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20efficiency" title=" operational efficiency"> operational efficiency</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=headcount%20budget" title=" headcount budget"> headcount budget</a> </p> <a href="https://publications.waset.org/abstracts/182164/optimizing-organizational-performance-the-critical-role-of-headcount-budgeting-in-strategic-alignment-and-financial-stability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182164.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">50</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">4666</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">4665</span> Development of an Instructional Model for Health Education Based On Social Cognitive Theory and Strategic Life Planning to Enhance Self-Regulation and Learning Achievement of Lower Secondary School Students</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adisorn%20%20Bansong">Adisorn Bansong</a>, <a href="https://publications.waset.org/abstracts/search?q=Walai%20Isarankura%20Na%20Ayudhaya"> Walai Isarankura Na Ayudhaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Aumporn%20Makanong"> Aumporn Makanong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A Development of an Instructional Model for Health Education was the aim to develop and study the effectiveness of an instructional model for health education to enhance self-regulation and learning achievement of lower secondary school students. It was the Quasi-Experimental Designs, used a Single-group Interrupted Time-series Designs, conducted by 2 phases: 1. To develop an instructional model based on Social Cognitive Theory and Strategic Life Planning. 2. To trial and evaluate effectiveness of an instructional model. The results as the following: i. An Instructional Model for Health Education consists of five main components: a) Attention b) Forethought c) Tactic Planning d) Execution and e) Reflection. ii. After an Instructional Model for Health Education has used for a semester trial, found the 4.07 percent of sample’s Self-Regulation higher and learning achievement on post-test were significantly higher than pre-test at .05 levels (p = .033, .000). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20cognitive%20theory" title="social cognitive theory">social cognitive theory</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20life%20planning" title=" strategic life planning"> strategic life planning</a>, <a href="https://publications.waset.org/abstracts/search?q=self-regulation" title=" self-regulation"> self-regulation</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20achievement" title=" learning achievement"> learning achievement</a> </p> <a href="https://publications.waset.org/abstracts/30841/development-of-an-instructional-model-for-health-education-based-on-social-cognitive-theory-and-strategic-life-planning-to-enhance-self-regulation-and-learning-achievement-of-lower-secondary-school-students" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30841.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">4664</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">4663</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> <p class="Abstract" style="text-indent:10.2pt">This study analyzes the quality and the size of the strategic network of higher education institutions. The study analyses 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 of 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.<o:p></o:p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <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=social%20networking" title=" social networking"> social networking</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/45062/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/45062.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">348</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">4662</span> Urban Health and Strategic City Planning: A Case from Greece</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandra%20P.%20Alexandropoulou">Alexandra P. Alexandropoulou</a>, <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Fousteris"> Andreas Fousteris</a>, <a href="https://publications.waset.org/abstracts/search?q=Eleni%20Didaskalou"> Eleni Didaskalou</a>, <a href="https://publications.waset.org/abstracts/search?q=Dimitrios%20A.%20Georgakellos"> Dimitrios A. Georgakellos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As urbanization is becoming a major stress factor not only for the urban environment but also for the wellbeing of city dwellers, incorporating the issues of urban health in strategic city planning and policy-making has never been more relevant. The impact of urbanization can vary from low to severe and relates to all non-communicable diseases caused by the different functions of cities. Air pollution, noise pollution, water and soil pollution, availability of open green spaces, and urban heat island are the major factors that can compromise citizens' health. Urban health describes the effects of the social environment, the physical environment, and the availability and accessibility to health and social services. To assess the quality of urban wellbeing, all urban characteristics that might have an effect on citizens' health must be considered, evaluated, and introduced in integrated local planning. A series of indices and indicators can be used to better describe these effects and set the target values in policy making. Local strategic planning is one of the most valuable development tools a local city administration can possess; thus, it has become mandatory under Greek law for all municipalities. It involves a two-stage procedure; the first aims to collect, analyse and evaluate data on the current situation of the city (administrative data, population data, environmental data, social data, swot analysis), while the second aims to introduce a policy vision described and supported by distinct (nevertheless integrated) actions, plans and measures to be implemented with the aim of city development and citizen wellbeing. In this procedure, the element of health is often neglected or under-evaluated. A relative survey was conducted among all Greek local authorities in order to shed light on the current situation. Evidence shows that the rate of incorporation of health in strategic planning is lacking behind. The survey also highlights key hindrances and concerns raised by local officials and suggests a path for the way forward. