BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

Does deal size moderate the effects of board faultlines? Evidence from acquisitions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Tidbury ◽  
Steven F. Cahan ◽  
Li Chen
Keyword(s):  
Fixed Effects ◽  
Quantitative Research ◽  
Future Research ◽  
Research Approach ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Content Type ◽  
Instrumental Variable Analysis

Purpose Board faultlines, which reflect intrinsic divisions of board members into relatively homogeneous subgroups, are associated with poor firm performance. This paper aims to extend the existing board faultline research by examining how acquisition deal size moderates the negative implications of board faultlines. Design/methodology/approach This paper uses a sample of acquisitions and a quantitative research approach to conduct statistical analysis. Findings Using a sample of acquisitions announced between 2007 and 2016, this paper finds evidence suggesting that strong faultlines are associated with poorer acquisition outcomes in the long-term, but not in the short term. Further, this paper finds that the effect of faultline strength on long-term acquisition outcomes is weaker for larger acquisition deals than smaller acquisition deals. The findings are consistent with deal size moderating the relation between faultlines and acquisition outcomes. Research limitations/implications This paper addresses possible endogeneity through firm fixed effects and instrumental variable analysis. Although this paper provides evidence on the moderating role of deal size in the context of faultlines, future research could examine the role of additional moderators, such as pro-diversity, trust, board leadership and board and task characteristics. Practical implications The findings suggest that boards need to be aware of situations where the negative effects of faultlines are more likely to come to the fore. For example, faultlines are more likely to play a role in more routine, obscure monitoring than for high-profile strategic decisions. Originality/value The study is multidisciplinary as it draws on the management, organizational behaviour and psychology and finance literature. It contributes to the developing literature on faultlines in several important ways. First, this paper supports their view that faultlines have adverse effects on board performance by showing that faultlines negatively impact discrete strategic investment decisions. Second, this paper provides evidence that deals size moderates the faultline-acquisition performance relation, indicating that the role of faultlines is contextual. Third, this paper finds evidence that suggests investors do not factor in board faultlines when responding to acquisition announcements.

scholarly journals Strategic priorities for managing spatial inequalities in the socio-economic development of the Russian regions

Upravlenets ◽  
2021 ◽  
Vol 11 (6) ◽  
pp. 29-43
Author(s):  
Ivan Antipin ◽  
Natalya Vlasova ◽  
Olga Ivanova
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Location Theory ◽  
Integrated Approach ◽  
Russian Regions ◽  
Development Indicators ◽  
Spatial Inequalities ◽  
Its Regions ◽  
Socio Economic Development

With the growing need to ensure the security and sustainability of the national economy’s long-term development under unstable macroeconomic conditions, it is of special relevance to comprehend the inequalities being formed in the socioeconomic space of Russia and its regions. The paper aims to explore the trajectories of the socio-economic space’s inequality at the macro- and meso-levels in the Russian Federation, as well as to determine the strategic priorities for managing interregional differentiation. The study presents an integrated approach based on the primacy of the interconnection and interdependence typical of spatial imbalances. The approach implies the assessment of the dynamics of three groups of indicators that characterize the differences in economic and social development of the Russian regions. Scientific ideas about regional and spatial economics, as well as location theory and strategic management constitute the methodological framework of the research. In the study, dialectical, cause-effect and statistical methods are used. We prove that economic and social spaces in Russia often have opposite development priorities, which hampers the effectiveness of government policy. This requires adjusting the strategic management of spatial imbalances aimed at increasing the efficiency of public administration mechanisms and methods, and improving the consistency of development indicators of the country and its regions with long-term socio-economic goals. Having assessed the problems of regulation of the socio-economic development inequalities and performed a discourse analysis of relevant documents, the article develops the key thrusts for improving the system of strategic planning in Russia. The findings add to the development of a scientifically based approach to implementing strategic management of spatial inequalities in the socio-economic development of Russia and its regions.

scholarly journals CREATING COMPETITIVE ADVANTAGE OF FIRMS THROUGH USING DIFFERENT TECHNIQUES AND TOOLS OF STRATEGIC MANAGEMENT

2019 ◽  
Vol 31 (5) ◽  
pp. 1223-1228
Author(s):  
Izet Zeqiri
Keyword(s):  
Strategic Management ◽  
Competitive Analysis ◽  
Strategic Analysis ◽  
Full Potential ◽  
Management Process ◽  
Strategic Decisions ◽  
Successful Operation ◽  
Strategic Management Process

