Strategic Management Tools and Techniques in Smes

2011 ◽  
Author(s):  
Mika Pasanen
Keyword(s):  
Strategic Management ◽  
Management Tools ◽  
Tools And Techniques

scholarly journals Investigation of strategic management tools and techniques

2013 ◽  
Vol 61 (4) ◽  
pp. 833-840 ◽  
Author(s):  
Anna Afonina ◽  
Vladimír Chalupský
Keyword(s):  
Strategic Management ◽  
Rank Order ◽  
Data Entry ◽  
Quantitative Approach ◽  
Management Tools ◽  
Essential Information ◽  
Level Of Satisfaction ◽  
Analyse Data ◽  
High Level ◽  
Tools And Techniques

The paper is focused on investigation of strategic managmene tools and techniques used by Czech companies. The quantitative approach was used for the analysis of strategic management tools and techniques. The aim of the quantitative approach was to collect and analyse data about the awareness, satisfaction and utilization of strategic management tools and techniques. The empirical research was conducted via a questionnaire survey of Czech companies. Empirical data were collected from 74 companies in Czech Republic. For the data entry and processing data were used the Statictical package for the Social Science (SPSS). The study presents four groups of tools and techniques based on the perceived results of manager’s utilization and satisfaction. The most of the examined tools and techniques concentrated on the two groups: (1) power tools, this group include the tools and techniques with high level of utilization and high level of satisfaction; (2) rudimentary tools, which includes the tools and techniques with low satisfaction and low utilization. The Spearman rank order correlation coefficient was used to identify the relationship between utilization of strategic management tools and techniques and managerial awareness. The results provide essential information on the application of strategic management tools and techniques, and indicate the level of managerial awareness of strategic management tools and techniques. In addition the findings indicate a positive relationship between the utilization of strategic management tools and techniques and managerial awareness.

The Use of Strategic Management Tools and Techniques

2005 ◽  
pp. 61-90 ◽  
Author(s):  
Andrew Cox ◽  
Chris Lonsdale ◽  
Joe Sanderson ◽  
Glyn Watson
Keyword(s):  
Strategic Management ◽  
Management Tools ◽  
Tools And Techniques

In the shiny world of diamonds and jewelry: all that glitters is not gold!

2018 ◽  
Vol 8 (1) ◽  
pp. 1-30 ◽  
Author(s):  
Ara Azizbekyan ◽  
Virginia Bodolica ◽  
Martin Spraggon
Keyword(s):  
Strategic Management ◽  
Subject Area ◽  
Financial Risks ◽  
Management Tools ◽  
Content Type ◽  
Case Study Analysis ◽  
Trading Company ◽  
The People ◽  
Upper Level ◽  
Tools And Techniques

Subject area Strategic management. Study level/applicability Upper-level undergraduate courses or introductory MBA courses. Case overview The need to diversify the financial risks of his scrap metal business based in Georgia led Levan to invest in a diamond trading company in the UAE. He agreed to be a sleeping partner and provide the capital to Kewon, a diamond specialist with a wealth of experience in the field, in their joint attempt to build an international network of diamond trade. Despite several difficulties faced on the way, their company seemed to generate stable returns for more than five years. Yet following the surprising discovery of multiple organizational inconsistencies, Levan decided to end the partnership with Kewon and establish his own retail jewelry store to be managed by the members of his family. Ultimately, he was confronted with two important decisions regarding both his jewelry business and the diamond company in which he had previously invested a significant amount of capital. The decisions he was about to make were of critical importance for the future of these companies and the people who managed them. By walking readers through a series of triggering events, this case offers the opportunity to evaluate the effectiveness of managerial actions through the application of various strategic management tools and frameworks. Expected learning outcomes Upon completion of this case study analysis, students should be able to: estimate the complexities associated with the management of a partnership-based venture in the context of emerging markets; perform a detailed diagnosis of an entrepreneurial venture, applying relevant strategic management tools and techniques; evaluate the effectiveness of managerial actions and decisions at different stages of the organizational lifecycle; and demonstrate the importance of the strategic adaptation of organizations through the deployment of viable decision-making skills. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Strategic Management Tools and Techniques Usage: a Qualitative Review

2017 ◽  
Vol 65 (2) ◽  
pp. 585-600 ◽  
Author(s):  
Albana Berisha Qehaja ◽  
Enver Kutllovci ◽  
Justina Shiroka Pula
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Success Factors ◽  
Financial Analysis ◽  
Cost Benefit Analysis ◽  
Empirical Studies ◽  
Synthesis Method ◽  
Empirical Literature ◽  
Management Tools ◽  
Tools And Techniques

This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990–2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, “what if” analysis, vision and mission statements, Porter’s five forces analysis, business financial analysis, key success factors analysis, cost‑benefit analysis and customer satisfaction.

scholarly journals The Impact of Strategic Management Tools and Techniques on Organisational Performance Management: Mid-Level Managers’ Perceptions

2020 ◽  
pp. 987-1002
Author(s):  
Saleh Alarifi
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Strategic Plan ◽  
Senior Managers ◽  
Management Tools ◽  
Factors Affecting ◽  
Intelligence System ◽  
Medium Level ◽  
Tools And Techniques ◽  
The Impact

Strategic management and its factors are among the most important factors affecting the efficiency of business and increasing its competitive advantage among others. One of the most important components of this is the Business Intelligence System (BI). Concern in this regard has always been confined only to the views of senior managers, both in choosing the technology that helps the business to implement its strategic plan and put it in the scope of actual implementation in what works for the benefit and development of the business or regarding the (BI) system and its impact. This neglect of the perspectives of middle managers is the basis for this research, as it should be highlighted unlike researches that have been done before. The main purpose of this study is to evaluate BI systems as viewed by mid-level managers. Finally, this study concluded that from a medium-level perspective, a comprehensive strategic plan model can be made. This study also demonstrated the effectiveness of BI systems in improving the performance of business strategic management. After collecting and analysing data, the researcher found that there is a relationship between organisational alignment and business activities, and a relationship between organisational alignment and the efficiency of the CPM process. However, the researcher did not find possible ways to influence the organisational alignment itself.

scholarly journals Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies

2017 ◽  
Vol 19 (1) ◽  
pp. 67-99 ◽  
Author(s):  
Albana Berisha Qehaja ◽  
Enver Kutllovci ◽  
Justina Shiroka Pula
Keyword(s):  
Comparative Analysis ◽  
Strategic Management ◽  
Empirical Studies ◽  
Management Tools ◽  
Tools And Techniques
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