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=urban%20health" title="urban health">urban health</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=local%20authorities" title=" local authorities"> local authorities</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20development" title=" integrated development"> integrated development</a> </p> <a href="https://publications.waset.org/abstracts/167151/urban-health-and-strategic-city-planning-a-case-from-greece" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167151.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">74</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">4661</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">4660</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">4659</span> Strategic Planning Practice in a Global Perspective:the Case of Guangzhou, China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shuyi%20Xie">Shuyi Xie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As the vital city in south China since the ancient time, Guangzhou has been losing its leading role among the rising neighboring cities, especially, Hong Kong and Shenzhen, since the late 1980s, with the overloaded infrastructure and deteriorating urban environment in its old inner city. Fortunately, with the new expansion of its administrative area in 2000, the local municipality considered it as a great opportunity to solve a series of alarming urban problems. Thus, for the first time, strategic planning was introduced to China for providing more convincing and scientific basis towards better urban future. Differed from traditional Chinese planning practices, which rigidly and dogmatically focused on future blueprints, the strategic planning of Guangzhou proceeded from analyzing practical challenges and opportunities towards establishing reasonable developing objectives and proposing corresponding strategies. Moreover, it was pioneering that the municipality invited five planning institutions for proposals, among which, the paper focuses on the one proposed by China Academy of Urban Planning & Design from its theoretical basis to problems’ defining and analyzing the process, as well as planning results. Since it was closer to the following municipal decisions and had a more far-reaching influence for other Chinese cities' following practices. In particular, it demonstrated an innovative exploration on the role played by urban developing rate on deciding urban growth patterns (‘Spillover-reverberation’ or ‘Leapfrog’). That ultimately established an unprecedented paradigm on deciding an appropriate urban spatial structure in future, including its specific location, function and scale. Besides the proposal itself, this article highlights the role of interactions, among actors, as well as proposals, subsequent discussions, summaries and municipal decisions, especially the establishment of the rolling dynamic evaluation system for periodical reviews on implementation situations, as the first attempt in China. Undoubtedly, strategic planning of Guangzhou has brought out considerable benefits, especially opening the strategic mind for plentiful Chinese cities in the following years through establishing a flexible and dynamic planning mechanism highlighted the interactions among multiple actors with innovative and effective tools, methodologies and perspectives on regional, objective-approach and comparative analysis. However, compared with some developed countries, the strategic planning in China just started and has been greatly relied on empirical studies rather than scientific analysis. Moreover, it still faced a bit of controversy, for instance, the certain gap among institutional proposals, final municipal decisions and implemented results, due to the lacking legal constraint. Also, how to improve the public involvement in China with an absolute up-down administrative system is another urgent task. In future, despite of irresistible and irretrievable weakness, some experiences and lessons from previous international practices, with the combination of specific Chinese situations and domestic practices, would enable to promote the further advance on strategic planning in China. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=evaluation%20system" title="evaluation system">evaluation system</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20perspective" title=" global perspective"> global perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=Guangzhou" title=" Guangzhou"> Guangzhou</a>, <a href="https://publications.waset.org/abstracts/search?q=interactions" title=" interactions"> interactions</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=urban%20growth%20patterns" title=" urban growth patterns"> urban growth patterns</a> </p> <a href="https://publications.waset.org/abstracts/58157/strategic-planning-practice-in-a-global-perspectivethe-case-of-guangzhou-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58157.