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orientations</title> <meta name="description" content="Search results for: strategic orientations"> <meta name="keywords" content="strategic orientations"> <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 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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 orientations"> <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> 1742</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: strategic orientations</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1742</span> The Significance of Intellectual Capital and Strategic Orientations on Innovation Capability in Malaysian ICTSMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Juliana%20Osman">Juliana Osman</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Gilbert"> David Gilbert</a>, <a href="https://publications.waset.org/abstracts/search?q=Caroline%20Tan"> Caroline Tan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation capability is recognized as a critical factor that contributes to promoting firm growth and wealth creation. While studies on innovation are in abundance, few empirical studies have been undertaken to examine the relationships of intellectual capital with innovation capability, and research investigating the combinations of strategic orientation dimensions is limited and virtually nothing in regard to the Malaysian context. This research investigates the impact of intellectual capital and three strategic orientations on the innovation capability and firm performance of Malaysian ICT SMEs. Data was collected from 213 firms relating to intellectual capital and the three strategic orientations; market orientation, learning orientation and technology orientation. Using partial least squares structural equation modelling (PLS-SEM) to analyse the data, results indicate that while market orientation has a direct negative relationship to firm performance, it is positively related to performance through the mediating effect of innovation capability. Learning orientation and technology orientation are mediated by innovation capability, while intellectual capital was found to be partially mediated by innovation capability. Findings indicate that firm performance is positively and significantly related to innovation capability and that market orientation, learning orientation, technology orientation and intellectual capital are all significant and positively related to innovation capability. The developed model indicates that Malaysian ICT SMEs would perform better with greater emphasis on developing innovation capability through enhancement of intellectual capital and the strategic orientations measured in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20capability" title="innovation capability">innovation capability</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title=" intellectual capital"> intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientations" title=" strategic orientations"> strategic orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=PLS-SEM" title=" PLS-SEM"> PLS-SEM</a> </p> <a href="https://publications.waset.org/abstracts/5988/the-significance-of-intellectual-capital-and-strategic-orientations-on-innovation-capability-in-malaysian-ictsmes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5988.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">472</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">1741</span> Social Enterprise Strategies for Financial Sustainability in the Economic Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adam%20Bereczk">Adam Bereczk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to persistent socioeconomic problems regarding sustainability and labour market equilibrium in Europe, the subjects of social economy gained considerable academic attention recently. At the meantime, social enterprises pursuing the double bottom line criteria, struggling to find the proper management philosophies and strategies to make their social purpose business financially sustainable. Despite the strategic management literature was developed mainly on the bases of large corporations, in the past years, the interpretation of strategy concepts became a frequent topic in scientific discussions in the case of small and medium-sized enterprises also. The topic of strategic orientations is a good example of the trend. However, less is known about the case of social enterprises, despite the fact, the majority of them are small businesses engaged in real business activities. The main purpose of this work is to give a comprehensive summary of different perspectives regarding the interpretations of strategic orientations of social enterprises. The novelty of this work is it shows the previous outcomes and models of scholars from various fields of economic science who tried to intertwine the two spheres in different forms, methodize the findings and draw attention to the shortcomings. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title="social enterprises">social enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20sustainability" title=" business sustainability"> business sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientations" title=" strategic orientations"> strategic orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/94083/social-enterprise-strategies-for-financial-sustainability-in-the-economic-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94083.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1740</span> A Content Analysis of Sustainability Reporting to Frame the Heterogeneity in Corporate Environment Sustainability Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Venkataraman%20Sankaranarayanan">Venkataraman Sankaranarayanan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sougata%20Ray"> Sougata Ray</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While extant research has examined many aspects of differential corporate environmental outcomes and behavior, a holistic and integrated view of heterogeneity in corporate environment sustainability (CES) practices remains a puzzle to be fully unraveled – its extent and nature, its relationship to macro or micro level influences, or strategic orientations. Such a perspective would be meaningful for the field given notable strides in CES practices and the corporate social responsibility agenda over the last two decades, in the backdrop of altered global socio-political sensitivities and technological advances. To partly address this gap, this exploratory research adopted a content analysis approach to code patterns in the sustainability disclosures of the 160 largest global firms spread over 8 years. The sample of firms spanned seven industries, nine countries and three continents thereby presenting data rich and diverse enough in several dimensions to be representative of global heterogeneity in CES practices. Through a factor analysis of the coded data, four strategic CES orientations were extracted through the analysis, that effectively straddles most of the variation observed in current CES practices – one that seeks to reduce environmental damage on account of the firm’s operations, another that prioritizes minimalism, a third that focuses on broader ecological status quo, and a final one that champions the ‘business of green’, extending the CES agenda beyond the firm’s boundaries. These environment sustainability strategy orientations are further examined to elicit prominent patterns and explore plausible antecedents. <p class="card-text"><strong>Keywords:</strong> <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=corporate%20sustainability" title=" corporate sustainability"> corporate sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20management" title=" environmental management"> environmental management</a>, <a href="https://publications.waset.org/abstracts/search?q=heterogeneity" title=" heterogeneity"> heterogeneity</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientation" title=" strategic orientation"> strategic orientation</a> </p> <a href="https://publications.waset.org/abstracts/64782/a-content-analysis-of-sustainability-reporting-to-frame-the-heterogeneity-in-corporate-environment-sustainability-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64782.