The Strategy Cycle

The article describes legal and organizational aspects of the formation of public land resources strategic management concept in the Russian Federation. It is shown that the current state of land laws, as well as implementation of the delineated in the field major functions by state authorities do not entirely provide a complex solution to integrate land resources for a sustainable socio-economic development of society. In order to resolve problems on the basis of the concept of public strategic management of land resources formulated by the author, some proposals are made to improve land legislation and legislation in the sphere of state strategic planning.State strategic land-use management is defi ned as activities of public authorities aimed at ensuring balanced land resources for a sustainable socio-economic development in the long term. This work suggests that the main functions of state land management (state land cadastre, zoning, spatial planning, etc.), should come from equal consideration of the properties of the earth as a natural resource, property and spatial basis of development. In order to determine the object’s state strategic management, the article considers it necessary to put down the category of Land Fund in the legislation of the Russian Federation.The work emphasizes the importance of a more consistent harmonization of legislation on state strategic planning, land and natural resources legislation.

The article is concerned with defining the concept of the paradigm of strategic management of telecommunications enterprises and its adaptation in the digital economy to form a mechanism for the strategic development of enterprise and its efficient functioning. The article emphasises that the modern paradigm of strategic management of telecommunications enterprises is based on a humancentred approach, which is based on the potential of management personnel in accordance with the strategic directions of enterprise development. For telecommunications enterprises that ensure the development and functioning of the digital economy, the management objectives should be: global digitalisation of business and society; adaptation of the enterprise's operation to the consequences of digital transformation; development of corporate digital culture; introduction of modern management methods corresponding to the digitalisation and digitalisation of the social, financial and economic spectrum of society development. The analytical review made it possible to compare the advantages and disadvantages of strategic, situational and process management, which became the basis for the formation of a paradigmatic digital strategy for managing telecommunications enterprises, which involves determining the overall strategy, strategic directions of activity, scenarios for their implementation in accordance with management situations, taking into account management signals from the external and internal environments.The study of modern concepts of strategic management of enterprises has made it possible to determine that most of the paradigmatic directions of strategic management are based on the known approaches to the formation of a synergistic system of strategic, situational, operational and process management to achieve the goals of enterprise development. Focusing on the strategic management of telecommunications enterprises has made it possible to outline the basic paradigms that are practical for determining effective procedures for making strategic management decisions and implementing the strategic management process; allows telecommunications enterprises to form a form of effective management with due regard for digital transformations.

This chapter's major goal is to help the reader understand how strategic human resource management works in businesses. Human resources are seen as important factors within organisations. Organizations will be able to improve their reputation thanks to the knowledge, skills, and aptitude of their people resources. It is imperative that human resources periodically update their knowledge and abilities due to the onset of modernity, globalization, and developments. Since it calls for connecting human resources practices and policies with organisational strategy, the notion of strategic human resource management is seen as essential. In order to achieve the desired goals and objectives, companies must make sure that the policies and procedures they develop are in line with those goals and objectives. The key topics covered in this chapter include the definition, objectives, and importance of strategic human resource management, models of strategic management, and theories of strategic human resource management.

Threshold concepts are core concepts in a field that students find particularly troublesome to understand, often because they integrate what students previously believed were discrete concepts or because they span boundaries between concepts or fields. Consequently, they are often transformative in nature and irreversible once fully understood. Therefore, they should form the core of our pedagogy. Threshold concepts have yet to be identified in strategic management. In this exploratory study, we examine student perceptions to determine which strategy concepts are likely threshold and identify four candidates: vertical integration, corporate diversification, innovation, and governance. In addition, we identify three non-core concepts - PESTEL, global strategies, and the balanced scorecard – that possess threshold-like characteristics, suggesting we rethink their curricular value. Finally, we identify active learning strategies that help students understand threshold concepts: applying/using the concept, discussing it with peers, and exploring examples. Class time devoted to such learning activities facilitates students “crossing the threshold.”

