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1

Multivariate analysis of strategic management and business development in service sector

Fitriyah Nur

Polish Journal of Management Studies

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2019

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Vol. 19, No. 1

145--156

EN

The purpose of this study is to examine the impact of strategic management, preferred strategies, core competencies and strategic management processes for business development in banking sector of Indonesia. To address this objective, primary data is collected from banking employees in Indonesia, working at different private and public sector banks. A sample of 272 respondents is finally collected for confirmatory factor analysis and multivariate techniques. Findings through CFA indicate that all items are significant to add in structural model through reasonable factor loadings. In the next step, structural model of the study is developed for better understating of relationship between the variables. It is observed that SM, PS, CC, and SMP are significantly and positively impacting on business development in banking sector of Indonesia. In addition, strategic policy makers like top level management in banks are also suggested to consider this document as an evidence for the development of any business plan while keeping the exogenous factors as main predictors to impact on their decision-making process. However, as per the limitations, this study should be reconsidered with better sample size, targeting higher level management for better understanding of strategic management and business development in coming future.

PL

Celem artykułu jest zbadanie wpływu zarządzania strategicznego, preferowanych strategii, kluczowych kompetencji i procesów zarządzania strategicznego na rozwój biznesu w sektorze bankowym w Indonezji. Aby osiągnąć ten cel, zgromadzono podstawowe dane od pracowników bankowości w Indonezji, pracujących w różnych bankach sektora prywatnego i publicznego. Próba wynosząca 272 respondentów została ostatecznie zebrana w celu potwierdzenia analizy czynnikowej i technik wielowymiarowych. Wyniki uzyskane za pomocą CFA wskazują, że wszystkie elementy są na tyle istotne, że należy dodać je do modelu strukturalnego poprzez rozsądne zastosowanie czynników. W następnym kroku opracowano model strukturalny badania w celu lepszego zrozumienia zależności między zmiennymi. Zauważono, że SM, PS, CC i SMP znacząco i pozytywnie wpływają na rozwój biznesu w sektorze bankowym w Indonezji. Ponadto twórcom polityki strategicznej, takim jak kierownictwo najwyższego szczebla w bankach, sugeruje się również, aby uznać ten dokument za dowód na opracowanie biznesplanu, przy jednoczesnym zachowaniu czynników egzogenicznych jako głównych determinant wpływających na proces podejmowania decyzji. Jednakże, zgodnie z ograniczeniami, niniejsze badanie powinno zostać ponownie zrealizowane przy zastosowaniu większej próby badawczej i ukierunkowane na kierownictwo wyższego szczebla w celu lepszego zrozumienia zarządzania strategicznego i rozwoju biznesu w nadchodzącej przyszłości.

2

Resource-wise determinants of formulating an organization's strategy

Gierszewska Grażyna

Organizacja i Zarządzanie : kwartalnik naukowy

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2019

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nr 2

47--61

EN

The aim of this article is to show that the models of management created by authorities are a live issue. This particular case pertains to the principles of Professor Karol Adamiecki, which refer to a resourceful approach to strategic management. The starting point for the analysis involves challenges of strategic management. These arise, in particular, from a reassessment of strategic and competence-related potential resources in the organization. In this paper material and immaterial resources, core competencies, and capabilities of the organization in the context of classical models of strategy are discussed.

3

Co warto wiedzieć o modnych koncepcjach zarządzania organizacjami? Outsourcing

Sura Ł. M.

Zarządzanie Przedsiębiorstwem

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2015

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Vol. 18, nr 4

20--24

EN

The current market situation forces companies to continuous research and implementation of best solutions, which are designed to ensure their further growth, or at least avoid being left behind by the competitors. Valuable solutions provide a modern and popular management concepts, of which a lot to offer has Outsourcing. The essence of this article is theoretical present, by reviewing the literature, the most significant knowledge of that concept of management. The article contains the information about its origin and the methodology. The beginnings of outsourcing can be traced back to the 60th years of the twentieth century. The term "outsourcing" comes from the English: outside-resource-using (use of external resources). Outsourcing is to delegate a specific functions of enterprise to be done by external organizations. The main reasons for outsourcing are: reduce and control costs, increase focus on the core business and obtain resources, which the company currently does not have. In practice, we can distinguish the following main types of outsourcing: function's delegations, outsourcing of service, insourcing, cosourcing, gain sharing. The process of outsourcing is divided into three phases: preliminary analysis, research (and detailed studies) and implementation. Preliminary analysis phase consists of analysis and evaluation of strategic determinants of separation and evaluations of susceptibility to separation. Phase of research involves meticulous study and analysis of the determinants of separation and the development of realization solutions. Implementation phase consists of the implementation of designed and adopted solutions. Modern management concepts form the basis of universal knowledge, and that might be worthwhile at every stage of business.

4

Education and development of human resources in transport company

Šukalova V., Ceniga P.

Logistyka

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2011

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nr 6

EN

Enterprises should adapt to the changing environment with modern technologies but more with quality human capital. Slovak transport sector is no exception. Human resources are a source of competitive advantage through the operation of their disposable exceptional skills, knowledge, experience and skills, including the application of effort, talent, enthusiasm, willingness and motivation. The system of vocational education is a repetitive set of activities that reflect the strategic objectives and corporate policy, education, and are based on the realities of business and market environment. Lifelong learning staff in transport is becoming increasingly important not only for business but for society as a whole. Transport business must develop new core competencies and have a skilled, educated and competent workforce in order to provide better service. Under these framework conditions, core competencies and skills of employees are considered important conditions for present and future competitiveness of transport at global market.

5

Forms of market coordination versus supply chain management as companies core competencies

Łupicka A.

LogForum

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2006

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Vol. 2, no. 2

1-6

EN

Basic issues of logistics and SCM must be analyzed against the network among companies. Definitely most important are relationships, in which some companies are suppliers and others receivers. In the context of supplier-receiver relationship the problem of coordination and its impact on companies activities is involved. The supply chain is a specific example of companies' ties, where different ways of coordination interchange starting from competition throw control finishing on cooperation. It is worth emphasizing that the concept of integration, which may create a huge competitive advantage stemming from improving responsibility and cost reduction, leading to modern activities and greater profitability of companies in the supply chain does not have to refer only and exclusively to cooperation

PL

Podstawowe zagadnienia logistyki i zarządzania łańcuchami dostaw muszą być analizowane na tle siatki powiązań miedzy przedsiębiorstwami. Najważniejszymi relacjami w łańcuchu dostaw są relacje zachodzące pomiędzy dostawcą i odbiorcą. Łańcuch dostaw jest swoistym przykładem powiązań firm, w którym przeplatają się różne sposoby koordynacji począwszy od konkurencji przez kontrolę a skończywszy na kooperacji. Warto zauważyć, że pojęcie integracji, która koncepcyjnie może tworzyć ogromną przewagę konkurencyjną wywodzącą się z poprawiania odpowiedzialności i redukcji kosztów, prowadzącą do nowoczesnych działań i większej opłacalności firm w łańcuchu dostaw nie musi oznaczać stosunków kooperacyjnyc