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">334</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">1739</span> Viewing Entrepreneurship Through a Goal Congruity Lens: The Roles of Dominance and Communal Goal Orientations in Women’s and Men’s Venture Interests</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaoming%20Yang">Xiaoming Yang</a>, <a href="https://publications.waset.org/abstracts/search?q=Abby%20Folberg"> Abby Folberg</a>, <a href="https://publications.waset.org/abstracts/search?q=Carey%20Ryan"> Carey Ryan</a>, <a href="https://publications.waset.org/abstracts/search?q=Lwetzel"> Lwetzel</a>, <a href="https://publications.waset.org/abstracts/search?q=Tgoering"> Tgoering</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We examined gender differences in entrepreneurial career interests drawing on goal congruity theory, which posits that people adopt gender-stereotypic goal orientations in response to social pressures to conform to traditional gender roles. Aspiring entrepreneurs (N = 351) first wrote three to five sentences about what they believed made an entrepreneur successful. They then completed measures of agentic and communal goal orientations (i.e., male and female stereotypic orientations, respectively) and indicated their interests in starting ventures in stereotypically feminine (e.g., salon), masculine (e.g., auto-repair) and science, technology, engineering, and mathematics (STEM; e.g., software developer) ventures. Qualitative analyses demonstrated that participants ascribed agentic and, more specifically, dominance, attributes to entrepreneurs; few participants ascribed communal attributes (e.g., warmth). Bifactor structural equation modeling indicated that, as expected, agentic goal orientations included dimensions of competence, self-direction, and dominance orientations and communal goal orientations were unidimensional. Further, as expected, dominance and communal orientations partially accounted for gender differences in all three career types. We discuss implications for entrepreneurial education and practice from a goal congruity perspective and the use of bifactor modeling to improve the measurement of goal orientations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gender" title="gender">gender</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=gender%20stereotypes" title=" gender stereotypes"> gender stereotypes</a>, <a href="https://publications.waset.org/abstracts/search?q=agentic%20and%20communal%20goal%20orientations" title=" agentic and communal goal orientations"> agentic and communal goal orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship%20education" title=" entrepreneurship education"> entrepreneurship education</a> </p> <a href="https://publications.waset.org/abstracts/149106/viewing-entrepreneurship-through-a-goal-congruity-lens-the-roles-of-dominance-and-communal-goal-orientations-in-womens-and-mens-venture-interests" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149106.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">97</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">1738</span> Achievement Goal Orientations of Schooling Adolescents in Bayelsa State, Nigeria: Implications for Sustainable Development </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iniye%20Irene%20Wodi">Iniye Irene Wodi</a>, <a href="https://publications.waset.org/abstracts/search?q=Allen%20A.%20Agih"> Allen A. Agih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Goal theory perspective as an emerging trend in students’ motivation explores reasons why students engage in achievement related behaviour. While previous research typifies students’ goal orientations into two dimensions of mastery and performance orientations in various other parts of the world, not much has been done in this regard in Nigeria and specifically in Bayelsa state to the best of the researcher’s knowledge. To this end, the study explores the achievement goal orientations of schooling adolescents in Bayelsa State. The sample of the study consists of 220 schooling adolescents drawn from four urban schools in the state. A modified form of the Patterns of Adaptive learning survey (PALS) questionnaire was used to elicit data. Results indicated that schooling adolescents in Bayelsa state are mastery as well as performance oriented. The students also did not differ in goal orientations by gender. The implications of this for sustainable development were highlighted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=achievement%20goals" title="achievement goals">achievement goals</a>, <a href="https://publications.waset.org/abstracts/search?q=goal%20orientations" title=" goal orientations"> goal orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=schooling%20adolescents" title=" schooling adolescents"> schooling adolescents</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/58072/achievement-goal-orientations-of-schooling-adolescents-in-bayelsa-state-nigeria-implications-for-sustainable-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58072.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">275</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">1737</span> Simultaneous Relationship among Strategic Corporate Social Responsibility, Corporate Governance, and Firm Performance: Evidence from Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Diar%20Sari">Ayu Diar Sari</a>, <a href="https://publications.waset.org/abstracts/search?q=Sidharta%20Utama"> Sidharta Utama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this study is to examine the empirical association among strategic corporate social responsibility (Strategic CSR), corporate governance (CG), and firm performance by investigating their causal effects. In order to get the comprehensive result, this study uses CSR variables which consist of Strategic CSR, Non-Strategic CSR and CSR as a whole. Exerting the two stage least square (2SLS) method, the result showed that CG mechanism positively influences CSR, Non-Strategic CSR, and firm performance (both ROA and PBV). CSR and Non-Strategic CSR positively influence ROA. Meanwhile CSR, Strategic and Non-Strategic CSR positively influence PBV. Firm’s Strategic CSR engagement plays a significantly positive role in enhancing PBV. The results supported the social impact hypothesis, agency theory, and conflict resolution theory. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20financial%20performance" title="corporate financial performance">corporate financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20corporate%20social%20responsibility" title=" strategic corporate social responsibility"> strategic corporate social responsibility</a> </p> <a href="https://publications.waset.org/abstracts/41310/simultaneous-relationship-among-strategic-corporate-social-responsibility-corporate-governance-and-firm-performance-evidence-from-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41310.