Strategic management is a proactive process of achieving long-term compatibility of the enterprise in the envisaged environment. Strategic management helps the company to become familiar and to recognize the environment, provide a better guide for the whole enterprise, make managers more familiar with the changes, provide managers diversity in assessing investment requirements, help them in unifying the numerous strategic decisions taken by the managers, to create a proactive role of management, etc. Analyzing strategic segments creates the basis for conducting competitive analysis, where this represents an analysis of every company with which it directly competes in the market, so for this purpose managers must use various techniques and tools for strategic analysis. Although several times it is argued that the presence of the strategic management process or strategic leading is closely linked to the successful operation of enterprises, many enterprises do not practice it. As a result of this neglect, businesses can not achieve their full potential and they are threatened regarding to the survival of their business.

scholarly journals Complex treatment of erosion-corrosion issues for piping

2021 ◽  
Vol 225 ◽  
pp. 02005
Author(s):  
Mikhail Antonov ◽  
Aleksandr Kalyutik ◽  
Yury Karyakin ◽  
Alexandr Arzhaev ◽  
Alexey Arzhaev ◽  
...  
Keyword(s):  
Economic Efficiency ◽  
Integrated Approach ◽  
Damage Mechanism ◽  
Complex Treatment ◽  
Negative Effects ◽  
Term Operation ◽  
Erosion Corrosion

Erosion-corrosion damages piping sufficiently affect safety and economic efficiency of NPP long-term operation up. Due to the multifactorial nature of the damage mechanism under consideration, an integrated approach is required to minimize its negative effects.

scholarly journals Scientific and Theoretical Content of the Brand Strategy of a Trading Enterprise

2020 ◽  
Vol 11 (514) ◽  
pp. 457-461
Author(s):  
D. O. Zubko ◽  
Keyword(s):  
Strategic Management ◽  
Scientific Literature ◽  
Integrated Approach ◽  
Service Development ◽  
Brand Strategy ◽  
Enterprise Strategy ◽  
Semantic Ambiguity ◽  
Trading Company ◽  
Brand Strategies

The study notes that the activities of commercial enterprises are constantly becoming more complex, as it is influenced by factors related to economic crises, unstable economic environment, globalization of the economy and digitalization processes. All this causes changes in existing approaches to managing domestic enterprises. In this regard, the expediency of using the brand and brand strategy in the activities of a trading enterprise to ensure its competitiveness and market position is justified. The purpose of the study is to determine the scientific and theoretical content of the brand strategy of a trading enterprise. Approaches to defining the concepts of brand and brand strategy are considered and generalized, as a result of which it is determined that in the scientific literature there is no consensus on their interpretation, due to the semantic ambiguity of the characteristics of these definitions. The features and essence of the brand from the standpoint of subject, functional, emotional, cost-oriented and integrated approach are identified. The author's position on the expediency of defining the concept of brand taking into account the integrated approach is substantiated. The brand strategy is characterized as an orderly set of measures designed for the long term, the implementation of which is aimed at: increasing the popularity, demand for the company's product among consumers by forming an appropriate image, ideas, associations, expectations about it; increasing the value and competitiveness of a product or service; development of the trade enterprise as a whole. The stages of formation of enterprise strategy, creation of brand and brand strategy are generalized, their features in the context of activity of trade enterprise are defined. It is proved that the development and implementation of brand strategies in the framework of strategic management play an important role in the development and formation of the image of a trading company, which requires additional research on practical aspects in the theoretical plane.

scholarly journals Digital transformation of management system of institutions of additional education of schoolchildren

2021 ◽  
Vol 2021 (4) ◽  
pp. 28-35
Author(s):  
Galina Vladimirovna Petruk ◽  
Nina Vladimirovna Shashlo
Keyword(s):  
Strategic Management ◽  
Extracurricular Activities ◽  
Management System ◽  
Information Management System ◽  
Digital Transformation ◽  
Strategic Decisions ◽  
Top Managers ◽  
Characteristic Features ◽  
Additional Education ◽  
First Time

