Barriers to Strategic Repositioning and Capability Development

Top PDF Barriers to Strategic Repositioning and Capability Development:

Neoliberal Development: Capability Deprivation and Barriers for Positive Mental Health

Neoliberal Development: Capability Deprivation and Barriers for Positive Mental Health

While providing more comprehensive social services, utilizing the capabilities approach to development, and reforming policies that create inequality are all important to improve mental health, all of these changes are unlikely to happen at once. Neoliberalism has been successful in large part because of its simplicity, its philosophy maintains that free markets ensure the greatest economic growth and that the state is incapable of successfully regulating such a complicated market. However, such a simple philosophy has clearly overlooked many components of well-being. And with a more nuanced approach, there are ways for proponents of neoliberalism to address issues with mental health while adhering to principles of economic liberalism. For example, García-Muñoz et al. (2019, 1) find that income inequality only harms one’s sense of life satisfaction when they feel that they do not have any opportunities. In fact, income inequality can actually improve life satisfaction in low- and middle-income countries when people feel that they have opportunities to succeed in their society. García-Muñoz et al. (2019, 13) argue that it is essential that government seek to improve life satisfaction by “seeking measures that make it possible for individuals to achieve their goals based on their own merits would be a far more sensible strategy than focusing exclusively on redistribution, wealth or growth.” Overall, García-Muñoz et al. (2019, 13) make the claim that international institutions and governments should work to ensure that no country has high inequality, low opportunities, and is low-income. This finding aligns with the emphasis that the capabilities approach places on opportunities, or capabilities, rather than functionings. Further, this example shows that states need not completely turn away from the philosophy of neoliberalism in order to make some positive changes towards better mental health. That being said, this paper maintains that a shift away from neoliberalism and the discourse of maximum efficiency would most benefit the mental health of populations so long as an individual's basic material needs are met.
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Knowledge Management Activities and Strategic Planning Capability Development

Knowledge Management Activities and Strategic Planning Capability Development

This is likely to negatively affect strategic planning capability for two reasons. First, information misused or manipulated from its original context could deliver a seemingly correct or advantageous strategic solution to managers. However, this strategy is unlikely to be optimal given that it is the consequence of biased thinking and flawed judgments, thus clouding sensing, seizing, and reconfiguring ability e.g., it would likely not facilitate a strong response to the market or enable resources to be allocated effectively. As such, a strategic planning capability will not develop as the ability to plan is undermined. Second, information used to support the opinions or desires of managers could be in conflict to the firm’s competitive truth. The quality of the strategic planning process deteriorates as the amount of biased or misused information
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Strategic Repositioning. Tuesday, November 4, 2014

Strategic Repositioning. Tuesday, November 4, 2014

1) As of September 30, 2014, Development in Process balance comprises $6 million of land held for investment (related to potential Phase 2 developments) and $13 million of assets that a[r]

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Strategic repositioning in the construction industry – An examination of main challenges

Strategic repositioning in the construction industry – An examination of main challenges

Interviewer: So you would say very general that turn innovation was implemented by em- ploying Gabriel? Interviewee: Our CEO Håkan Jepsson of course had a vision of where he wants to go and what he wants us to be good at. One part is taking our products from being just products to something that you actually strive for or aim to get or focus on, and by doing so we need, I mean to be totally honest, it’s quite un-sexy product. So I mean you have attract with some- thing, and to be able to do that and also create an interest for more than just a window or just getting the window and door to fit in the facade , that takes development. So I would say yes we have done R&D before, we have launched some innovations but it’s still very well con- nected to the product as such. I mean we talked about triple glazing for instance. I mean for sure it’s an innovation going from two to three layer glass but still we are not talking apple development.
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Developing your strategic capability

Developing your strategic capability

knowing how to deal with it. Practice, practice, practice Whatever training and organisational development you do, you will only get better with experience. Difficult skills are difficult partly because they require practice – and too often they are only taught once and then not mentioned again. Any training programme should ideally involve the participants in applying their new found skills to a real strategy. It should ideally involve multiple cycles of application of a new skill, reflection on the results, and reappraisal.