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1736</span> Prediction of Childbearing Orientations According to Couples' Sexual Review Component</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Razieh%20Rezaeekalantari">Razieh Rezaeekalantari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objective: The purpose of this study was to investigate the prediction of parenting orientations in terms of the components of couples' sexual review. Methods: This was a descriptive correlational research method. The population consisted of 500 couples referring to Sari Health Center. Two hundred and fifteen (215) people were selected randomly by using Krejcie-Morgan-sample-size-table. For data collection, the childbearing orientations scale and the Multidimensional Sexual Self-Concept Questionnaire were used. Result: For data analysis, the mean and standard deviation were used and to analyze the research hypothesis regression correlation and inferential statistics were used. Conclusion: The findings indicate that there is not a significant relationship between the tendency to childbearing and the predictive value of sexual review (r = 0.84) with significant level (sig = 219.19) (P < 0.05). So, with 95% confidence, we conclude that there is not a meaningful relationship between sexual orientation and tendency to child-rearing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=couples%20referring" title="couples referring">couples referring</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20center" title=" health center"> health center</a>, <a href="https://publications.waset.org/abstracts/search?q=sexual%20review%20component" title=" sexual review component"> sexual review component</a>, <a href="https://publications.waset.org/abstracts/search?q=parenting%20orientations" title=" parenting orientations"> parenting orientations</a> </p> <a href="https://publications.waset.org/abstracts/82443/prediction-of-childbearing-orientations-according-to-couples-sexual-review-component" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82443.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">219</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">1735</span> Influence of Building Orientation and Post Processing Materials on Mechanical Properties of 3D-Printed Parts</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raf%20E.%20Ul%20Shougat">Raf E. Ul Shougat</a>, <a href="https://publications.waset.org/abstracts/search?q=Ezazul%20Haque%20Sabuz"> Ezazul Haque Sabuz</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20M.%20Najmul%20Quader"> G. M. Najmul Quader</a>, <a href="https://publications.waset.org/abstracts/search?q=Monon%20Mahboob"> Monon Mahboob</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since there are lots of ways for building and post processing of parts or models in 3D printing technology, the main objective of this research is to provide an understanding how mechanical characteristics of 3D printed parts get changed for different building orientations and infiltrates. Tensile, compressive, flexure, and hardness test were performed for the analysis of mechanical properties of those models. Specimens were designed in CAD software, printed on Z-printer 450 with five different build orientations and post processed with four different infiltrates. Results show that with the change of infiltrates or orientations each of the above mechanical property changes and for each infiltrate the highest tensile strength, flexural strength, and hardness are found for such orientation where there is the lowest number of layers while printing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=3D%20printing" title="3D printing">3D printing</a>, <a href="https://publications.waset.org/abstracts/search?q=building%20orientations" title=" building orientations"> building orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=infiltrates" title=" infiltrates"> infiltrates</a>, <a href="https://publications.waset.org/abstracts/search?q=mechanical%20characteristics" title=" mechanical characteristics"> mechanical characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=number%20of%20layers" title=" number of layers"> number of layers</a> </p> <a href="https://publications.waset.org/abstracts/41437/influence-of-building-orientation-and-post-processing-materials-on-mechanical-properties-of-3d-printed-parts" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41437.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">280</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">1734</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">1733</span> The Moderation Effect of Critical Item on the Strategic Purchasing: Quality Performance Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kwong%20Yeung">Kwong Yeung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Theories about strategic purchasing and quality performance are underdeveloped. Understanding the evolving role of purchasing from reactive to proactive is a pressing strategic issue. Using survey responses from 176 manufacturing and electronics industry professionals, we study the relationships between strategic purchasing and supply chain partners’ quality performance to answer the following questions: Can transaction cost economics be used to elucidate the strategic purchasing-quality performance relationship? Is this strategic purchasing-quality performance relationship moderated by critical item analysis? The findings indicate that critical item analysis positively and significantly moderates the strategic purchasing-quality performance relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20item%20analysis" title="critical item analysis">critical item analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=moderation" title=" moderation"> moderation</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20performance" title=" quality performance"> quality performance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20purchasing" title=" strategic purchasing"> strategic purchasing</a>, <a href="https://publications.waset.org/abstracts/search?q=transaction%20cost%20economics" title=" transaction cost economics"> transaction cost economics</a> </p> <a href="https://publications.waset.org/abstracts/15349/the-moderation-effect-of-critical-item-on-the-strategic-purchasing-quality-performance-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15349.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">563</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1732</span> Strategic Maintenance Management of Built Facilities in an Organisation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anita%20D.%20Adamu">Anita D. Adamu</a>, <a href="https://publications.waset.org/abstracts/search?q=Winston%20M.%20W.%20Shakantu"> Winston M. W. Shakantu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintenance management is no longer a stand-alone activity. It has now assumed a strategic position in many organisations that have recognised its importance in achieving primary goals and a key aspect of effective management of facilities. This paper aims at providing an understanding of the role and function of strategic management in creating and sustaining an effective maintenance management system in an organisation. The background provides an articulated concept and principles of strategic management. The theoretical concepts paved way for a conceptual framework for which strategic management can be integrated into the maintenance management system of an organisation to improve effectiveness in the maintenance of facilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=facilities" title="facilities">facilities</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance%20management" title=" maintenance management"> maintenance management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisations" title=" organisations"> organisations</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/40969/strategic-maintenance-management-of-built-facilities-in-an-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40969.