Internal communication management

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Research based on Latvian firms shows that internal communication is managed in a fragmented way. The internal communication concept is not understood well and its role in the firm’s strategic management process is underestimated. It is recommended that internal communication is designated to a specialized manager or unit and that operates under the direction of top management. Interdisciplinary participation could enhance the value of internal communication practices. Originality/value The briefing saves busy executives, strategists, and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format

The Strategic Management Process for Innovation Activities of OMAN Telecommunication Company (OMANTEL)

This research will investigate on the strategic management process of the entrepreneurship and innovation activities of Oman Telecommunication Company (OMANTEL). It will assess the chosen organization’s (Omantel) characteristic that is facilitating innovative process, implement activities that establishes an innovative environment within the structure of an organisation and analyse the strategic approach of the company’s innovation management. Moreso, this will also outline a discussion on the dynamics and characteristics of Omantel company and how the ICV policy could be improved; and will analyse as well the strategic management process adopted by Omantel company in driving entrepreneurship and innovation. To achieve these objectives, the relevant sources of information to be utilized include online articles, books and relevant entrepreneurship, innovation and SME journals. Finally, recommendations were made to improve the organization’s innovation process; foremost of which is a program that would provide new skills and knowledge to employees to foster creativity and innovation across organization.

The Strategic Management Process for Innovation Activities of HAYA Water, Oman

The main objective of this research is to investigate and explore the entrepreneurship and innovation in the Sultanate of Oman, taking the example of selected organisation that operates its business in the country, Haya Water, and explore the different innovation strategies which are essential for business growth and sustainability. The research study is based on the information gathered from previously published journals for the literature review and information through direct interview with employees in the company for the innovation strategy that is implemented in the company. The strategic management process for innovation activities that are driven by certain internal and external forces of Haya Water Oman will be explored as well in this research study. This will discuss the forces that initiate the innovation and entrepreneurship in this organisation, with the key factors for successful creation and implementation of innovation process within the organisation. It will also cover some discussions on the limitation that delay the progress and development of innovation with recommended mitigation actions to overcome these challenges.

Pemberdayaan Keluarga Melalui Kewiraswastaan

The field of entrepreneurship and family business consist of separate and distinct but overlapping domains. The intersection of the two domains provides a uniqe perspective from which to examine six strategic management issues : leadership, culture, board of directors, life cycles, strategic management process, ethics and values.

Strategic Prospects for the Development of the Tourist Services Market in Ukraine

The article analyzes the theoretical foundations and features of the strategic development of the tourist services market in Ukraine. The concept of the tourist services market is comprehended and revealed. The methodological approach of strategic development of the tourist services market in Ukraine and the specifics of recovery after the coronavirus pandemic are highlighted. The priority tasks of the tourism industry development in Ukraine are presented and argued. The model of the strategic management process in tourism for a tourist enterprise is generalized. The algorithm of development of the competitiveness extension project of the tourist services market in Ukraine has been elaborated and substantiated. The conclusion is substantiated that in order to ensure a stable growth rate of the tourism industry, it is necessary to identify priority types of tourism for the regions, contribute to improving the safety of tourists, develop tourism infrastructure and transport links, simplify formalities, create and sell tourism products and services that are in demand on the world market, develop and rapidly introduce new technologies using digital tools.

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

STRATEGIC MANAGEMENT OF MUHAMMADIYAH 12 PAMULANG ELEMENTARY SCHOOL IN IMPROVING SERVICE QUALITY AND EDUCATION GRADUATES

Strategic management offers the school to plan a superior strategy to achieve the school's vision and mission. However, in reality, not all schools implement strategic management. So there is a gap between expectations and reality. This study aims to describe the strategic management of SD Muhammadiyah in improving service quality and graduate education. This research is a qualitative study, by taking the object of research in SD Muhammadiyah 12 Pamulang related to superior strategies undertaken by SD Muhammadiyah in improving the quality of services and education graduates. Data collection techniques carried out by observation, interviews, and documentation. Data analysis performed using descriptive methods. The results showed that the strategic management process of SD Muhammadiyah 12 Pamulang in improving service quality and education graduates began with planning through internal and external environmental analysis and the selection, implementation, and evaluation of exemplary strategy implementation

A framework for big data integration within the strategic management process based on a balanced scorecard methodology

The purpose of this research is to study the impact of big data initiatives onstrategic management processes. While the majority of strategic management disciplines havehad research dedicated to the use of strategic management theories to understand how big dataaffect organizational performance, the body of research on big data lacks academic work capableof examining how to integrate big data into the strategic management process. The maincontributions of this work are: (1) it highlights the strategic use of big data; (2) it analyses themain frameworks/models proposed by scholars that support the use of big data as a strategicmanagement tool, and outlines this research gap; and (3) it proposes a new framework thatintegrates big data within the strategic management process based on a balanced scorecardmethodology.

The Role of Trust in the Strategic Management Process: A Case Study of Finnish Grocery Retail Company Kesko Ltd

Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.