Tékhne — Review of Applied Management Studies

Gomes, P.

doi:10.1016/s1645-9911(12)70001-4

Cited by 5 publications

(2 citation statements)

References 50 publications

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“…Many leading companies began to adopt the BSC when they found that it allowed them to improve performance, linking all organization members in a joint effort to achieve the organization's overall goals and objectives. [6][7][8][9] The ability to achieve ambitious goals depends, as such, on organizational capabilities for learning and growth. [15][16][17][18][19] The third step of strategic management is the implementation of the strategic plan in the day-to-day activities of the organization.…”

Section: Strategic Managementmentioning

confidence: 99%

Impact of Strategy Change on Business Process Management

Bubenik¹,

Čapek²,

Rakyta³

et al. 2022

Preprint

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The paper deals with the design of a systematic procedure for implementing strategy changes into internal business processes for a project-oriented production type of organization. In the first part of the contribution, a summary of the theoretical starting points for the field of strategic management and change management is presented. In the second part, the contribution deals with the analysis of the current situation in the area of the impact of the change of strategy on the management of business processes. In the last part, the proposal of the procedure for implementing strategy changes into internal business processes and the verification results are presented. The proposed procedure includes steps where the selection and verification of key performance indicators at individual levels of management plus the quantification of the impact of the change in strategy on the processes takes place. The management can thus monitor and evaluate the chosen processes in accordance with the fulfilment of the chosen strategy of the company. The last chapter presents the verification of the proposal for the systematic introduction of changes into the processes.

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Section: Strategic Managementmentioning

confidence: 99%

Impact of Strategy Change on Business Process Management

Bubenik¹,

Čapek²,

Rakyta³

et al. 2022

Preprint

View full text Add to dashboard Cite

show abstract

“…The analysis of the external environment focuses on identifying those opportunities and threats of the external environment that could affect (positively or negatively) the achievement of the set strategic goals. There is a relatively wide range of tools for analyzing the internal as well as the external environment [15].…”

Section: Introductionmentioning

confidence: 99%

Impact of Strategy Change on Business Process Management

et al. 2022

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In the pursuit of economic survival in the current competitive conditions with the aim of long-term prosperity and sustainability in the market, many companies today approach significant strategic changes in the management of their business. The purpose of this study is the design of a systematic procedure for implementing strategy changes into internal business processes for a project-oriented production type of organization. The proposed methodology contains steps where the selection and verification of key performance indicators at individual levels of management takes place. Furthermore, their monitoring and quantification of the impact of the change in strategy on internal company processes. The result of the study explains how the management can monitor and evaluate the chosen processes in accordance with the fulfilment of the chosen strategy of the company, which supports the systematic introduction of changes in the processes with the aim of sustaining the company’s performance.

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Corporate governance, capital structure, and firm performance: a panel VAR approach

Ronoowah

Seetanah

2022

SN Bus Econ

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This study aims to examine the interrelationships and interdependencies between corporate governance (CG), capital structure (CS), and firm performance (FP) of companies listed on the Stock Exchange of Mauritius from 2009 to 2019 along with a comparison between financial and non-financial firms. A panel vector autoregression (PVAR) approach is used in this study to determine the relationship dynamics between CG, CS and FP. The findings reveal a positive and significant bidirectional association between CS and FP, supporting the trade-off theory. The results also show that CG and FP jointly help to increase CS while CG and CS jointly boost the profitability of firms. A strong bidirectional relationship with varied signs between CG and CS is found only for financial firms. The results of the forecast error variance decomposition analysis support the selection of FP as the most endogenous variable. Robustness tests also support the findings. This study is the first to examine the dynamic and interdependent relationships using a PVAR model between CG, CS and FP that presents new contributions to the existing CG and CS literature with insights from an emerging economy.

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Tékhne — Review of Applied Management Studies

Cited by 5 publications

References 50 publications

Impact of Strategy Change on Business Process Management

Impact of Strategy Change on Business Process Management

Impact of Strategy Change on Business Process Management

Corporate governance, capital structure, and firm performance: a panel VAR approach

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