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">409</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1731</span> Effects of Different Fiber Orientations on the Shear Strength Performance of Composite Adhesive Joints</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferhat%20Kadioglu">Ferhat Kadioglu</a>, <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Puskul"> Hasan Puskul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A composite material with carbon fiber and polymer matrix has been used as adherent for manufacturing adhesive joints. In order to evaluate different fiber orientations on joint performance, the adherents with the 0°, ±15°, ±30°, ±45° fiber orientations were used in the single lap joint configuration. The joints with an overlap length of 25 mm were prepared according to the ASTM 1002 specifications and subjected to tensile loadings. The structural adhesive used was a two-part epoxy to be cured at 70°C for an hour. First, mechanical behaviors of the adherents were measured using three point bending test. In the test, considerations were given to stress to failure and elastic modulus. The results were compared with theoretical ones using rule of mixture. Then, the joints were manufactured in a specially prepared jig, after a proper surface preparation. Experimental results showed that the fiber orientations of the adherents affected the joint performance considerably; the joints with ±45° adherents experienced the worst shear strength, half of those with 0° adherents, and in general, there was a great relationship between the fiber orientations and failure mechanisms. Delamination problems were observed for many joints, which were thought to be due to peel effects at the ends of the overlap. It was proved that the surface preparation applied to the adherent surface was adequate. For further explanation of the results, a numerical work should be carried out using a possible non-linear analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=composite%20materials" title="composite materials">composite materials</a>, <a href="https://publications.waset.org/abstracts/search?q=adhesive%20bonding" title=" adhesive bonding"> adhesive bonding</a>, <a href="https://publications.waset.org/abstracts/search?q=bonding%20strength" title=" bonding strength"> bonding strength</a>, <a href="https://publications.waset.org/abstracts/search?q=lap%20joint" title=" lap joint"> lap joint</a>, <a href="https://publications.waset.org/abstracts/search?q=tensile%20strength" title=" tensile strength"> tensile strength</a> </p> <a href="https://publications.waset.org/abstracts/35970/effects-of-different-fiber-orientations-on-the-shear-strength-performance-of-composite-adhesive-joints" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35970.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">370</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">1730</span> The Effects of Self- and Partner Reported Attachment Orientations and Mate Retention Behaviors: Actor and Partner Effects in Romantic Couples</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jasna%20Hudek-Knezevic">Jasna Hudek-Knezevic</a>, <a href="https://publications.waset.org/abstracts/search?q=Igor%20Kardum"> Igor Kardum</a>, <a href="https://publications.waset.org/abstracts/search?q=Nada%20Krapic"> Nada Krapic</a>, <a href="https://publications.waset.org/abstracts/search?q=Martina%20Jurcic"> Martina Jurcic</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to examine the effects of self- and partner reported attachment orientations on self-reported mate retention behaviors in romantic couples using the actor-partner interdependence model. The study was carried out on 187 heterosexual couples aged from 18 to 35 years, with an average relationship length of 4.5 years. Participants were asked to complete the revised scale of adult attachment and short form of mate retention inventory. Actor and partner effects of self- and partner reported anxious and avoidant attachment orientations on mate retention categories (direct guarding, intersexual negative inducements, positive inducements, public signals of possession and intrasexual negative inducements) and domains (cost-inflicting and benefit-provisioning), as well on overall mate retention were examined. Actor effects for women estimate whether their attachment orientations predict their own mate retention behaviors, whereas men’s actor effects estimate whether their attachment orientations predict their own mate retention behaviors. Women’s partner effects estimate whether their attachment orientations predict their partner’s mate retention behaviors, whereas men’s partner effects estimate whether their attachment orientations predict their partner’s mate retention behaviors. The use of two data sources, self- and partner reports, allow the control of the effects of common method variance when exploring actor and partner effects. Positive actor and partner effects of anxious attachment, as well as negative actor and partner effects of avoidant attachment on mate retention, were expected. In other words, it was expected that more anxiously attached individuals themselves, as well as their partners, will use mate retention behaviors more frequently. On the other hand, more avoidantly attached individuals themselves, as well as their partners, will use mate retention behaviors less frequently. These hypotheses were partially confirmed. The results showed that the strongest and most consistent effects across both data sources were men’s actor effects on the cost-inflicting mate retention domain, and especially on two mate retention categories, direct guarding, and intersexual negative inducements. Additionally, a consistent positive partner effect of men’s anxious attachment orientations on direct guarding was also obtained. Avoidant attachment orientation exerted few and inconsistent actor and partner effects on mate retention domains and categories. The results are explained by theoretical propositions addressing the effects of attachment orientations on an interpersonal romantic relationship in early adulthood. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=actor%20and%20partner%20effects" title="actor and partner effects">actor and partner effects</a>, <a href="https://publications.waset.org/abstracts/search?q=attachment%20orientations" title=" attachment orientations"> attachment orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=dyadic%20analysis" title=" dyadic analysis"> dyadic analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=mate%20retention%20behavior" title=" mate retention behavior"> mate retention behavior</a> </p> <a href="https://publications.waset.org/abstracts/114532/the-effects-of-self-and-partner-reported-attachment-orientations-and-mate-retention-behaviors-actor-and-partner-effects-in-romantic-couples" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/114532.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">166</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">1729</span> Investigate the Effects of Geometrical Structure and Layer Orientation on Strength of 3D-FDM Rapid Prototyped Samples</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20A.D.