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Strategic Goals (strategic + goal)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%
Psychology	25%

Selected Abstracts

Communication and Strategic Goals, Planning for Our Future

PAIN MEDICINE, Issue 4 2010
Eduardo M. Fraifeld MD President
No abstract is available for this article. [source]

Social networks at Sempra Energy's IT division are key to building strategic capabilities

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2007
Chris Chen
How does an IT division, faced with new and challenging strategic goals, get technical people to understand and appreciate the impact of human relationships on individual and organizational performance? It turns to social network analysis (SNA),a nifty tool for quantifying and visualizing the number and strength of connections between people. Taking advantage of a large menu of SNA's analytical options, this organization learned how it could better identify succession candidates, build social capital, lessen dependence on the senior leadership team, and improve interdepartmental collaboration and communication,in short, move to the next level of organization effectiveness. © 2007 Wiley Periodicals, Inc. [source]

The Swiss Federal Dairy Research Station

INTERNATIONAL JOURNAL OF DAIRY TECHNOLOGY, Issue 1 2003
Max Rüegg
The Federal Dairy Research Station (FAM) was established at the beginning of the last century. It is one of six agricultural research stations of the Swiss Department of Agriculture and the leading national research institute in dairy technology and consulting. It is part of the Swiss Centre of Competence for Animal Production and Foods of Animal Origin. Its mission is to improve the competitive position of the Swiss milk producers and dairy industry. The institute is organized into three functional areas corresponding to its well-established core competencies: (1) production of raw milk cheese and microorganisms for fermentation, (2) knowledge transfer and consultation for the dairy industry and beekeeping, and (3) testing of, and providing expertise on dairy and bee products. Research work is carried out using a multidisciplinary approach in a matrix organization. Two product- and customer-orientated technology units and one unit for consulting, contractual work and other services for the dairy industry are supported in their projects by three scientific and technical units (microbiology; chemistry, physics and sensory analysis; engineering and production) as well as by a unit offering central services. The 4-year research programmes are based on the strategic goals of the agricultural policy as well as on the current needs of the dairy industry. An advisory board oversees the preparation and execution of the projects. FAM is connected to an international network for both scientific work and supervisory tasks. Work is carried out within the background of the political strategy of a sustainable development including economic, ecological and social aspects. A primary research focus is therefore the avoidance of excessive processing of milk and dairy products, and keeping products natural and free of residues by applying only minimal, unavoidable treatments and additives. [source]

A much needed macro level view: A commentary on Henriques' "Psychology Defined"

JOURNAL OF CLINICAL PSYCHOLOGY, Issue 12 2004
Paul Gilbert
To develop greater coherence, psychology must develop its macro and integrative approaches to the mind. In this illuminating paper, Henriques (this issue) outlines the kind of thinking that is needed. He skillfully illuminates the levels of emergence of mind from the material world and argues that the recursive self-regulative abilities of self-awareness set us apart from other animals. The interaction between an evolved mind, adapted to pursue strategic goals, while also being phenotypically shaped by both environment and our recently evolved cognitive competencies, is a core focus of psychology. © 2004 Wiley Periodicals, Inc. J Clin Psychol. [source]

Strategic processes @ Nike,making and doing knowledge management

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2008
George Stonehouse
This paper contrasts theory with practice through a case study of strategic processes of knowledge management (KM) at Nike Incorporated. From its origins as a small specialist enterprise in 1972 to a multi-billion dollar global brand, the corporation has been continuously at the forefront of developments in management practice and business innovation. This case study has been compiled from interviews with senior managers and numerous secondary sources. The paper begins with a discussion of an insider perspective on the trajectory of the organization in terms of its strategic goals and decisions on markets, customers, products, services and business processes. It then goes on to explore and critique the dynamic interplay of the processes of strategizing, learning, creativity and innovation at Nike as the basis for its knowledge-based competitive advantage (CA). The case thus represents KM as a unique combination of processes in which learning; strategy and creativity are organized and strategically embedded within a large global organization. This has implications for future theorizing in KM, which, as we illustrate in this paper, demands a more integrative approach to research and practice. One of the key lessons for practice is that span of activity, as well as strategy, will influence the relationship between strategizing, organizing and learning and this interplay determines the success (or failure) of KM. Copyright © 2008 John Wiley & Sons, Ltd. [source]

Horizontal alliances and the merger paradox

MANAGERIAL AND DECISION ECONOMICS, Issue 4 2005
James Sawler
Mergers and alliances are two organizational forms which allow firms to combine complementary capabilities to realize strategic goals; they are, in many cases, strategic substitutes. Managerial decision-makers, therefore, require a framework for choosing between the two strategies. This paper contributes to this decision-making process by highlighting one advantage of alliances over mergers. Specifically, while the profitability of a cost-reducing horizontal merger is diminished by the resulting expansion of non-merging competitor(s), an alliance, where partners collaborate to reduce costs but sell their product independently, enables its partners to realize the benefits of merging but avoid the problem of strengthening competitors. A model is developed which demonstrates the profitability of establishing such an alliance compared to a merger. The implications of this strategy for antitrust review are briefly discussed. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Local Government Policy Evolution in New Zealand: Radical Reform and the Ex Post Emergence of Consensus or Rival Advocacy Coalitions

PUBLIC ADMINISTRATION, Issue 3 2001
Joe Wallis
Between 1984 and 1993 New Zealand reformers followed a top-down strategy designed to minimize the opportunity for resistors to affect the reform process and preclude the ex post emergence of a stable alignment of rival advocacy coalitions. The evolution of the local government policy debate since the implementation of radical reform in 1989 suggests that these strategic goals may be more difficult to achieve than at first thought. The quest to make local government more efficient and democratic by making it more accountable has given way to a ,minimalist-activist' controversy over the comparative institutional advantage of local authorities and the role of trust in their relations with central government that has the potential to contribute to the eclipse of the post-reform consensus and the emergence of a ,advocacy coalition structure'. [source]

Macro and Micro Goal Setting: In Search of Coherence

APPLIED PSYCHOLOGY, Issue 3 2000
Marco De Haas
In this article we discuss macro and micro goal setting approaches, focusing on the relations between goals at different organisational levels. Translating strategic goals in a top-down manner throughout the organisation is a rather complex process. In organisations, at least one intermediate level between macro (i.e. strategic) and micro (i.e. operational) goals can be distinguished: the level of meso (i.e. tactical) goal setting. The process of a strategic dialogue is introduced to arrive at organisational goal coherence, which is defined as consensus on goal priorities within single constituencies and between multiple constituencies at different organisational levels. This process is illustrated in a case study, in which the CATPCA method has been applied to empirically operationalise degrees of consensus. Effects of the strategic dialogue on organisational goal coherence are demonstrated. Dans cet article sont discute´s les approches de la fixation d' objectifs macro et micro et privile`gie´s les relations entre ces objectifs, aux diffe´rents niveaux de l'organisation. Traduire les objectifs strate´giques de haut en bas de l'organisation est un processus assez complexe. On peut distinguer au moins un niveau interme´diaire entre les objectifs macros (c'est a` dire strate´giques) et micro (c'est a` dire ope´rationnels): le niveau des objectifs meso (c'est a` dire tactiques). On pre´sente le processus d'une concertation strate´gique pour parvenir a` une cohe´rence des objectifs organisationnels. Ce processus est illustre´ par une e´tude de cas. La me´thode ,CATPCA' y a e´te´ applique´e pour rendre ope´rationnels les degre´s de consensus. On a ainsi de´montre´ les effets d'un dialogue strate´gique sur la cohe´rence des objectifs organisationnels. [source]