The article focuses on studying the modern trends of digital transformation of the management system of institutions of additional education of schoolchildren. Theoretical and methodological provisions have been scientifically substantiated and practical recommendations have been developed to improve the management system of additional education of schoolchildren in the context of digital transformations. It is proved that the institution of extracurricular education is also a community characterized by dedication, formal and informal structures, autonomy, cyclicality, freedom of choice of extracurricular activities. For the first time it was proposed to use a system-cybernetic approach to the strategic management of institutions of additional education of schoolchildren based on the procedural model of strategic management and the information management system, tested in the management system of Russian Childrenʼs Center “Ocean”. It is proved that Management Information Systems (MIS) uses the information necessary for top managers at all levels in making operational, tactical and strategic decisions. The advantages and positive factors for institutions of the sphere of additional education of schoolchildren from the introduction of MIS within the boundaries of the procedural model of strategic management are highlighted. The characteristic features of the management activities of the subjects of management of institutions of additional education of schoolchildren are outlined. There are presented the management models, the knowledge of which will provide the heads of organizations of extracurricular education with data on selecting MIS. The importance of further development of the theory, methodology and practice in the strategic management of additional education of schoolchildren in the context of digital transformations has been proved.

Influence of NPK fertilization on weed flora in maize field

2014 ◽  
Vol 63 (1) ◽  
pp. 139-148 ◽  
Author(s):  
Éva Lehoczky ◽  
M. Kamuti ◽  
N. Mazsu ◽  
J. Tamás ◽  
D. Sáringer-Kenyeres ◽  
...  
Keyword(s):  
Plant Nutrition ◽  
Crop Production ◽  
N Availability ◽  
Weed Species ◽  
Negative Effects ◽  
Production Factors ◽  
Maize Field ◽  
Weed Flora ◽  
Npk Fertilization

Plant nutrition is one of the most important intensification factors of crop production. The utilization of nutrients, however, may be modified by a number of production factors, including weed presence. Thus, the knowledge of occurring weed species, their abundance, nutrient and water uptake is extremely important to establish an appropriate basis for the evaluation of their risks or negative effects on crops. That is why investigations were carried out in a long-term fertilization experiment on the influence of different nutrient supplies (Ø, PK, NK, NPK) on weed flora in maize field.The weed surveys recorded similar diversity on the experimental area: the species of A. artemisiifolia, S. halepense and D. stramonium were dominant, but C. album and C. hybridum were also common. These species and H. annuus were the most abundant weeds.Based on the totalized and average data of all treatments, density followed the same tendency in the experimental years. It was the highest in the PK treated and untreated plots, and significantly exceeded the values of NK fertilized areas. Presumably the better N availability promoted the development of nitrophilic weeds, while the mortality of other small species increased.Winter wheat and maize forecrops had no visible influence on the diversity and the intensity of weediness. On the contrary, there were consistent differences in the density of certain weed species in accordance to the applied nutrients. A. artemisiifolia was present in the largest number in the untreated control and PK fertilized plots. The density of S. halepense and H. annuus was also significantly higher in the control areas. The number of their individuals was smaller in those plots where N containing fertilizers were used. Contrary to them, the density of D. stramonium, C. album and C. hybridum was the highest in the NPK treatments.

Aspects of the Evolution of the Romanian Tourists’ Preferences Concerning the Domestic Tourist Destinations

2019 ◽  
Vol 10 (1) ◽  
pp. 21-28
Author(s):  
Aniela Bălăcescu ◽  
Radu Șerban Zaharia
Keyword(s):  
Logistic Model ◽  
Local Level ◽  
Medium Term ◽  
Tourist Destinations ◽  
Tourism Management ◽  
Production And Consumption ◽  
On Line ◽  
The One ◽  
Long Term Studies

Abstract Tourist services represent a category of services in which the inseparability of production and consumption, the inability to be storable, the immateriality, and last but not least non-durability, induces in tourism management a number of peculiarities and difficulties. Under these circumstances the development of medium-term strategies involves long-term studies regarding on the one hand the developments and characteristics of the demand, and on the other hand the tourist potential analysis at regional and local level. Although in the past 20 years there has been tremendous growth of on-line booking made by household users, the tour operators agencies as well as those with sales activity continue to offer the specific services for a large number of tourists, that number, in the case of domestic tourism, increased by 1.6 times in case of the tour operators and by 4.44 times in case of the agencies with sales activity. At the same time, there have been changes in the preferences of tourists regarding their holiday destinations in Romania. Started on these considerations, paper based on a logistic model, examines the evolution of the probabilities and scores corresponding to the way the Romanian tourists spend their holidays on the types of tourism agencies, actions and tourist areas in Romania.

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