The development of a strategic control framework and its relationship with management accounting

Management accounting systems have been criticised for being excessively focused on shortterm performance. As a result long-term strategic direction and goals may have been neglected. To help overcome this problem it has been suggested that organisations should adopt strategic management accounting techniques and management control systems which are orientated towards the achievement of strategic goals. This paper argues that integration with strategic control would significantly enhance the relevance of management accounting systems. In developing such an approach this paper first integrates the salient features of the extant strategic control models in a framework that recognises the needs of the current business environment. And second, it examines how strategic control could be used as the basis for developing management accounting systems that have a stronger strategic focus

The Study of Methodology of Formation of the Complex Mechanism of Strategic Management of Building Enterprise

Strategic objectives and principles that support them should automatically transform into a company concept, detail its status, express intent of the owner and management of the company, when working with customers and the public. Therefore, the implementation of strategic objectives and principles should be formed by the model of complex mechanism of strategic management. Mechanisms of strategic management can be represented as a set of factors; organizational, economic, motivational, technical and technological, legal and policy interventions that convert strategic management to the new, desired state. In practice, these mechanisms are so closely interrelated with each other that it is difficult to separate any natural factor, which is not included in the different mechanism of strategic management but rather belongs to factors of a different nature. Therefore, the selection of strategic management mechanisms on the principle of uniformity is made only by the presence of the main features: economic, organizational, motivational, technical, technological or legal. The fundamental difference between the proposed complex mechanism of strategic management of building enterprise management mechanism, is that the mechanism of strategic management has a modulated condition for achieving the future goals of the company and the future survival under fierce competition. Simulated version of our integrated strategic management mechanism of building company is able to achieve the strategic goals under different business operations. The actual mechanism of strategic management is always specific, and is always aimed at achieving specific goals through the implementation of specific strategies. It is formed whenever administrative decision has taken place by the coordination of all the elements of management mechanism. Some properties have long-term mechanism of action, other properties - a short-term. Strategic management deals with long-term goals, because it is essential in the formation of long-term mechanism of action. Thus, the formation mechanism of strategic management is carried out repeatedly in accordance to the objectives and strategies of the company to promote a certain goal. The result of these influences will bring the facility into compliance with management objectives. If you unable to mobilize the right amount of resources, you have to review or management techniques or readjust management objectives

IT Portfolio Management: Implications for IT Strategic Alignment

Information Technology Portfolio Management (ITPM) is a topic of intense interest in the strategic management of information technology (IT). In ITPM, IT synchronization with corporate business strategy is operationalized by the application of the principles of financial portfolio management to IT investments. This perspective is crucial to the continual alignment of business strategy and IT investments. Portfolio management is the discipline of managing projects together as a portfolio that meets corporate objectives. It optimizes development investment and resource allocation across multiple projects. This article investigates current techniques and best practices for managing IT project portfolios and strives to create a solid bridge between corporate strategy and IT investments

A primary investigation of strategic management in further education (FE) in the small island state of Malta : quo vadis?

This paper investigates the presence of a strategic management regime in the further education (FE) sector in Malta using data gathered in 2012. In this way the type of strategic systems followed (if present) and their implementation is delineated. A qualitative approach was used to gain a deeper understanding of strategic management issues in Maltese FE organizations. Data were collected from seven FE organizations via interviews with senior management team (SMT) officials. The use of strategic management is limited, since only one FE organization has a fully-fledged strategic planning system. Important aspects of strategic planning, like mission statement formulation and performance measurement regimes, are also lacking. An interpretative approach makes it possible to uncover particular nuances in specific sectors in small states. The findings indicate that FE organizations in the Maltese FE sector have a low locus of control, meaning that SMTs may have to shift from strategic planning to strategic thinking.peer-reviewe

Intellectual evolution of strategic management and its relationship with ethics and social responsibility