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A conceptual analysis of strategic capability development within product innovation projects

A conceptual analysis of strategic capability development within product innovation projects

Indeed, applying explorative and exploitative knowledge integration mechanisms within product innovation leads to the evolution of organisational capabilities. Moreover, changing the knowledge integration approach from explorative to exploitative or vice versa helps firms to transfer from explorative to exploitative organisational capability development. Overall, knowledge integration within product innovation can help firms to explore and exploit their organisational capabilities. This argument is consistent with Zajac et al. (2000), who argue that an integrative view of fit follows a dynamic view of strategy and explains how strategies vary over time. Indeed, integrating external fit and internal fit in the context of organisational capability development leads to different approaches to knowledge integration within
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Investigating Capability Development Management for the Air Force Strategic Development Planning and Experimentation (SPDE) Office

Investigating Capability Development Management for the Air Force Strategic Development Planning and Experimentation (SPDE) Office

Development Planning influences the Air Force’s Capability Development Process through supporting senior leadership in strategic decision making (Air Force Studies Board, 2014:4), affecting which operational capabilities will be required to be developed in the long run. In the late 1970s, there was an emphasis on the process of Development Planning in the Air Force because General Slay, Commander of Air Systems Command at the time, understood and saw “the need for a better system to integrate the warfighter, S&T, and acquisition worlds” (Air Force Studies Board, 2014:15). In response to this need, the Vanguard program was introduced in 1978 and one major component was the tool nicknamed “Hooks and Strings” (Air Force Studies Board, 2014:14). This tool connected the combat commands, science and technology community, and acquisition centers by obtaining answers to questions such as “Do all Air Force advanced development (budget category 6.3) projects have a clear and recognized trace back to some stated Air force capability, deficiency, or operational requirement?” (Air Force Studies Board, 2014:14) and “Can assurance be provided that technology work accomplished or under way by the Air Force laboratories is not duplicated in
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Strategic learning and capability development challenge : the case of Thai auto-part firms

Strategic learning and capability development challenge : the case of Thai auto-part firms

Table 6.2 Summary of Firm Strategies During the Start-Up Phase START-UP PHASE Gap-Closing Strategy • Planned firm acquisition, future technical assistance and joint venture agreements • Planned poaching of skilled human resource and investment in operational improvements • Informal hiring and random search for foreign experts • Unsystematic trial and error experimentation • Informal plan, hiring of external experts • Planned collaboration with the customer firms • Planned active search for foreign joint venture partner(s) and maintain excellent relationship with prospective Japanese partner(s) • Planned overseas on-the-job training • Search for foreign joint venture partner(s) • Plan to purchase new production technology Capability Gap • Lack tooling manufacturing experience • Lack capable human resources pool • Lack the plastic injection manufacturing experience • Unaware of other technological change • Lack manufacturing experience on aluminium products • Lack OEM manufacturing experience • Lack manufacturing experience on aluminium wheels Competitive and Learning Goals • To set up a local auto-part manufacturing facility and learn the OEM tooling production process for carmakers • Incipient plan to learn to export the auto­ parts and tooling products • To set up a plastic part manufacturing facility and learn to produce general plastic goods, not auto-parts • Lack of explicit goal related to future learning on auto-parts • To become an OEM manufacturer of aluminium die casting parts, to learn to produce auto-parts and electrical appliance parts • To set up a foreign joint venture to produce OEM brake parts for motorcycle, and later automobiles • To gain successful transition from REM auto-part distributorship to a OEM manufacturing business • To set up a manufacturing facility producing alloy wheel for the REM and OEM market S a O Q- to
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The relative impact of culture, strategic orientation and capability on new service development performance

The relative impact of culture, strategic orientation and capability on new service development performance

capability such that together they increase the number of services generated. In this sense, there is augmentation of the innovation core of the firm. On the other hand, NSD capability negatively moderates the relationship between learning culture and the success rate of NSD. It is this relationship that begins to capture the core rigidity problem. At low levels of capabilities, learning has a large impact on success. However the benefit from learning is reduced as the knowledge and expertise of the firm increases. Existing, powerful capabilities define how individuals in the firm believe the NSD process is meant to be performed. Intelligence generated via learning may be suppressed by past expertise. The innovation core of the firm then becomes more rigid to this past body of expertise as the NSD capability is reinforced but not redeveloped. These findings show capabilities can augment and undermine organizational initiatives adding a timely contribution to the recent body of knowledge on how operant resources develop (Madhavaram and Hunt, 2008).
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The relative impact of culture, strategic orientation and capability on new service development performance

The relative impact of culture, strategic orientation and capability on new service development performance

capability such that together they increase the number of services generated. In this sense, there is augmentation of the innovation core of the firm. On the other hand, NSD capability negatively moderates the relationship between learning culture and the success rate of NSD. It is this relationship that begins to capture the core rigidity problem. At low levels of capabilities, learning has a large impact on success. However the benefit from learning is reduced as the knowledge and expertise of the firm increases. Existing, powerful capabilities define how individuals in the firm believe the NSD process is meant to be performed. Intelligence generated via learning may be suppressed by past expertise. The innovation core of the firm then becomes more rigid to this past body of expertise as the NSD capability is reinforced but not redeveloped. These findings show capabilities can augment and undermine organizational initiatives adding a timely contribution to the recent body of knowledge on how operant resources develop (Madhavaram and Hunt, 2008).
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Design Mechanism as Territorial Strategic Capability

