Strategic Issues in University Management

In this paper we will discuss developments in the field of scientific information with the aim to determine and analyse some of the pertinent strategic issues related to higher education (HE) as seen from the stakeholder perspective of the university and its management

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

URBAN MANAGEMENT– CURRENT STRATEGIC APPROACHES

In recent years urban management conceptual evolutions are more and more connected to the chances in public administration practice, in particular to ways of raising efficiency and effectiveness. The interest shared by a great number of stakeholders regarding urban development, the increasing role of environment issues and the need for a broad vision for managing cities, are all premises required for a strategic approach to urban management performance. The paper presents some relevant issues related to urban management studies: the dynamics of the concept, missions and goals, strategic options. The results of the research indicate that the action directions required to obtain satisfactory levels of efficiency and effectiveness in urban management are: developing o strong habitation policy, locating economic activities, developing public equipment and planning urban transport.urban management, strategic options, planning, habitation, urban transport, public equipment.

Institutional arrangements for public debt management

This paper analyzes institutional arrangements for public debt management by reviewing the experience of OECD countries during the late 1980s and 1990s. It discusses principal-agent issues arising from the delegation of authority from the Minister of Finance to the debt management office and describes how countries have designed governance structures and control and monitoring mechanisms to deal with these issues. The paper also discusses what lessons emerging market countries and transition countries can draw from the experience of advanced OECD countries. The OECD experience clearly indicates that-regardless of whether the debt management office is located inside or outside the Ministry of Finance-four issues are of vital importance: 1) Giving priority to strategic public policy objectives rather than tactical trading objectives. 2) Strengthening the institutional capacity to deal with financial portfolio management and with the public policy aspects of debt management. 3) Modernizing debt management. 4) Creating mechanisms to ensure successful delegation and accountability to the Ministry of Finance and Parliament.Public Sector Economics&Finance,Public&Municipal Finance,Strategic Debt Management,Payment Systems&Infrastructure,Urban Economics,Public Sector Economics&Finance,Strategic Debt Management,Urban Economics,Public&Municipal Finance,Banks&Banking Reform

Strategic Issues in Product Recovery Management

This article examines strategic production and operations management issues in product recovery management (PRM). PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economic (and ecological) value of used and discarded products, components, and materials as reasonably possible, thereby reducing the ultimate quantities of waste to a minimum. This article also discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. The experiences of two other pro-active manufacturers (BMW and IBM) are also discusse

Need and potential risks of strategic alliances for competing successfully

In today’s global economy, many companies’ managers consider strategic alliances as a key strategic alternative. Even if it is true that strategic alliances can be a really powerful competitive tool, managers should pay attention to all potential risks before involving in a partnership. This paper aims to address a series of issues that may arise when forming a strategic alliance.strategic management, strategic alliances, cross culture

Strategic Planning at Five World-Class Companies

Most successful executives know that strategic planning offers the best way to deal with their changing world. Information is central to successful strategic planning. A field study of 5 world-class companies revealed details regarding information used for strategic planning and the role of management accountants in this process. Key executives were interviewed at: 1. Johnson Controls, 2. Coors Brewing Co., 3. Schering-Plough, 4. Xerox, and 5. 3M Company. The executives were interviewed to find out how their companies did strategic planning. Issues addressed included the distinction between strategic and long-range planning, the strategic planning process, information used for strategic planning, and the role of accounting in strategic planning. Results of the field study are discussed

Performance measurement for the strategic management of healthcare estates

Purpose The purpose of this study is to explore the role of performance measurement in current practices for strategic management of health-care estates. Design/methodology/approach The research adopts a constructivist grounded theory approach, combining different methodologies of a pan-European qualitative questionnaire, interviews with international health-care providers and a case study of National Health Services (NHS) Scotland. Here, documentation analysis, observations and in-depth interviews involving NHS stakeholders were undertaken. Findings The analysis shows evidence that measuring estate performance has limited value for individual NHS boards regarding strategic decisions related to long-term planning and investment. This was due to design issues and the prioritisation of clinical delivery, which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate. Practical implications Responding to a gap in understanding of the application of performance measurement in the context of health-care estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision-making as helping to inform the long-term planning and management of the estate within the individual NHS boards. Originality/value This paper shows the current role of performance measurement for the strategic management of health-care estates and identifies issues related to its applicability and value. </jats:sec

Economic and labour market implications of climate change on the tourism sector of the Maltese Islands

This paper reviews threats to, and consequences of, current climate and environmental change on tourism destinations. The paper reviews recent published research on the impacts of climate and environmental change and consequences of such on the physical social and economic character of tourism operations using the Maltese Islands as a case. The validity and practicality of management options to tackle the complex nature and juxtaposition between tourism growth, climate and environment change and tourism destination management are considered, including an evaluation of management responses, the efficacy of local governance and consequent policy options and choices. The research methodology is focused upon a qualitative evaluation of contextual issues utilising media analysis techniques from case studies drawn from the immediate locality of the study area. These are used to highlight and illustrate particular sensitive issues and points for contention and how these in turn might relate to tourism in Malta and its future prospects. Conclusions from the research demonstrate and discuss the efficacy of current predictions and how tourism infrastructure and destination management issues should be tailored to more strategic policy responses from all key tourism and environmental stakeholders in both the private and public sectors. In this respect the paper highlights the current impasse between public perception and policy implementation which, to date, largely continues to ignore immediate threats and thus fails to provide adequate strategic management responses or responsible governance. In conclusion strategic and combined management strategies are considered and advocated for managing tourism destinations and for addressing the increasing demands from the often complex tiers of stakeholder groups that are represented. In this context implications are further drawn for the future prospects for tourism within the Maltese Islands. These specifically relate to changing demands to tourism employment, tourism product and service growth, tourism capital investment, tourism competitiveness and tourism skills and educational development.peer-reviewe