%20Sarhan">Ahmed A.D. Sarhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Chong%20Feng%20Duan"> Chong Feng Duan</a>, <a href="https://publications.waset.org/abstracts/search?q=Mum%20Wai%20Yip"> Mum Wai Yip</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Sayuti"> M. Sayuti </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rapid Prototyping (RP) technologies enable physical parts to be produced from various materials without depending on the conventional tooling. Fused Deposition Modeling (FDM) is one of the famous RP processes used at present. Tensile strength and compressive strength resistance will be identified for different sample structures and different layer orientations of ABS rapid prototype solid models. The samples will be fabricated by a FDM rapid prototyping machine in different layer orientations with variations in internal geometrical structure. The 0° orientation where layers were deposited along the length of the samples displayed superior strength and impact resistance over all the other orientations. The anisotropic properties were probably caused by weak interlayer bonding and interlayer porosity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20orientation" title="building orientation">building orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=compression%20strength" title=" compression strength"> compression strength</a>, <a href="https://publications.waset.org/abstracts/search?q=rapid%20prototyping" title=" rapid prototyping"> rapid prototyping</a>, <a href="https://publications.waset.org/abstracts/search?q=tensile%20strength" title=" tensile strength"> tensile strength</a> </p> <a href="https://publications.waset.org/abstracts/29645/investigate-the-effects-of-geometrical-structure-and-layer-orientation-on-strength-of-3d-fdm-rapid-prototyped-samples" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29645.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">696</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">1728</span> Strategic Alliances of US Engineering and Construction Companies in China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zonggui%20Chen">Zonggui Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuhong%20Wang"> Yuhong Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yun%20Le"> Yun Le</a> </p> <p class="card-text"><strong>Abstract:</strong></p> U.S. engineering and construction companies have increased their presence in China. A strategy for them to enter and operate in China is to forge strategic alliances with local firms. Managing the differences in motives and cultures and using proper controls are essential for a productive strategic alliance. Based on literature and in-depth interviews, this paper examines the differences in motives and cultures within Sino–U.S. strategic alliances and the impacts of the differences on control mechanisms. This paper not only contributes to a better understanding of cross-border strategic alliances in construction, but also facilitates the operation of the alliances. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20alliance" title="strategic alliance">strategic alliance</a>, <a href="https://publications.waset.org/abstracts/search?q=Chinese%20construction%20industry" title=" Chinese construction industry"> Chinese construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=motives" title=" motives"> motives</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20differences" title=" cultural differences"> cultural differences</a> </p> <a href="https://publications.waset.org/abstracts/18574/strategic-alliances-of-us-engineering-and-construction-companies-in-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18574.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">327</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1727</span> The Role of Strategic Flexibility for Achieving Sustainable Competition Advantage and Its Effect on Business Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Eryesil">Kemalettin Eryesil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20Esmen"> Osman Esmen</a>, <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Beduk"> Aykut Beduk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this study, it has been studied to determine the relationship between business performance and strategic flexibility, which is defined to be the strategic choice that provides the ability of rapidly responding the changes of the dynamic environment of the companies, for having competitive advantages. In this context a field study has been conducted over 56 companies, which are active in informatics and electronics sectors in TEKNOKENT. As a result of the study it has been determined that; strategic flexibility has an effect on business performance and there is a positive and statistically significant relationship between strategic flexibility and business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competition%20advantage" title="sustainable competition advantage">sustainable competition advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20flexibility" title=" strategic flexibility"> strategic flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a>, <a href="https://publications.waset.org/abstracts/search?q=TEKNOKENT" title=" TEKNOKENT"> TEKNOKENT</a> </p> <a href="https://publications.waset.org/abstracts/37908/the-role-of-strategic-flexibility-for-achieving-sustainable-competition-advantage-and-its-effect-on-business-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">382</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1726</span> Proposing a Strategic Management Maturity Model for Continues Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferhat%20Demir">Ferhat Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Even if strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in business literature for the area of strategic management activities. This paper updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. Strategic management maturity model (S-3M) is basically composed of 6 maturity levels with 7 dimensions. The biggest contribution of S-3M is to put innovation into agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This paper suggests that innovation (breakthrough new products/services and business models) is the only way of creating sustainable growth and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond dynamic business environment and rapidly changing customer behaviours. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/89817/proposing-a-strategic-management-maturity-model-for-continues-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">194</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1725</span> Measuring Strategic Management Maturity: An Empirical Study in Turkish Public and Private Sector Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management%20maturity" title="strategic management maturity">strategic management maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20development" title=" research and development"> research and development</a> </p> <a href="https://publications.waset.org/abstracts/78264/measuring-strategic-management-maturity-an-empirical-study-in-turkish-public-and-private-sector-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78264.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1724</span> One of the Missing Pieces of Inclusive Education: Sexual Orientations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S%C4%B1la%20Uzkul">Sıla Uzkul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a requirement of human rights and children's rights, the basic condition of inclusive education is that it covers all children. However, the reforms made in the context of education in Turkey and around the world include a limited level of inclusiveness. Generally, the inclusiveness mentioned is for individuals who need special education. Educational reforms superficially state that differences are tolerated, but these differences are extremely limited and often do not include sexual orientation. When we look at the education modules of the Ministry of National Education within the scope of inclusive education in Turkey, there are children with special needs, bilingual children, children exposed to violence, children under temporary protection, children affected by migration and terrorism, and children affected by natural disasters. No training modules or inclusion terms regarding sexual orientations could be found. This research aimed to understand the perspectives of research assistants working in the preschool education department regarding sexual orientations within the scope of inclusive education. Six research assistants working in the preschool teaching department at a public university in Ankara (Turkey) participated in this qualitative research study. Participants were determined by typical case sampling, which is one of the purposeful sampling methods. The data of this research was obtained through a "survey consisting of open-ended questions". Raw data from the surveys were analyzed and interpreted using the "content analysis technique" (Yıldırım & Şimşek, 2005). During the data analysis process, the data from the participants were first numbered, then all the data were read, and content analysis was performed, and possible themes, categories, and codes were extracted. The opinions of the participants in the research regarding sexual orientations in inclusive education are presented under three main headings within the scope of the research questions. These are: (a) their views on inclusive education, (b) their views on sexual orientations (c) their views on sexual orientations in the preschool period. