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Strategic planning and development is a critical yet often overlooked issue in company's operations. The planning of development as well as addressing the distribution of available resources should be done systematically rather than instinctively however, many companies still do not have any reliable method that would facilitate the decision making processes at their disposal. This article aims at presenting the innovative analytical method- Balanced Critical Factor Index (BCFI) for addressing the need for change in company's operational strategy according to changes in available technology and knowledge. By examining a wide array of indexes, the presented method is expected to suggest the directions of development. The presented method also addresses the challenges of the complex process of decision-making. Moreover, the empirical evidence gathered in the studied case company serves as a source of important feedback regarding the further improvement of the BCFI method.
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50--56
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Bibliogr. 11 poz., rys., tab.
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- School of Management, Wuhan University of Technology, Wuhan, China, 430070, phone: +86-13476271192, stevenzhao2005@hotmail.com
Bibliografia
- [1] Sterling J., Translating strategy into effective implementation: dispelling the myths and highlighting what works, Strategy& Leadership, 32, 3, 27-34, 2003.
- [2] Pough J., Burgeois L.J., Doing “strategy”, Journal of Strategy and Management, 4, 2, 172-179, 2011.
- [3] Harrison F.E., A process perspective on strategic decision making, Management Decision, 34, 1, 46-53, 1996.
- [4] Nadler D., Takala J., The development of the Critical Factor Index Method, Proceedings of the 7th International Conference on Innovation and Management.
- [5] Lukka K., Kasanen E., The problem of generalizability: anecdotes and evidence in accounting, Accounting, Auditing & Accountability Journal, 8, 5, 71-90, 1995.
- [6] Satayapaisal A., Takala J., Wiriyacosol S., Chansangavej C., Critical performance attributes of Thai automotive supply chains, Management and Production Engineering Review, 3, 2, 36-48, 2012.
- [7] Wu Q., Shamsuddin A., Tasmin R., Takala J., Liu Y., Transformational leadership in operational competitiveness improvement: a case study in Malaysian automotive industry, Management and Production Engineering Review, 3, 1, 62-70, 2012.
- [8] Nithisathian K., Takala J., Rattanakomut S., Walsh J., Wu, Q., Liu Y., Operational competiveness development in turbulent business environment: a case study in Thailand fine gold jewelry export industry, Management and Production Engineering Review, 3, 3, 53-62, 2012.
- [9] Ranta J.M, Takala J., A holistic method for finding out critical features of industry maintenance services, International Journal of Services and Standards, 3, 3, 312-325, 2007.
- [10] Barnbé F., A “system dynamics-based Balanced Scorecard” to support strategic decision making. Insights from a case study, International Journal of Productivity and Performance Management, 60, 5, 446-473, 2011.
- [11] Eisenhardt K.M., Graebner M.E., Theory building from cases: opportunities and challenges, Academy of Management Journal, 50, 1, 25-32, 2007.
Typ dokumentu
Bibliografia
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bwmeta1.element.baztech-article-BAR0-0070-0049