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">4658</span> Oracle JDE Enterprise One ERP Implementation: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abhimanyu%20Pati">Abhimanyu Pati</a>, <a href="https://publications.waset.org/abstracts/search?q=Krishna%20Kumar%20Veluri"> Krishna Kumar Veluri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper intends to bring out a real life experience encountered during actual implementation of a large scale Tier-1 Enterprise Resource Planning (ERP) system in a multi-location, discrete manufacturing organization in India, involved in manufacturing of auto components and aggregates. The business complexities, prior to the implementation of ERP, include multi-product with hierarchical product structures, geographically distributed multiple plant locations with disparate business practices, lack of inter-plant broadband connectivity, existence of disparate legacy applications for different business functions, and non-standardized codifications of products, machines, employees, and accounts apart from others. On the other hand, the manufacturing environment consisted of processes like Assemble-to-Order (ATO), Make-to-Stock (MTS), and Engineer-to-Order (ETO) with a mix of discrete and process operations. The paper has highlighted various business plan areas and concerns, prior to the implementation, with specific focus on strategic issues and objectives. Subsequently, it has dealt with the complete process of ERP implementation, starting from strategic planning, project planning, resource mobilization, and finally, the program execution. The step-by-step process provides a very good learning opportunity about the implementation methodology. At the end, various organizational challenges and lessons emerged, which will act as guidelines and checklist for organizations to successfully align and implement ERP and achieve their business objectives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ERP" title="ERP">ERP</a>, <a href="https://publications.waset.org/abstracts/search?q=ATO" title=" ATO"> ATO</a>, <a href="https://publications.waset.org/abstracts/search?q=MTS" title=" MTS"> MTS</a>, <a href="https://publications.waset.org/abstracts/search?q=ETO" title=" ETO"> ETO</a>, <a href="https://publications.waset.org/abstracts/search?q=discrete%20manufacturing" title=" discrete manufacturing"> discrete manufacturing</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/69736/oracle-jde-enterprise-one-erp-implementation-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69736.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">245</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">4657</span> The Role of Middle Managers SBU's in Context of Change: Sense-Making Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hala%20Alioua">Hala Alioua</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberic%20Tellier"> Alberic Tellier</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is designed to spotlight the research on corporate strategic planning, by emphasizing the role of middle manager of SBU’s and related issues such as the context of vision change. Previous research on strategic vision has been focused principally at the SME, with relatively limited consideration given to the role of middle managers SBU’s in the context of change. This project of research has been done by using a single case study. We formulated through our immersion for 2.5 years on the ground and by a qualitative method and abduction approach. This entity that we analyze is a subsidiary of multinational companies headquartered in Germany, specialized in manufacturing automotive equipment. The "Delta Company" is a French manufacturing plant that has undergone numerous changes over the past three years. The two major strategic changes that have a significant impact on the Delta plant are the strengths of its core business through « lead plant strategy» in 2011 and the implementation of a new strategic vision in 2014. These consecutive changes impact the purpose of the mission of the middle managers. The plant managers ask the following questions: How the middle managers make sense of the corporate strategic planning imposed by the parent company? How they appropriate the new vision and decline it into actions on the ground? We chose the individual interview technique through open-ended questions as the source of data collection. We first of all carried out an exploratory approach by interviewing 8 members of the Management committee’s decision and 19 heads of services. The first findings and results show that exist a divergence of opinion and interpretations of the corporate strategic planning among organization members and there are difficulties to make sense and interpretations of the signals of the environment. The lead plant strategy enables new projects which insure the workload of Delta Company. Nevertheless, it creates a tension and stress among the middle managers because its provoke lack of resources to the detriment of their main jobs as manufacturer plant. The middle managers does not have a clear vision and they are wondering if the new strategic vision means more autonomy and less support from the group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change" title="change">change</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=vision" title=" vision"> vision</a>, <a href="https://publications.waset.org/abstracts/search?q=sensemaking" title=" sensemaking"> sensemaking</a> </p> <a href="https://publications.waset.org/abstracts/22561/the-role-of-middle-managers-sbus-in-context-of-change-sense-making-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22561.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">401</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">4656</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">4655</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> <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=strategic%20planning&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=strategic%20planning&page=3">3</a></li> <li class="page-item"><a class="page-link" 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