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sexual%20orientation" title="sexual orientation">sexual orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=inclusive%20education" title=" inclusive education"> inclusive education</a>, <a href="https://publications.waset.org/abstracts/search?q=child%20rights" title=" child rights"> child rights</a>, <a href="https://publications.waset.org/abstracts/search?q=preschool%20education" title=" preschool education"> preschool education</a> </p> <a href="https://publications.waset.org/abstracts/179039/one-of-the-missing-pieces-of-inclusive-education-sexual-orientations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179039.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">63</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">1723</span> Paradox of Business Strategic toward Sustainable Business: A Case Study of Hijab Fashion in Bandung</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lisandy%20Arinta%20Suryana">Lisandy Arinta Suryana</a>, <a href="https://publications.waset.org/abstracts/search?q=Santi%20Novani"> Santi Novani</a>, <a href="https://publications.waset.org/abstracts/search?q=Utomo%20Sarjono"> Utomo Sarjono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Paradox of business strategic is associated with the contradictory practice. It becomes one of the critical way to survive and win in the dynamic competitive landscape – high level of uncertainty and rapid change in the business environment. Those characteristics are similar with the environment of hijab fashion business, especially in Indonesia. This paper aims to describe the success of paradoxical strategic based on historical data of hijab fashion business which have been validated by qualitative approach. This paper discusses two main aspects of paradoxical strategic such as paradox in human resource management, and logistic center management. Then, the detail effects from each practice are described in term of causal loop diagram. Moreover, the practice of paradoxical strategic depends on leadership that can make a brave and dynamic decision by capturing the main problems and opportunities in their business, and also build commitment to achieve a specific goal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=paradox%20of%20business%20strategic" title="paradox of business strategic">paradox of business strategic</a>, <a href="https://publications.waset.org/abstracts/search?q=paradoxical%20strategic" title=" paradoxical strategic"> paradoxical strategic</a>, <a href="https://publications.waset.org/abstracts/search?q=causal%20loop%20diagram" title=" causal loop diagram"> causal loop diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business" title=" sustainable business"> sustainable business</a>, <a href="https://publications.waset.org/abstracts/search?q=hijab%20fashion%20business" title=" hijab fashion business"> hijab fashion business</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategic" title=" business strategic"> business strategic</a> </p> <a href="https://publications.waset.org/abstracts/54366/paradox-of-business-strategic-toward-sustainable-business-a-case-study-of-hijab-fashion-in-bandung" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54366.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">389</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1722</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">1721</span> Strategic Decision Making Practice in Croatia: Which Decision Making Style is More Effective?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ivana%20Bulog">Ivana Bulog</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Decision making is a vital part of the business world and any other field of human endeavor. Which way a business organization will take, and where that way will lead it, depends on broad range of decisions made by managers in the managerial structure. Strategic decisions are of the greatest importance for organizational success. Although much empirical research has been done trying to describe and explain its nature and effectiveness, knowledge about strategic decision making is still incomplete. This paper explores the nature of strategic decision making in particular setting - in Croatian companies. The main focus of this research is on the style that decision makers on strategic management level are following when making decisions of life importance for their companies. Two main decision making style that explain the way decision maker collects and processes available information and performs all the activities in strategic decision making process were empirical tested: rational and intuitive one. Besides analyzing their existence on strategic management level in Croatian companies, their effectiveness is analyzed as well. Results showed that decision makers at strategic management level are following both styles somewhat equally in order to function effectively, and that intuitive style is more effective when considering decisions outcomes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decision%20making%20style" title="decision making style">decision making style</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making%20effectiveness" title=" decision making effectiveness"> decision making effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20decisions" title=" strategic decisions"> strategic decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20sciences" title=" management sciences"> management sciences</a> </p> <a href="https://publications.waset.org/abstracts/7599/strategic-decision-making-practice-in-croatia-which-decision-making-style-is-more-effective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1720</span> Geopolitical Architecture: The Strategic Complex in Indo Pacific Region </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muzammil%20Dar">Muzammil Dar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The confluence of trans-national interests and divergent approaches followed by multiple actors has surrounded the Indo-Pacific region with myriad of strategic complexes- Geo-Political, Geo-economic, and security. This paper has thus made a humble attempt to understand the Indo-Pacific strategic predicament from Asia-Pacific perspective. The portmanteau of Indo-Pacific strategic gamble has multiple actors from global powers to regional actors. On the indo-pacific waters, not only flow trade relations, but the tides of conflicts and controversies are striking these actors against each other. The alliance formation and infrastructure building has built-in threat perceptions from rivals vice-versa. The assertiveness of China as a reality and India’s ideological doctrine of peace and friendship, as well as American rebalancing against China, could be seen as clear and bright on the Indo-Pacific strategic portmanteau. ASEAN and Japan, too, have oscillating posturing in the strategic dilemma. The aim and objective of the paper are to sketch out the prospectus and prejudices of Indo-pacific strategic complex. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Indo%20Pacific" title="Indo Pacific">Indo Pacific</a>, <a href="https://publications.waset.org/abstracts/search?q=Asia%20Pacific" title=" Asia Pacific"> Asia Pacific</a>, <a href="https://publications.waset.org/abstracts/search?q=security%20and%20growth%20for%20all%20in%20the%20region" title=" security and growth for all in the region"> security and growth for all in the region</a>, <a href="https://publications.waset.org/abstracts/search?q=SAGAR" title=" SAGAR"> SAGAR</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN%20China" title=" ASEAN China"> ASEAN China</a> </p> <a href="https://publications.waset.org/abstracts/130130/geopolitical-architecture-the-strategic-complex-in-indo-pacific-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130130.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1719</span> Institutional Levels Entrepreneurial Orientations and Social Entrepreneurial Intentions: Understanding the Mediating Role of Empathy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paulson%20Young%20Ofenimu%20Okhawere">Paulson Young Ofenimu Okhawere</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research suggests that the main trait differentiating social entrepreneurs from traditional entrepreneurs is empathy. And although prior research has established the relevance of empathy in predicting social entrepreneurial intentions in different contexts, its usefulness at predicting social entrepreneurial intentions in emerging economy like Nigeria is yet to be well established. Whereas, it is well known that students in tertiary institutions in Nigeria (e.g. Universities, Polytechnics, and Colleges of Education) are given entrepreneurial orientations by being made to offer compulsory courses in entrepreneurship, research focusing on the effect of such students’ entrepreneurial orientation on entrepreneurial intentions is scant. To address this gap in the entrepreneurship literature, this study attempts to enhance our understanding by focusing on students selected from one University of Technology, one Polytechnic, and one College of Education in Niger State of Nigeria. The purpose of this study, therefore, is to examine the mechanism through which students’ institutional level entrepreneurial orientations affect their social entrepreneurial intentions and the role empathy plays in this relationship. Building on complexity theory (Satish & Streufert, 2003, 2001), this study proposes empathy as a proximal antecedent of social entrepreneurial intentions and that it is the mechanism through which the students’ entrepreneurial orientations affect their social entrepreneurial intentions. Data collected from 598 respondents were analyzed using multilevel structural equation modelling with Mplus version 7.3. The findings reveal that (i) although students’ entrepreneurial orientation directly relates to their social entrepreneurial intentions, this relationship differs according to the kind of institution; and (ii) students’ entrepreneurial orientations positively relates to social entrepreneurial intentions indirectly through empathy. Finally, the paper discusses the theoretical and practical implications of the findings, highlights the study’s strengths and limitations, and then maps out some directions for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=institutional%20level" title="institutional level">institutional level</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20orientation" title=" entrepreneurial orientation"> entrepreneurial orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=empathy" title=" empathy"> empathy</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20entrepreneurial%20intentions" title=" social entrepreneurial intentions "> social entrepreneurial intentions </a> </p> <a href="https://publications.waset.org/abstracts/121501/institutional-levels-entrepreneurial-orientations-and-social-entrepreneurial-intentions-understanding-the-mediating-role-of-empathy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121501.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">152</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">1718</span> Exploring the Implementation of Strategic Management Process in Egyptian Five-Star Hotels: Resorts versus Downtown Hotels</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jailan%20Mohamed%20El%20Demerdash">Jailan Mohamed El Demerdash</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In consideration of the challenges and the fierce global competition that have emerged in today’s hotel industry, it was important to shed light on the subject of strategic management. In addition, five-star hotels play a crucial role in supporting the tourism industry and investment in Egypt. Therefore, this study aims at exploring the scope of implementing strategic management practices in five-star hotels in Egypt and examining the differences between resorts and downtown hotels regarding the implementation of a strategic management process. The impact of the difference in hotel types on the implementation of the strategic management process will be examined. Simple random sampling technique will be employed to select the sample from the target population, including hotels from Sharm El- Sheikh, Cairo, and Hurghada cities. The data collection instrument employed in the current study is an interviewer-administered questionnaire. Eventually, combining the results of the study with the literature review helped to present a number of recommendations that have to be directed to hotel managers in the area of strategic management practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20tools" title=" strategic tools"> strategic tools</a>, <a href="https://publications.waset.org/abstracts/search?q=five-star%20hotels" title=" five-star hotels"> five-star hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=resorts" title=" resorts"> resorts</a>, <a href="https://publications.waset.org/abstracts/search?q=downtown%20hotels" title=" downtown hotels"> downtown hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=Egypt" title=" Egypt"> Egypt</a> </p> <a href="https://publications.waset.org/abstracts/106779/exploring-the-implementation-of-strategic-management-process-in-egyptian-five-star-hotels-resorts-versus-downtown-hotels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/106779.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">144</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1717</span> End to End Supply Chain Visibility – A Dynamic Capability View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Nafar">Mohammad Reza Nafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to get a better understanding of supply chain visibility for creating strategic value, this paper uses a dynamic capability lens to reveal the nature of supply chain visibility. This paper identifies the importance of supply chain visibility in driving supply chain reconfigurability and consequently improving supply chain strategic performance. Empirical evidence shows that visibility has a direct impact on supply chain strategic performance. It also supports that visibility is important for enhancing supply chain reconfigurability, thus creating strategic value in supply chains. Supply chain visibility, therefore, enables firms to reconfigure their supply chain resources for a better competitive advantage. From the perspective of practitioners, the results display several insights into how managers should create strategic value from supply chain visibility. Prominently, managers or decision-makers need to take advantage of supply chain visibility in order to use and recombine resources in a value creation manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20visibility" title="supply chain visibility">supply chain visibility</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20performance" title=" strategic performance"> strategic performance</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20mobilization" title=" resource mobilization"> resource mobilization</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20system" title=" information system"> information system</a> </p> <a href="https://publications.waset.org/abstracts/139379/end-to-end-supply-chain-visibility-a-dynamic-capability-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/139379.