Spoznanja na področju izbire strategij v podjetju
DOI:
https://doi.org/10.37886/Ključne besede:
strateški dejavniki, planiranje strategij, strateški menedžment, izbira strategij, menedžment, politika podjetjaPovzetek
Raziskovalno vprašanje (RV): Kakšen je pomen strateških dejavnikov, ki izhajajo iz ravni politike podjetja in strateškega menedžmenta v procesu izbire strategij v podjetju?
Namen: Namen raziskave je bil preučiti strateške dejavnike, ki izhajajo iz ravni politike podjetja in strateškega menedžmenta in so pomembni v procesu izbire strategij.
Metoda: Izvedli smo kvalitativno raziskavo in sicer študijo literature.
Rezultati: Ugotovili smo, kateri strateški dejavniki so pomembni v procesu oblikovanja strategij podjetja. Avtorji pripisujejo velik poudarek dejavniku prednosti in slabosti ter priložnosti in nevarnosti podjetja. Drugi pomembni dejavniki, ki jih navajajo avtorji, so notranji in zunanji udeleženci podjetja, verodostojnost, konkurenčnost, podjetnost, sinergija, kultura, filozofija, etika, ekologija in učinkovitost.
Organizacija: Raziskava je uporabna tako za nadaljnje raziskovanje, kakor za prakso. Raziskav, ki bi se nanašale na področje izbire strategij in pomen strateških dejavnikov, ki so pri izbiri pomembni, praktično ni mogoče zaslediti. Tako je pričujoča raziskava pomembno orodje za pomoč pri izbiri strategij podjetja.
Družba: Raziskava se nanaša tudi na dejavnike, kot so kultura, etika, vrednote in okolje podjetja, ki se nanašajo na družbo, socialno odgovornost in okolje. Omenjene dejavnike smo proučili in raziskali njihov pomen v procesu izbire strategij.
Originalnost: Originalnost raziskave se kaže v širokem spektru dejavnikov, ki se nanašajo na področje planiranja strategij. Raziskave, ki bi obravnavala tako širok spekter dejavnikov pri izbiri strategij, nismo zasledili.
Omejitve/nadaljnje raziskovanje: Omejili smo se na strateške dejavnike, ki izhajajo iz ravni politike podjetja in strateškega menedžmenta ter na raziskave, ki so na obravnavanem področju že bile narejene. Predlog za nadaljnje raziskovanje je kvantitativna raziskava, ki bi obravnavala izbrane strateške dejavnike in skušala pojasniti njihov vpliv na izbiro strategij v podjetju.
Literatura
Ashkenas, R., in Francis, S. (2000). Integration managers: Special leaders for special times. Harvard Business review, 78(6), 108–116.
Beer, M., in Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141.
Belak, J. (2002). Politika podjetja in strateški management. Maribor: MER Evrocenter.
Belak, J. (2010). Integralni management MER model. Maribor: MER Evrocenter.
Belak, J. in Duh, M. (2012). Integral management: key success factors in the MER model. Acta Polytechnica Hungarica, 9(3), 5–26.
Brenes, R. E., Mena M. in Molina, E. G. (2008). Key success factors for strategy implementation in Latin America. Journal of Business Research, 61, 591–597.
Carlopio, J. in Harvey, M. (2012). The Development of a Social Psychological Model of Strategy Implementation. International Journal of Management, 29(3), 75–85.
Čater, T., in Pučko, D. (2010). Factors of affective strategy implementation: Empirical evidence from Slovenian business practice. Journal for East European Management Studies, 15(3), 207–236.
David, R. F. (2011). Strategic management: concepts and cases. 13. izdaja. Prentice Hall.
Drucker, P. F. (1999). Management challenges for the 21st century. Oxford: Elsevier Butterworth-Heinemann.
Duh, M. (2015). Upravljanje podjetja in strateški management. Ljubljana: IUS Software, GV Založba.
