Maturity of strategic management in organizations

Witek-Crabb, Anna

doi:10.12775/oec.2016.037

Cited by 11 publications

(5 citation statements)

References 8 publications

(5 reference statements)

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“…The human resources area, mentioned as a significant factor for non-use of the BSC in smaller organizations, in practice often encompasses the incompetence of the company's employees to apply strategic management principles. In line with this is the interpretation of the author Witek-Crabb (2016), also presented in the aforementioned study, that the ability of managers to implement strategic management principles in smaller companies is significantly lower compared to the ability of employees at the same functions in large organizations to do so. These statements are followed by the results of the scientific research conducted by Tomić, Komazec, and Jevtić (2017), according to which small and medium-sized enterprises that do not apply the BSC agreed that the main reason for the waiver of the application of this method lies in the fact that BSC usage is complicated, expensive, and long-lasting.…”

Section: Reasons For Non-application Of the Bsc Concept In Small And supporting

confidence: 75%

Assessment of the applicability of the Balanced Scorecard concept in small and medium-sized enterprises

Jolović¹,

Jolović²

2020

Škola biznisa

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The modern management concept Balanced Scorecard (BSC), thanks to the efficient solutions it offers, draws increasing attention from the management across the globe. BSC is a performance measurement system which unites a traditional, financial perspective with the consumer, internal business processes, and learning and growth perspectives; and provides intelligibility of the company's vision and strategic goals, strengthening of the internal communication of employees, and more efficient realization of key business activities. The implementation of the BSC concept in large enterprises is a quite simple and efficient process, while the procedure of incorporating its postulates into the structure of small and medium-sized enterprises is extremely complex and uncertain. For that reason, the aim of this scientific research is the assessment of the applicability of the BSC in small and medium-sized enterprises, with a simultaneous overview of examples of successful and less successful implementation practices, and the most frequent reasons for non-implementation of the concept itself. The research is inspired by the observation that the world literature has, to a certain extent, neglected the analysis of the application of the BSC concept in small and medium-sized enterprises. The descriptive and comparative method, the technique of analysis and synthesis, as well as analysis of the content of relevant literature of reference, national and foreign authors were used for research purposes. The result of the research is the confirmed assumption that the implementation of the BSC concept in small and medium-sized enterprises is possible but at the same time quite complex and demanding due to the influence of different variables. Accordingly, the recommendations such as that the BSC model should be simplified and burdened with a smaller number of metrics in order to become more applicable in small and medium-sized enterprises were derived in the research.

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Section: Reasons For Non-application Of the Bsc Concept In Small And supporting

confidence: 75%

Assessment of the applicability of the Balanced Scorecard concept in small and medium-sized enterprises

Jolović¹,

Jolović²

2020

Škola biznisa

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“…The impossibility of managing companies solely with financial measures and the need for more strategically-oriented tools such as non-financial measures, externally-oriented information systems, and comprehensive systems supporting the implementation of strategy, requires the implementation of strategic management accounting techniques. The deployment of SMA can contribute to general strategic management maturity (a concept discussed, among others, by Witek-Crabb, 2016) and thus contribute to the sustainable development of a company.…”

Section: Introductionmentioning

confidence: 99%

Use of strategic management accounting techniques by companies in the Czech Republic

Petera

Šoljaková

2019

Economic Research-Ekonomska Istraživanja

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The purpose of this paper is to investigate the degree of use of strategic management accounting (SMA) techniques and the main factors affecting this in the Czech Republic. In order to achieve such an understanding, we apply a quantitative approach, rooted in contingency theory, including descriptive statistics, correlation analysis and regression analysis. The most intensivelyused SMA techniques are strategic planning and budgeting, customer accounting, and target costing. The least-used are integrated performance measurement systems, strategic pricing and activity-based costing. Our respondents indicated that they expect an increase in the use of all SMA techniques over the next 3 years. Regression analysis confirms that the implementation of differentiation strategy (as opposed to cost leadership strategy) has a statistically significant and positive influence on SMA use. The findings of this study contribute to the better theoretical understanding of the contingent factors influencing the use of SMA techniques.

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“…Theoretical assumptions concerning the measurement and interpretation of CSR practices have been adopted to enable CSR maturity diagnosis. A CSR maturity model was proposed, based on progression models of CSR on the one side [10][11][12][13][14][15][16][17][18][19][20][21][22][23][24], and an organizational maturity concept [25] derived from the capability maturity model on the other side [26][27][28]. The CSR maturity model framework consisted of three perspectives: the CSR process maturity, the CSR formal maturity and the CSR developmental maturity, referring to the processes, values and underlying assumptions of the CSR activities of enterprises [29].…”

mentioning

confidence: 99%

CSR Maturity in Polish Listed Companies: A Qualitative Diagnosis Based on a Progression Model

Witek-Crabb

2019

Sustainability

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Transformation from a centrally planned economy to a market economy in 1989 created new challenges for the enterprises in Poland. Free market brought economic liberty, but also the need to take responsibility for the business’ impact on the environment. The last 20 years have brought intensive development of Corporate Social Responsibility (CSR) in Polish conditions: The institutional context supporting CSR has improved and so did the implementation of the CSR by the business. Intensive growth of CSR practices demands a reflection on the effectiveness of the implementation. This study’s contribution is a comprehensive diagnosis of CSR maturity of the enterprises in Poland using a conceptual CSR maturity model. The model is comprised of three perspectives: CSR process maturity, CSR formal maturity and CSR developmental maturity. CSR practices of 93 listed companies from nine industries were studied in 2016–2017. A qualitative content analysis of the enterprises websites was used as the method of study. The main finding was that the level of CSR practices of the enterprises in Poland is still rather low. Forty-seven percent of the enterprises implement incidental CSR, 30% tactical CSR and 23% apply strategic CSR. CSR maturity level is company size- and industry-dependent.

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Maturity of strategic management in organizations

Cited by 11 publications

References 8 publications

Assessment of the applicability of the Balanced Scorecard concept in small and medium-sized enterprises

Assessment of the applicability of the Balanced Scorecard concept in small and medium-sized enterprises

Use of strategic management accounting techniques by companies in the Czech Republic

CSR Maturity in Polish Listed Companies: A Qualitative Diagnosis Based on a Progression Model

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