scholarly journals THE CONTRIBUTING FACTOR THE LACK OF THEATRE FUNDING

2021 ◽  
Author(s):  
Engku Munirah Nabihah Engku Abd Rahman
Keyword(s):  
Strategic Planning ◽  
Financial Management ◽  
Local Community ◽  
Information Gathering ◽  
Community Research ◽  
Corporate Sector ◽  
Sensitive Issue ◽  
Theatre Production

This paper explores factors that influence theatre funding in Malaysia. It argues that as an indispensable resource, theatre funding is always inadequate. Financing from private or government initiatives has always been a topical and sensitive issue for government, associations, the corporate sector, donors and the local community. Research has found that funding is a major issue and problem faced by theatre production and activist. This research aimed to identify the factors that contribute to the lack of theatre funding. It is believed that strategic planning, financial management and marketing will contribute to financing based on the production goals. The research uses are qualitative, in nature and use interviews as its main information-gathering tools. Theatres should be directed to other sources of funding with appropriate strategies and approaches to fulfilling their mission.

Specifics of strategic financial planning of enterprise activity in the digital economy

2020 ◽  
Vol 26 (3) ◽  
pp. 499-507
Author(s):  
P.A. Levchaev ◽  
B. Khezazna
Keyword(s):  
Strategic Planning ◽  
Financial Planning ◽  
Financial Management ◽  
Digital Economy ◽  
Economic Life ◽  
Corporate Management ◽  
Economic Relations ◽  
Digital Era ◽  
Analysis And Synthesis ◽  
Corporate Management System

Subject. The article investigates the specifics of strategic financial planning of enterprise operations in conditions of digitalization processes, as well as the introduction of advanced technologies in all spheres of social and economic life. It determines unique opportunities for company development in the international market. Objectives. The study aims at reviewing a set of economic relations and problems emerging in the process of strategic financial planning of enterprise performance in the digital economy, and developing recommendations to improve the financial strategic planning of economic entities. Methods. We employ methods of economic analysis and synthesis, and comparison. The paper rests on works by academic economists on the problems of finance, financial management, and planning. Results. We investigated the most important features and problems of strategic financial planning of enterprises in the digital economy, and how the digital era increases the level of competition of participants for economic dominance. Identified features of financial strategic planning of the corporation's activities in the digital economy are recommended for use in the corporate management system of an industrial enterprise. Conclusions. Improving the strategic management process is a stage of transformations in the digital economy. Enterprises create new priorities through using management models. At the same time, the role of fixed assets is reduced, and intangible assets and information accelerate the business. The effectiveness of company operations is often determined by the availability of accurate and timely information that reflects the necessary aspects of financial and economic practice.

Principles of strategic financial management and their implementation in the information economy

2021 ◽  
Vol 27 (12) ◽  
pp. 2772-2784
Author(s):  
Anna P. GAVRYUSHENKO
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Financial Management ◽  
Systems Approach ◽  
Information Economy ◽  
Legal Doctrine ◽  
Doctrinal Development ◽  
Russian Version ◽  
Management Objectives ◽  
Current State

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

Chicago's Pragmatic Planners

2001 ◽  
Vol 25 (2) ◽  
pp. 275-317
Author(s):  
Sudhir Venkatesh
Keyword(s):  
Large Scale ◽  
Local Community ◽  
Community Research ◽  
Research Committee ◽  
Social Scientists ◽  
Popular Imagination ◽  
Social Surveys ◽  
Community Area ◽  
The City ◽  
Grid Layout

Chicago is amythic city. Its representation in the popular imagination is varied and has included, at various times, the attributes of a blue-collar town, a city in a garden, and a gangster's paradise. Myths of Chicago “grow abundantly between fact and emotion,” and they selectively and simultaneously evoke and defer attributes of the city. For one perduring myth, social scientists may be held largely responsible: namely, that Chicago is “one of the most planned cities of themodern era,” with a street grid, layout of buildings and waterways, and organization of its residential and commercial architecture that reveal a “geometric certainty” (Suttles 1990). The lasting scholarly fascination with Chicago's geography derives in part from the central role that social scientists played in constructing the planned city. In the 1920s,University of Chicago sociologist Ernest Burgess worked with his colleagues in other social science disciplines to divide the city into communities and neighborhoods. This was a long and deliberate process based on large-scale “social surveys” of several thousand city inhabitants.Their work as members of the Local Community Research Committee (LCRC) produced the celebrated Chicago “community area”—that is, 75 mutually exclusive geographic areas of human settlement, each of which is portrayed as being socially and culturally distinctive.