Design Mechanism as Territorial Strategic Capability

The current exigencies that a territory must faced in order to its’ optimal positioning in future regional competition requires the ability to design the appropriate mechanism which better valorize the territory capability. Such a construct is vital for territorial sustainable development and supposes the creation of a specific body of knowledge from distinctive local resource exploitation and unique value creation and allocation. Territorial mechanism design is a typical management decision about identification, ownership and control of specific strategic capabilities and their combination in a distinctive territorial portfolio. The most difficult responsibility is to allocate the territorial value added which is a source of conflict among territorial components. Our current paper research covers the basics of two complementary territorial pillars-rural and tourism potential and proves the lack of specific design mechanisms which explain the current diminishing value of Galati Braila region. The proposed management system, relying upon territorial control mechanism, will ensure knowledge sharing process via collaborative learning, with the final role of appropriate territorial attractivity signals, reinforcing identity as key factor of territorial attractability. Our paper is fully documented on there years of data analyzing from territorial area of interest. This offers us the necessary empiric contrasting for our proposed solution.
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BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY

BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY

Value Proposition and Program Objectives Building capability. The Dawson Consulting Group Development Program for HR Business Partners (SDP-HR) is a powerful approach for building a very specific kind of organizational capability that transforms the human resources function from a transactional, ‘responding’ function to a proactive, strategic asset that provides high- value leadership to internal business unit executives.

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Strategic capability through business intelligence applications

Strategic capability through business intelligence applications

6.1 Classification of BI technologies and tools within the conceptual framework The findings presented a classification of BI technologies and tools, that was designed within an appropriate conceptual framework (see Figure 5.16). This framework was designed on the basis of the interview statements from the heterogenous participants. It clarifies the different needs, understandings, and motivations of each involved business department on all management levels. It also clarifies and stresses BI within a complex framework with different links and not as a single product for reporting or analysis purposes. The classification of BI technologies and tools can be classified within this whole construct of the conceptual framework. Despite the complexity of the conceptual framework, it is important to underline the illustrated classification on the left side that contributes to AOKN’s practice. In this way, certain elements can be assessed by top management to determine whether they are significant for strategic or operational development. Even the explicit embedding of an element, such as a light blue box in the middle of the framework, can be used for AOKN’s benefit because of its context, links, and dependency.
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Construction of the Capability Maturity Model of Dynamic Strategic Cost Management on Real Estate Development Enterprises

Construction of the Capability Maturity Model of Dynamic Strategic Cost Management on Real Estate Development Enterprises

Received 25 August 2015; accepted 18 October 2015 Published online 26 November 2015 Abstract Real estate development enterprises are in the process of gradually mature, and its dynamic strategic cost management is also from generation to development gradually mature process. How to effectively grasp the real estate development enterprise dynamic strategic cost management stage, and look for the pushing direction and key process of evolution of dynamic strategic cost management of real estate development enterprise. There is still a lack of standardized procedures and methods. The capability maturity model can reveal the characteristics of the things that are in the process of the development, in line with the characteristics of real estate development enterprise dynamic strategic cost management and construction requirement. Therefore, this paper establishes the dynamic strategic cost management capability maturity model of real estate development enterprises from seven aspects: customer, market, product, process, organization, technology, government and society, which combined the framework of Capability Maturity Model with the actual characteristics of the real estate development enterprise dynamic strategic cost management. It studies the properties and characteristics of each grade real estate development enterprise dynamic strategic cost management, and analysis of low grade to high grade key process area evolution, to provide theoretical and practical guidance for the dynamic strategic cost management in real estate enterprise
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Strategic capability development : a multi-level case study of the role of knowledge integration within product innovation

Strategic capability development : a multi-level case study of the role of knowledge integration within product innovation

A BSTRACT Firms’ adaptation with environmental changes is crucial for survival of the firms, especially in today’s hyper-competitive environment. Understanding how competitive advantage is maintained or regained through capability development can help to explain the firm-environment relationship. Previous research has focussed on either the content or the process of capability development. The content view, based on the ambidexterity perspective, looks at the creation of competitive advantage with a market focus. While the process view, based on a dynamic capability perspective, is concerned with existing organisational capabilities. These two views provide only a partial explanation of how to build competitive advantage. Bringing these two perspectives together can provide a more comprehensive explanation for how competitive advantage is created. Despite their differences, both content and process studies agree on the importance of two components of organisational capability development: knowledge integration and product innovation. This thesis takes product innovation as the context for re-examining the role of knowledge integration in the content and process of capability development. The aim of this study is to conceptualise Strategic Capability Development as a development of an organisation’s existing capability in line with the capability required by the market.
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Strategic human resource management, small and medium sized enterprises and strategic partnership capability