The main purpose here is to present an overview of the historical development of strategic management, through a critical review of the most relevant theoretical proposals, and to consider its links to ethics and corporate social responsibilities. From the very beginning of strategic management thought attempts have been made to fuse ethical aspects such as values of senior management or social values or social expectations to strategic management. More recently the stakeholder view of the firm has permitted the introduction of ethical theories into strategic management, and the resources-based view of the firm has lead to the consideration of competences, including moral virtues. Here it is argued that in spite of some advances, the integration of ethics into strategic management is not yet entirely satisfactory. Thus, it is suggested that new directions to focus the integration of ethics and strategic management are necessary.Strategic management; Integrating ethics in management; Business ethics; Corporate social responsibility;

Strategic Marketing Management in the Nigerian Oil and Gas Industry:a Theoretical Framework

The purpose of this paper is to review the literature on strategic marketing management .. This study adopted a expost facto research methodology to examine the strategic marketing management literature in an attempt to attain their desired level of performance. The overall findings suggest that strategic marketing is a driver of organizational positioning in a dynamic environment, and that it helps to enhance the development of new product/service for existing markets. These findings, along with other interesting findings of the study, are discussed. From the empirical and anecdotal managerial evidence as well as from the literature implications are drawn for the efficient and effective strategic marketing practices in the Nigerian oil and gas industry. Based on the findings of the study, the concepts and principles of total quality management within a holistic framework it is recommended that (i) efforts should be made by organizational marketers towards understanding the relevant economic factors that affect both clients’ behaviour and the strategic options that may be adopted to cope with such behaviours; ((ii) in a constantly changing business environment, firms can adopt different strategic marketing practices since the yardstick is the enhancement of business performance

THE FIRM’S PATRIMONY – AN INTERNATIONAL APPROACH

The organization environment is characterized by uncertainty and risk that have an important impact of strategic management. In order to face this problem the managers need to plan their strategies. A useful tool in strategic planning is forecasting, but it is difficult to be applied in uncertain environment. This paper briefly discusses these aspects and proposes a model that uses scenarios in strategic planning.uncertainty and risk, strategic management, strategic planning process, scenarios

Strategic Integration of IT and Business Service Management

BMC Software, Inc., a leading global provider of enterprise management solutions helps companies to automate their Information Technology (IT) and align it to the needs of the business, pioneered the concept of Business Service Management (BSM). This case investigates how BMC provides products and services to help IT organizations incorporate Information Technology Service Management (ITSM) and BSM into business processes. The implementation of this strategy has made BMC a leader in BSM solutions. As a result of its business strategy, between 2002 and 2007, BMC revenue increased from $1,289 to$1,580 (in millions); stock value increased from $11.50 to$36.92

IT GOVERNANCE AND BUSINESS CORPORATE STRATEGY – BASED ON EMBEDDING THE PROGRAM AND PROJECT MANAGEMENT WITH THE IT&C VALUE CHAIN

This paper presents the key concepts related to the current process of IT Governance in modern corporations. The first part addresses the definitions of IT Governance and its life-cycle model, the covered strategic areas and the effective governance management ways, the IT value management for ensuring value delivery, and the IT value chain based on projects and programs together with the organizational value of the IT&C programs and projects. The second part deals with the IT value chain based on operations, the strategic-factors of success and the services delivery chain, the value chain management and the contribution measurement to the organizational business, with a final presentation of practical applicability of the mobile value chain to the 3G mobile communication services. Recent IT&C and corporate strategic management field references bring an additional support to the paper value.IT Governance

Managing the Employment Relationship

This is an Accepted Manuscript of a book chapter published by SAGE Publishing in Strategic Human Resource Management: An International Perspective, 2nd Edition on 2017, available at: https://uk.sagepub.com/en-gb/eur/strategic-human-resource-management/book249141.The chapter discusses and explores the employment relationship within a UK and international context. It looks at Government ideological perspectives, employee engagement and employee voice.Peer reviewedFinal Accepted Versio