scholarly journals GREEN INFRASTRUCTURE SPACES AS AN INSTRUMENT PROMOTING YOUTH INTEGRATION AND PARTICIPATION IN LOCAL COMMUNITY

2018 ◽  
Vol 40 (1) ◽  
pp. 37-49 ◽  
Author(s):  
Agnieszka Jaszczak ◽  
Gintarė Vaznonienė ◽  
Bernardas Vaznonis
Keyword(s):  
Green Infrastructure ◽  
Local Community ◽  
Social Activity ◽  
Social Benefit ◽  
Community Research ◽  
Health Improvement ◽  
Activity Promotion ◽  
The Status ◽  
Local Actors

Insufficient analysis of green infrastructure spaces benefit to youth activity promotion in Lithuanian social sciences discourse enabled to formulate scientific problem – what can be possibilities of using green infrastructure spaces while strengthening youth integration and participation in local community? The aim of the article – after analyzing social benefit of green infrastructure spaces to youth, to determine their usage possibilities for strengthening youth integration and participation in local community. Research methods: scientific literature, document analysis and synthesis, abstraction and comparison methods. Šiauliai district Kuršėnai town environmentally directed school’s projects were analysed for the case study. For youth, green infrastructure spaces are the areas for environmental education, health improvement, strengthening of their integration and participation in local community through various activities. Youth gradually become involved into social activity where their status of a passive participant changes into the status of an active participant. Case study can be used by various local actors (other schools, community, teachers, parents etc.) strengthening integration and participation of youth in local community by using GI spaces.

Budgeting as a Tool for Sustainable Development

2018 ◽  
pp. 42-60
Author(s):  
Fatih Yılmaz
Keyword(s):  
Decision Making ◽  
Sustainable Development ◽  
Strategic Planning ◽  
Financial Management ◽  
Sectoral Differences

Corporations are profit-oriented organizations. If they do not have enough profit, they cannot survive. The expectations and forecasts have a key role in decision making. Thorough those expectations and forecasts, a scenario is developed. If a scenario contains financials, it means that a budget is prepared. Budget is a kind of financial simulator of a business. Budgeting is a vital tool in financial management for sustainable development. Budgeting also maintains the effectiveness of capital and resource of the company. There is diversity in the budgets of each sector or each industry. Manufacturing, logistics, airlines, construction, hospitality, and others have sectoral differences in budgeting. In this chapter, objectives of budgeting, budgeting methods, steps in budgeting, sectoral differences, relationship between budgets, and strategic planning are discussed.

AN EXPLORATORY STUDY OF STRATEGIC PLANNING BEHAVIOUR IN SMEs IN SINGAPORE/MALAYSIA CONTEXT

1993 ◽  
Vol 01 (02) ◽  
pp. 255-278 ◽  
Author(s):  
B C GHOSH ◽  
AIK-MENG LOW ◽  
TECK-MENG TAN ◽  
CHEE-ONN CHAN
Keyword(s):  
Strategic Planning ◽  
Risk Taking ◽  
Exploratory Study ◽  
Environmental Changes ◽  
Information Gathering ◽  
Extensive Literature ◽  
Chief Executives ◽  
Spouse Support

Strategic planning literature is extensive but how small and medium sized firms (SMEs) behave in response to environmental changes and how they incorporate such changes in their medium to long term plan has been insufficiently studied, in the writers’ view, especially in Singapore/Malaysia context. This research is dedicated towards finding a framework for such analysis and testing such framework in 15 local/regional companies. After an extensive literature review from sources which are both international and local, a fairly lengthy questionnaire was developed. As stated, 15 companies’ chief executives (or in their absence, someone equivalent) were interviewed and at the end of each interview a set of structured questions were asked to be filled in. The whole interview process itself took more than a month. The results have been analysed and highlighted. One main finding is that SMEs continue to be family-centred in a local/regional context especially. Among other findings were the process of information gathering which was chiefly informal, the dominance of CEO-centred management, opportunity-seeking and risk-taking in identifying strategies and finally, the role of the spouse-support. This research is multi-faced and deserves to be further explored. Herein lies its limitation as well as its promise. A research of this nature cannot claim to be fully conclusive and hence its natural incompleteness indicates further research continuation.

Sign in / Sign up

Export Citation Format

Share Document