Strategic human resource management, small and medium sized enterprises and strategic partnership capability

Operationally, SHRM means tightly aligning traditional human resource management practices such as recruitment, selection, training and development and rewards to a company’s strategy. It also means instituting policies and procedures that facilitate proficient strategy execution, using teams to leverage cross-functional knowledge and competencies, developing knowledge management capabilities that facilitate the leveraging of best practices and effective and efficient capture of economy of scope opportunities, developing learning organizations that facilitate the constant adoption, utilization, ownership, and internal dissemination of best practices, and executing change management approaches that contribute to building and maintaining strategy supportive corporate cultures. It includes practices such as the use of structured interviews, bio-data, cognitive ability tests, and assessment centers; competence
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STRATEGIC HUMAN RESOURCE MANAGEMENT, SMALL AND MEDIUM SIZED ORGANIZATIONS AND STRATEGIC PARTNERSHIP CAPABILITY

STRATEGIC HUMAN RESOURCE MANAGEMENT, SMALL AND MEDIUM SIZED ORGANIZATIONS AND STRATEGIC PARTNERSHIP CAPABILITY

revolutionary leader, competitively adopting strategic human valuable useful resource management practices to allow it meet the desires of partners in rapid setting up industries Matured chief looking on the technical human assets management capabilities which have validated most important in meting companion wishes. Is also waiting for a competitive have got to shift focal aspect to serving the wishes of companies in a fast relocating enterprise and as a final result a must undertake strategic human useful resource management practices .SHRM practices to the needs of consumers on the other hand grants the undertaking of being all set manipulate any manner-finish ambitions reversal affect of high-quality suit (MacMillan and Jones 1986). That's due to the fact that while in shape allows for progress, it moreover makes development in a manufacturer‟s gift alternate the predominant software for progress, and it will grow to be counter-productive if the competitive role of buyers turns into unhealthy.
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THE EFFECT OF STRATEGIC ORIENTATION, SUPPLY CHAIN CAPABILITY, INNOVATION CAPABILITY ON COMPETITIVE ADVANTAGE AND PERFORMANCE OF FURNITURE RETAILS

THE EFFECT OF STRATEGIC ORIENTATION, SUPPLY CHAIN CAPABILITY, INNOVATION CAPABILITY ON COMPETITIVE ADVANTAGE AND PERFORMANCE OF FURNITURE RETAILS

This phenomenon occurs not only in retail for groceries products, but also in furniture retail in Indonesia. Retail sales for furniture products in Indonesia are dominated by traditional retailers , which sell their products in small, self-owned or rented shops, are family- owned stores (mom and pop stores), and are located in locations close to homes or traditional markets (Sunanto, 2012; Ministry of Trade, 2013). Domestic furniture consumption reaches IDR 9 trillion annually in 2013, which is fulfilled from 55% of local furniture products while 45% is imported products from China (Indonesian Ministry of Trade's Trade Research and Development Agency, 2017). Furniture retail market in Indonesia reached USD 29.571 billion, with growth of 3.9% in 2017. The challenge facing the industry is the growth that is predicted to fall, in 2018 the sector grew at 3.6% and is projected in 2020 will experience growth decline at 3.1% (Euromonitor International, 2017). Technological innovations with the presence of online furniture sales through e-commerce and other digital platforms that grow significantly by 11.5% per year make competition tighter, in addition to the inclusion of modern national or international retailers who have a network of outlets in several cities in Indonesia.
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Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability

Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability

LIMITATIONS AND FUTURE RESEARCH Despite some theoretical and methodological contributions, our study has several limitations. First, there is a critical issue with regard to the definition and measurement of capacity for managing alliance. We relied on an indirect measure of the capacity, following the approach which Rothaermel and Deeds (2006) proposed. Specifically, we tracked entrepreneurial venture’s alliance management capability and its observable results, which is the number of allies that a firm could handle effectively. Further, this study’s measure of alliance management is far from complete. Although the capability for alliance management is surely a multidimensional construct, we grasped only one aspect of this capability. Other facets encompass the capacity to choose suitable partners, set up mutually beneficial relationships, transfer best practices, and interchange and create new knowledge. Future studies should reflect various dimensions of the capacity and focus on developing and validating the measures of alliance management capability.
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Patient Capability Assessment Readiness for Transfers and Repositioning

Patient Capability Assessment Readiness for Transfers and Repositioning

Patient Capability Assessment – Readiness for Transfers and Repositioning These guidelines have been formed with the opinion that in healthcare settings, manual lifting should be avoided whenever possible. Therefore, there needs to be a mechanism for licensed healthcare professionals to make an assessment of whether a patient can perform a transfer independently or with minimal supervision and assistance, or if the patient requires a lift. In the instances that the patient requires a lift, mechanical means are preferred.

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