The Resultant Model of Strategic Management

Kristamuljana, Sammy

doi:10.5176/978-981-08-8227-3_bizstrategy39

Cited by 2 publications

(3 citation statements)

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“…The following strategic planning common models may provide alternatives for public sector organizations to choose from in order to develop their strategic planning process (Kriemadis and Theakou 2007;Kristamuljana 2011: Nieboer 2011).…”

Section: The Strategic Planning Modelsmentioning

confidence: 99%

“…Although strategic plan implementation was not often mentioned in the literature, it has recently been given attention (Buluma et al2013;Chen et al 2015;Kristamuljana 2011;Crittendenand Crittenden 2008 Additionally, incentives and a proper reward system will motivate employees to implement strategic planning (Kadir and Jusoff 2009). It is worth noting that effective leadership is considered one of the important ways of ensuring successful strategy implementation (Mapetere et al 2012).…”

Section: Strategic Implementationmentioning

confidence: 99%

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Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

Abushabab¹,

Abdi

2017

IMBR

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Several authors argued that strategic planning is limited and not producing the needed outcomes. In todayâ€™s increasingly challenging environment, it is argued that public sector organizations are expected to shift from traditional strategic planning to the strategic management approach in order to achieve their desired outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This study will be the first of its kind to focus on strategic management practices based on the new strategy of Bahrain for 2030. Using quantitative survey method, this paper aims to explore the progress of the transition from strategic planning to the strategic management approach in the public sector of Bahrain, and then the paper explores the elements that are related to successful strategic management approach in these organizations. The findings reveal that the progress in the transition from strategic planning to a strategic management approach in most of the organizations surveyed was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition.

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Section: The Strategic Planning Modelsmentioning

confidence: 99%

Section: Strategic Implementationmentioning

confidence: 99%

Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

Abushabab¹,

Abdi

2017

IMBR

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“…Much of the organizational experience implied that a need to shape a company into a learning organization was a result of the sense of urgency towards achieving corporate sustainability [4]. The following are three examples of companies which were able to shape itself into a learning organization after triggered by the sense of urgency that it needs to survive:…”

Section: Introduction -Sense Of Urgency That Leads To the Need Of mentioning

confidence: 99%

Not Commanding But Persuading And Shaping That Make Learning Organization

Kristamuljana¹

2016

Proceedings of the 3rd International Seminar and Conference on Learning Organization (Isclo-15)

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generating a willingness to learn from an individual is not a straightforward task. The same applies to an organization which is a group of people that collectively try to achieve mutual and agreed objectives. Consequently, the strategic leaders who initiate the learning process should raise the "sense of urgency" inside the mind of the candidate learning partners at first as the main source of the need to shape their company to be a learning organization. In this respect the sense of urgency is: "The raising of energy within the strategic leaders so they committed to save their company". Secondly, the strategic leaders should continuously embed and develop learning and can-do attitude of the learning partners. Thirdly, the strategic leaders together with the learning partners should from time-totime evaluate the learning result by measuring the learner's firm competitiveness in the market. The current change in business landscape into the digital era has demanded organizations further to be a learning organization, particularly to have an ability to learn fast so that it can take the benefits of the first mover advantage. Based on the experience of many companies in the past twenty five years, they suggested that commanding people does not make a learning organization. Instead, it is by persuading and shaping that create a learning organization. Hence, strategic leaders can also identify the effective methods to persuade and to shape the companies to be a learning organization. The identified methods consist of three. Firstly, the strategic leaders who offer a high value challenge which is difficult to be turned down by the candidate of learning partners. Secondly, the learning partners are always accompanied by the strategic leaders. Thirdly, the strategic leaders continuously inspire the learning partners to actively seek for breakthrough which creates value. The result of this study suggested some research questions as a starting point for further research.

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The Resultant Model of Strategic Management

Cited by 2 publications

References 0 publications

Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

Not Commanding But Persuading And Shaping That Make Learning Organization

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