Search results

Strategic adaptation in complex environments with frequent changes must balance the search for innovative opportunistic ventures and conscious pursuit to achieve established goals and outcomes. This creates a tension between attempted efficiency gains from tight strategic controls that avoid diversion of corporate resources and the facilitation of dispersed initiatives in search for business opportunities. To assess this conundrum, the authors present an interactive strategic control model that combines planning and participative strategy-making with interactive control processes. This combination of management practices arguably creates an adaptive system that drives the upside performance outcomes from a guided adaptation of opportunistic insights. Various hypotheses are developed and tested based on survey data from among the 500 largest firms in Denmark. The results suggest a direct relationship between interactive controls, strategic planning, and participative leadership on upside performance outcomes. Moreover, the positive effect from interactive controls on the upside potential is enhanced by participative decisions.

Interactive‐graphic systems and operations research methodologies are increasingly being combined to produce efficient, versatile and powerful tools that enhance the decision‐making process. The possible contribution of such tools to the planning of distribution systems for industrial firms and freight carrier service networks and operations is examined and compared.

Interactive‐graphic systems and operations research methodologies are increasingly being combined to produce efficient, versatile and powerful tools that enhance the decision‐making process. The possible contribution of such tools to the planning of distribution systems for industrial firms and freight carrier service networks and operations is examined and compared. The similarities and differences between the two systems are derived and an examination is undertaken to determine whether a unique planning system may adequately respond to the requirements of the two problems.

The purpose of this paper is to analyze the effects of the budget system use on innovation performance concerning products and processes in Brazilian companies.

A survey was conducted in companies with economic activities addressed by the Brazilian Industrial Research of Technological Innovation carried out by the Brazilian Institute for Geography and Statistics, which provided 111 valid answers. The structural equation modeling was used to test the hypotheses.

The results indicate that considering the budget use with control (diagnostic) characteristics as a mechanism able to elide the benefits of innovation does not find support because no negative effect may be detected in the moderation tests. On the other hand, the belief that budget use with (interactive) planning characteristics might potentiate the effects of innovation on performance has also not been confirmed, i.e. rather flexible budget use types, which could be aligned with the elasticity required by creative processes, do not seem to have the positive effect advocated in the literature.

The sample did not allow a detailed analysis of other contextual characteristics that could evidence heterogeneity. The size difference between companies, based on the number of employees rather than the volume of innovation investments, may have affected the results.

The results show there is no moderation in the relation between technological innovation and performance, both by using interactive budget and diagnostic budget.

The Internet offers a wide array of resources for social studies teachers. Digital interactives, in particular, offer promise. They combine images, sounds, videos, and animation and are organized around specific themes or historical subjects. Verizon’s Thinkfinity and the Public Broadcasting Service’s Learning Media websites are two leading collections of this style of resource. With an efficient search and thoughtful planning, teachers can use digital interactives to create more engaging and exciting learning experiences for their students. This article proposes a four-step model that can be used to assist teachers in finding these resources and integrating them into social studies lessons. The model invites teachers to determine curricular needs, search the digital landscape, establish entry points, then build the digital interactive-enhanced lesson.

The multiple objective decision making problem arises when two or more non‐comparable objective functions are to be simultaneously optimised. There is a definite trend towards utilising interactive techniques for solving the multiple objective decision making problem. Interactive techniques allow the involvement of the DM throughout the decision process. In this paper we first provide a brief overview of multiple objective decision making, and then give a survey of literature dealing with interactive multiple objective decision making from 1965 to 1988.

Long‐range planning is really a phenomenon of the Eighties in South Korea. Historically, the concept was introduced in the mid Sixties, influenced by the country's first five‐year economic development plan, which began in 1962. However, planning was not naturalized until the Seventies. The impetus arose when:

The aim of this study is to analyze over time the evolution of associated costs of direct marketing in Spain and offer operational conclusions for the optimization of marketing budgets intended for the establishment of contact and/a relationship with the customer.

This study analyses and compares the relationship between advertising messages sent through direct mail, electronic mail, telemarketing and short cell‐phone messages (SMS), over five years. In the context of a loyalty program, and by means of a historical analysis, an alternating media marketing test is presented: a total of 10,000 contacts per medium studied per year were made.

The relationship that exists between the cost per contact and the cost per effective response for each one of the above mentioned direct and interactive media.

A series of operational conclusions can be extracted for direct media planning and its marketing budget optimization with regard to choice of medium according to expected response and choice of medium according to cost per response.

The relevance of this work is based on the relative lack of information in Spain over the cost of communications channelled through direct media. Besides, the inclusion of advertising by SMS in this work is particularly relevant due to the fact that the novelty of this media channel means that it has only been analyzed independently by very few existing studies.

To report the outcomes of an organizational change project at California Polytechnic State University in San Luis Obispo, California, USA. Interactive planning and systems thinking provide a robust foundation for rethinking workplace activities, so as to prepare staff members for enhanced participation in an increasingly digital information environment.

The methodology takes the form of a case study.

Organizational development tools activate and extend participants' knowledge, skills, and abilities through purposeful dialogue that cultivates holistic perspectives. Enhanced appreciation of campus constituencies' differing needs and preferences, complimented by ongoing user‐focused data collection and analysis, informs strategic systems and services redesign. This practice serves to promote continuous learning, even as it advances the organization's digital migration. Results‐to‐date suggest the efficacy of this staff development approach, which uses constructivist “building on what we know” learning strategies to develop nimble organizational responsiveness, amidst dynamically changing external circumstances.

Provides information on a staff development approach.

As e‐business strategies have received growing attention from entrepreneurs, executives, investors and industry, information systems (IS)/information technology (IT) strategic planning has progressively come to be considered a critical method for developing a successful e‐strategy. However, despite the growing number of theoretical frameworks for IS/IT strategic planning, practical implementation faces several problems. Most importantly, numerous IS/IT strategic planning frameworks do not seem to realize that IS‐related problems are not merely technological, but are also caused by neglecting the interrelationship between IS/IT and organizational context. This study aims to identify and explore the key organizational mechanisms related to IS/IT strategic planning, and thus improve planning effectiveness. The proposed mechanisms provide a valuable reference for business managers or strategic planners who are initiating or conducting IS/IT strategic planning exercises in the digital era, and for researchers interested in information systems management.