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The impact of competitive intelligence practices on strategic decision-making.Naidoo, Audrey. January 2003 (has links)
Today, the only certainty is uncertainty. The rate of change is continuing on a steep
curve upward, information is growing in volume constantly, and the complexity of the
marketplace is increasing exponentially. In order to survive, decision-makers need to
anticipate and accommodate developments in the world outside, to sustain and exceed
their core competitive advantage. The question is how do they go about doing this?
The answer lies in competitive intelligence! Competitive Intelligence is a systematic
process involving planning, gathering, analysing and disseminating information on
external environment for opportunities or developments that have the potential to affect
a company's competitive situation. Research reveals that competitive intelligence (Cl)
has evolved from an informal into a formal discipline. While many still confuse it with
just being competitor information, it has proven to expand much further into a
meaningful and value-added input in the strategic decision-making process. Decisionmakers
need to be equipped with the proper tools before they start the strategic planning
process.
The purpose of this research study is to explore the impact of competitive intelligence
practices on strategic decision-making. It aims to identify the best way forward in
making competitive intelligence more credible within organisations.
The accelerating speed and complexity of change in the business environment places a
heightened premium on timely, rigorous understanding of developing threats and
opportunities. Consequently, the success of competitive advantage within organisations
increasingly depends on aggressive and systematic competitive intelligence efforts to
support and enable strategic decision-making.
The study presents an holistic competitive intelligence framework, taking theoretical,
best practices and a case study approach, enabling any organisation to successfully
adapt Cl processes and structures in any given situation. / Thesis (MBA)-University of Natal, 2003.
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An ecclesiology for multi-site churches thinking biblically about the local church in multiple locations /Reavely, R. Scott January 2007 (has links)
Thesis (D. Min.)--Western Seminary, Portland, OR, 2007. / Abstract. Includes bibliographical references (leaves 144-152).
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The effect of team composition on strategic sensemakingWaldeck, Tanja zu January 2006 (has links)
Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006
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Techniques in congregational transformation creating positive change through appreciative inquiry /Santina, Peter Della. January 2008 (has links)
Thesis (D. Min.)--Bethel Seminary, St. Paul, MN, 2008. / Description based on Print version record. Includes bibliographical references (leaves 288-293).
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Business strategy of Johnson & Johnson /Siu, Suet-ling, Celine. January 1996 (has links)
Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 125-126).
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Characteristics of Hong Kong industrial companies undertaking innovative projects having strategic importance /Lau, Kon-sau. January 1992 (has links)
Thesis (M.B.A.)--University of Hong Kong, 1992.
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Developing a parish consulting service for the Wisconsin Evangelical Lutheran SynodHeins, Ronald K. January 1998 (has links)
Thesis (D. Min.)--Trinity Evangelical Divinity School, Deerfield, Ill., 1998. / Abstract. Includes bibliographical references (leaves 238-241).
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Equipping a selected group of pastors in the Gulf Stream Baptist Association, Fort Lauderdale, Florida, in strategic planning skillsBoone, John C., January 2007 (has links)
Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2007. / Abstract and vita. Includes final project proposal. Description based on Microfiche version record. Includes bibliographical references (leaves 190-196, 74-78).
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Assessing the status of strategic planning in Rhema churches /Walker, Jeff Everette, January 2002 (has links)
Applied research project (D. Min.)--School of Theology and Missions, Oral Roberts University, 2002. / Includes abstract and vita. Includes bibliographical references (leaves 145-154).
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The indirect effect of high commitment HR practices and charismatic leadership on firm performanceMcClean, Elizabeth J. January 1900 (has links)
Thesis (M.S.)--Cornell University, February, 2010. / Includes bibliographical references (leaves 53-59).
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