scholarly journals Strategic Capability Modelling of Services

2006 ◽  
Author(s):  
Lin Liu ◽  
Chi-hung Chi ◽  
Zhi Jin ◽  
Eric Yu
Keyword(s):  
Strategic Capability

scholarly journals Developing Strategic Capability Through Business Intelligence Applications

2019 ◽  
pp. 184-201
Author(s):  
Martin George Wynn ◽  
Daniel Brinkmann
Keyword(s):  
Business Intelligence ◽  
Strategy Development ◽  
Company Performance ◽  
Insurance Company ◽  
Capability Development ◽  
Report Generation ◽  
Research Findings ◽  
Data Provision ◽  
System Access ◽  
Strategic Capability

Company performance can be measured at all levels across an organization, and in the German healthcare industry, business intelligence systems play a crucial role in achieving this. For one major health insurance company (discussed here as an alias – AK Healthcare), the deployment of business intelligence applications has supported sustained growth in turnover and market share in the past five years. In this chapter, these tools are classified within an appropriate conceptual framework which encompasses the organization's information infrastructure and associated processes. Different components of the framework are identified and examples are given: systems infrastructure, data provision/access control, the BI tools and technologies, report generation, and information users. The use and integration of business intelligence tools in the strategy development process is then analyzed, and the key functions and features of these tools for strategic capability development are discussed. Research findings encompass system access, report characteristics, and end-users' capabilities.

Power, Diplomacy, and Diplomatic Networks

2019 ◽  
pp. 151-168
Author(s):  
Marina E. Henke
Keyword(s):  
Institutional Theory ◽  
International Organizations ◽  
International Organization ◽  
Coalition Building ◽  
Weak States ◽  
The Social ◽  
Asymmetrical Power ◽  
Strategic Capability

This concluding chapter discusses that most multilateral military coalitions—including those operating under the umbrella of an international organization—are purposefully constructed by states that are most interested in the deployment of a particular operation. These pivotal states thereby instrumentalize diplomatic embeddedness; they use their diplomatic networks as a resource, as a strategic capability to construct allied cooperation. Most pivotal states are politically powerful and wealthy. Yet asymmetrical power capabilities alone often cannot account for the coalition negotiation outcomes observed in this book. Relatively weak states in fact are often able to drive a hard bargain. They are aware of the pivotal states' desire for their coalition contribution and thus hold considerable power in coalition negotiations. The social-institutional theory of multilateral military coalition building developed in this book explains the theoretical underpinnings of these dynamics in detail. The chapter then considers this book's implications for how governments, international organizations, scholars, and informed citizens analyze multilateral military coalition building and make policies to deal with it.

Strategic Capabilities for the Sustainability of Small, Medium, and Micro Enterprises

2021 ◽  
pp. 17-44
Author(s):  
Sulaiman Olusegun Atiku ◽  
Abiola Afolakemi Abatan
Keyword(s):  
Customer Satisfaction ◽  
Literature Review ◽  
Positive Relationship ◽  
Innovation Capability ◽  
Strategic Objectives ◽  
Innovative Capabilities ◽  
Strategic Capabilities ◽  
The Relationship ◽  
Micro Enterprises ◽  
Strategic Capability

Sustainability of small, medium, and micro enterprises has been an issue due to the lack of strategic capability of many entrepreneurs. This chapter examines the strategic capabilities that are necessary for the sustainability of small, medium, and micro-enterprises. A literature review approach was adopted by the authors to examine the relationship between the measures of strategic capability of small, medium, and micro-enterprises, and the sustainability measures of the small, medium, and micro-enterprises. The result shows that there is a positive relationship between strategic capability and sustainability of small, medium, and micro-enterprises. The measures of strategic capability include sensing, seizing, transforming, and innovative capabilities. The sustainability measures of the small, medium and micro enterprises are strategic objectives, customer satisfaction, and retention, organisational value, networking, availability of resources, innovation capability, profitability, and organisational competitiveness.

Challenges of Upgrading Strategic Capability in Public Sector

1996 ◽  
Vol 1558 (1) ◽  
pp. 122-129
Author(s):  
Barbara L. Nelson ◽  
Robert C. Johns ◽  
Robert J. Benke
Keyword(s):  
Public Sector ◽  
Transportation Policy ◽  
Department Of Transportation ◽  
Healthy Development ◽  
Public Expectations ◽  
Public Sector Organizations ◽  
Management Techniques ◽  
Internal Operations ◽  
Thoughtful Discussion ◽  
Strategic Capability

Noting significant shifts in public expectations of government transportation policy, management at the Minnesota Department of Transportation concluded that its approach to internal operations and external affairs required adjustment. After thoughtful discussion of the options, management decided to import and adapt advanced management techniques from the private sector in ways that were consistent with public sector values and introduce them by means that would support healthy development of a learning organization. This innovative approach produced benefits for the organization. It also demonstrated the unique challenges public sector organizations have in upgrading strategic capability: creating a framework of outcomes that are clear and congruent; adapting strategic techniques to agree with public sector organizational values and introducing them in ways that garner public acceptance; being accountable for shaping a future according to shared public aspiration; creating systems to provide the grist for strategic analysis in forms compatible with the methodologies; creating clarity in the organization's conceptual and strategy framework so that strategic techniques achieve their promise; producing an aspiration for the future that is shared by the general public; and setting a longer-term goal that inspires commitment. A conceptual framework is offered. Analysis of the challenges—challenges anticipated and challenges apparent only in after-the-fact reflection—highlights complex issues faced by public-sector management executing a strategic upgrade.

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