Duh, M. in Štrukelj, T. (2011). Integration and Requisite Holism of the Enterprises' Governance and Management as Precondition for Coping with Global Environmental Changes. Acta Polytechnica Hungarica, 8(1), 41–60.
Engert, S. in Baumgartner, R. J. (2016). Corporate sustainability strategy — bridging the gap between formulation and implementation. Journal of Cleaner Production, 113, 822–834.
Fahey, L. in Randall R., M. (1994). The Portable MBA Strategy. New York: Wiley.
Garbuio, D., Lovallo, D. in Viguerie, P. (2007). How Companies Spend Their Money: A McKinsey Global Survey, McKinsey Quarterly Online.
Gołębiowski, T. (2001). Zarządzanie strategiczne. Planowanie i kontrola. V Radomska, J., Operational risk associated with the strategy implementation, Management 2014, 18 (2), 2.
Hadighi, A. S. in drugi (2013). A framework for strategy formulation based on clustering approach: A case study in a corporate organization. Knowledge-Based Systems, 49, 37–49.
Hanley C. (2007). The Execution Challenge: Translating Strategy into Action, Bank Accounting & Finance, 20(6), 17-20.
Johnson, G., Whittington, R. in Scholes, K. (2011). Exploring Strategy: Text and cases. Harlow: Pearson.
Kathuria, R. (2012). Strategy execution. How thinking strategically will benefit your business, Smart Business Houston.
Keil, S., Reibstein D., in Wittink D. (2001). The impact of business objectives and the time horizon of performance evaluation on pricing behavior. International Journal of Research in Marketing, 18.
Lombriser, R. in Abplanalp, P. A. (1997). Strategisches Management. Versus Verlang, Zürich.
Marti, V. J. (2013). ICBS Intellectual Capital Benchmarking System: A Practical Methodology for Successful Strategy Formulation in the Knowledge Economy. The Electronic Journal of Knowledge Management,11(4), 371–384.
Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. The Free Press, Simon & Schuster Adult Publishing Group.
Radomska, J. (2014). Operational risk associated with the strategy implementation. Management 2014, 18(2), 31–43.
Rahimi, F. in Fallah, S. (2015). Study of Organizational life cycle and its impact on strategy formulation. Procedia – Social and Behavioral Science, 207, 50–58.
Rajasekar, J. (2014). Factors affecting Effective Strategy implementation in a Service Industry: a Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 9(1), 169–183.
Slater, F. S. in Olson, M. E. (2001). Market's Contribution to the Implementation of Business Strategy: An Empirical Analysis. V Wheelen, L. T. in Hunger, J. D., Concepts in Strategic Management and Business Policy. New Jersey: Pearson, Prentice Hall, 200.
Štrukelj, T. in Mulej, M. (2013). Environment development impact on responsible enterprise policy development. V Štrukelj, A., Mulej, M., Kojc, S. (ur.): Education and communication for more social responsibility: conference proceedings (6. str.). Maribor: IRDO.
Štrukelj, T. (2015). Dialektični sistem vidikov za inoviranje upravljanja in vodenja tranzicijskega podjetja (doktorska disertacija). Maribor: Ekonomsko-poslovna fakulteta.
Tapinos, E., Dyson, R. G. in Meadows, M. (2011). Does the Balanced Scorecard make a difference to the strategy development process? The Journal of the Operational Research Society. 62(5), 88–99.
Zeps, A. in Ribickis, L. (2015). Strategy development and implementation – proces and factors influencing the result: Case study of Litvian organizations. V ICEM 2015, Proceedings of the 20th International Scientific Conference Economics and Management.
Wheelen, L. T. in Hunger, J. D. (2012). Concepts in Strategic Management and Business Policy. New Jersey: Pearson, Prentice Hall.
Wheelen, L. T. in Hunger, J. D. (2010). Concepts in Strategic Management and Business Policy. V Duh, M. Upravljane podjetja in strateški management. Ljubljana: IUS Software, GV Založba.