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">237</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1716</span> Strategic Management Methods in Non-Profit Making Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20%C5%98eho%C5%99">P. Řehoř</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Hol%C3%A1tov%C3%A1"> D. Holátová</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20Dole%C5%BEalov%C3%A1"> V. Doležalová</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Paper deals with analysis of strategic management methods in non-profit making organization in the Czech Republic. Strategic management represents an aggregate of methods and approaches that can be applied for managing organizations - in this article the organizations which associate owners and keepers of non-state forest properties. Authors use these methods of strategic management: analysis of stakeholders, SWOT analysis and questionnaire inquiries. The questionnaire was distributed electronically via e-mail. In October 2013 we obtained data from a total of 84 questionnaires. Based on the results the authors recommend the using of confrontation strategy which improves the competitiveness of non-profit making organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=non-profit%20making%20organization" title=" non-profit making organization"> non-profit making organization</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20analysis" title=" strategy analysis"> strategy analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=SWOT%20analysis" title=" SWOT analysis"> SWOT analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a> </p> <a href="https://publications.waset.org/abstracts/9486/strategic-management-methods-in-non-profit-making-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9486.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">483</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1715</span> The Roles, Strategic Coordination, and Alignment of CTOs: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shailendra%20Natraj">Shailendra Natraj</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristin%20Paetzold"> Kristin Paetzold</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20R.%20Katzy"> B. R. Katzy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The significant role of technology in strategic business decisions has created the need for executives who understand technology and recognize profitable applications to products, services and processes. The role of CTO’s is very complex within technology-based firms, which stretches from the technology aspects to the strategic goal and vision of the firm. Often the roles of CTOs scales from as functional leaders, strategic leaders or supera- functional leaders. In most of the companies the roles are unclear and fuzzy. We in our research are trying to explore each of the orientation and link between leadership types (functional, strategic and super functional) of CTOs, responsibilities, credibility and strategic and conceptual responsibilities. Approach: We conducted a comprehensive literature review with the available databank sources. Results: From the conducted literature review we could identify that most of the research work conducted so far were mainly distributed between roles and responsibilities of CTOs. The available sources pointed were limited to roles of CTOs as functional leaders. Contribution: In our findings based on the literature review, we could identify that apart from the conducted research what so far has not been focused yet are (a) The leadership types (mainly) strategic and super-functional leaders) of CTOs, (b) the responsibilities and credibility of CTOs and (c) the strategic and conceptual responsibilities of CTOs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CTO" title="CTO">CTO</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer" title=" chief technology officer"> chief technology officer</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20leaders" title=" technology leaders "> technology leaders </a> </p> <a href="https://publications.waset.org/abstracts/23680/the-roles-strategic-coordination-and-alignment-of-ctos-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23680.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">512</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1714</span> Polish Operational Plans During Cold War as Part of Warsaw Pact Strategic Culture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wiktor%20Stypczy%C5%84ski">Wiktor Stypczyński</a> </p> <p class="card-text"><strong>Abstract:</strong></p> During the Cold War, both sides of the conflict developed advanced operational plans in case of a Third World War outbreak. In the Warsaw Pact, Soviet generals in Moscow chose targets for each army, but each country's General Staff had to create specific plans for their nation. This led to the creation of a Strategic Culture within the Warsaw Pact that was reflected in the plans of each army. This paper aims to showcase the Strategic Culture of the Warsaw Pact by using the plans of the People's Polish Army as an example. Examining one army at a time will allow for a more detailed and unique perspective on the matter. Understanding the past Strategic Culture is crucial in comprehending the current post-Soviet strategic situation in Eastern Europe, especially with the current situation in Ukraine. This paper is based on Benon Miśkiewicz's classic methodology of military history. While this methodology is the foundation, the research findings will also draw on the Strategic Studies methodology and the accomplishments of war and military science. Additionally, the Security and Political Studies methodology will be a crucial element in constructing the narrative. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cold%20war" title="cold war">cold war</a>, <a href="https://publications.waset.org/abstracts/search?q=operetional%20plans" title=" operetional plans"> operetional plans</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20culture" title=" strategic culture"> strategic culture</a>, <a href="https://publications.waset.org/abstracts/search?q=polish%20people%27s%20army" title=" polish people's army"> polish people's army</a> </p> <a href="https://publications.waset.org/abstracts/170642/polish-operational-plans-during-cold-war-as-part-of-warsaw-pact-strategic-culture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170642.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">71</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1713</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> <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%20orientations&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=strategic%20orientations&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=strategic%20orientations&page=4">4</a></li> <li class="page-item"><a class="page-link" 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