Theoretical basis The competitive environment of the Indian aviation industry is studied using Porter's five forces model. The SWOT analysis is used to examine the competitive position of Jet Airways. The role of Merger & Acquisition in the current Jet Airways crisis is also examined. Relevant texts studied are as follows: Kazmi, A. and Kazmi A. (1992). Strategic Management. McGraw-Hill Education; and Porter, M. (2008). The Five Competitive Forces That Shape Strategy. Harvard business review. 86. 78–93, 137. Research methodology This data for this case was extracted from secondary sources. These sources comprise newspaper articles, reports from the industry, reports of the company and the company's website. For gaining clarity over concepts, strategic management book by Azhar Kazmi and Adela Kazmi was referred. This case also uses websites such as moneycontrol.com to analyze financial health of the company. In the end, this case also uses some existing reports from the sources like World Bank and plane spotters to analyze the status of Jet Airways and also Indian aviation industry. This case has been tested in the classroom with MBA students in a class of Business Policy and Strategic management. Case overview/synopsis The Jet Airways, which once had the largest market share in the Indian aviation industry, has reached bankruptcy. Mr. Naresh Goyal, known for his aggressive expansion strategies, has already filed for bankruptcy. This case presents how buying aircrafts' obsession with poor choices on Mergers/Acquisitions could result in bankruptcy. The same could be substantiated from the fact that Goyal had many (197) of his fleet's latest aircraft. Goyal was also criticized for buying Sahara Airlines, which was performing poorly in the market. Spending a large portion of the budget in capital expenditure in an industry where operational cost is very high, only the cost of turbine fuel amounts to 50% of total operational expense. The high expenditure on capital budget and increasing operational cost weaken the financial position of Jet Airways. Despite earning decent revenue and having the highest market share in 2010, Jet Airways made losses in three consecutive years, i.e. from 2009 to 2011. After 2011, when the Indian aviation industry witnessed a high level of competition and growth in low-cost carriers (LCC), Jet Airways' survival was up for a toss. Despite the desperate measures of cost-cutting and attracting potential investors, Jet Airways reached the verge of bankruptcy. The current case emphasized the need to balance safe and riskier options, even for the market leaders like Jet Airways could fail due to poor strategic choices. This case presents some harsh realities on funds allocation. In 2010, where Jet Airways secure the highest market share and decent total revenue, it realized net losses. The case study also explains the need to adapt to the dynamics of the industry. After 2011, when LCC started dominating the Indian aviation industry, Jet Airways did not change its operation strategy and facing severe consequences. The case was about the poor strategic decisions taken by the founder of Jet Airways, Mr. Naresh Goyal, which adversely affected the health of the airline. The case also explores the possible strategic choices that Goyal could have taken to ensure Jet Airways' survival. Through this case, an attempt had been made to highlight the importance of various concepts that we need to understand while making a strategic decision for any organization. In the end, this case emphasized the role of strategy in managing an organization successfully. Complexity academic level The case study's target group should be Undergraduate and Postgraduate students of the Management discipline who study Strategic Management as a specialization or as the subject. This case can also be used in the Management Development Program for senior executives taking any vocational course or workshop on Business Strategy. The case focuses on one of the fastest emerging markets, i.e. India, and could be proven valuable for many multinationals companies. The case presents the changing competitive dynamics of the Indian aviation industry. The central theme on which the case revolves is the importance of sound strategic choices in a dynamic market or industry. After analyzing the case, the students would understand the complex nature of strategic decision-making and any poor strategic decisions ripple effect. This case could teach essential strategic management concepts like "SWOT analysis" and "PESTEL analysis." This case should be used to teach strategic management concepts only and not act as a judgment tool for any organization.

The article considers the concept, essence and content of educational and analytical strategic cost management of the enterprise. Representatives of the German accounting school, which are best known in many Western countries, in particular in German-speaking countries, are considered. It is proved that problem management accounting is a sporadic process of in-formation processing in order to provide information and analytical support to management in solving a specific management problem, as the main information base for problem accounting is systematic management accounting. Where, in turn, system-atic management accounting German scientists propose to divide into such components as "cost accounting by type" (German Kostenartenrechnung), "cost accounting" (German Kostenstellenrechnung) and "cost accounting" (German .Cost calculation). It is also pertinent to note that the reception and direct translation of the German term "Kostenstelle" ("Kosten" – costs, "Stelle" – place) as "place of origin of costs" is not entirely correct. The essence of strategic cost management, which is the ability to build situational models, develop promising strategies for enterprise development, based on continuous monitoring and analysis of changes in the enterprise and the external environment. It is proved that the implementation of strategic management is car-ried out through the development and adoption of strategic management decisions, which include all decisions related to key aspects of the enterprise, focused on the long term and made in conditions of high uncertainty. The place of strategic accounting and strategic analysis in the process of strategic management of an economic entity is considered. The process of accounting and analytical support of strategic cost management of enterprises is studied. Accounting and analytical support in the management of enterprise costs is considered. It is determined that for the organization of an effective cost management system of the business entity must take into account the peculiarities of the accounting system at the enterprise, features of planning and calculating the cost of production, the structure of divisions and departments of the enterprise.

This article describes the concept of strategic human resource management (SHRM); the concept of electronic human resource management (e-HRM); the importance of SHRM in modern organizations; and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The article argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

Efficient strategic project management in SROs (Science and Research Organisations) implies the existence of an integrated strategic management concept closely linked to an innovative organisational design. The aim of the paper is to examine the influence of certain factors of strategic project management on creating an organisational design that encourages innovation in scientific research organizations. An empirical research in SROs in Serbia has been conducted as well. Our research is empirically presented on the example of SROs in Serbia as a representative of developing countries. Our findings show that the external and internal environment, project portfolio, resources, monitoring, methods, and techniques mainly influence an organisational design. These elements of strategic project management account for 67.3% of the explained variability in a developed regression model. This paper extends the current strategic and project management literature with a new conceptual model on the link between strategic project management factors and an innovative organisational design in SROs. The presented analysis can help strategic and project managers establish adequate strategic guidelines for organisational development activities to improve the efficiency of scientific research results and the level of their innovativeness.

Domestic hotels have been greatly impacted with the entry of famous international hotels into China's market. On the basis of the characteristics in their development, domestic hotels are researched and their difficult situations are analyzed to propose some low-cost strategies for them in combination with some concepts in strategic cost management.

Trends in increasing competition, the growing dynamics of business, manifested in the transience of strategic guidelines, lead to an objective need for a fundamental review of the main approaches to management in enterprises. In order to ensure the effective use of existing production resources and achieve sustainable economic development of enterprises, it is necessary to apply modern approaches and systems of management. One of such approaches is the concept of strategic management that allows connecting the corporate strategy of the enterprise with its organizational processes, considering problems of development in modern conditions of management. The purpose of the article is to justify the theoretical provisions and develop practical recommendations for the organization and practical application of tools of strategic management accounting. Objectives of the research: to study the content and role of strategic management accounting as an information base for making strategic management decisions; to substantiate the thesis about changing priorities of strategic management accounting at different stages of the life cycle of manufactured products; to develop a complex of unified forms of management reporting, necessary for the organization of strategic management accounting and segmental analysis. When writing this article, such methods as analysis of scientific and theoretical sources, system approach, method of comparative analysis, generalization were used. The results presented in the article allow estimating profitability of production and key clients of the enterprise, carrying out a general estimation, and raising efficiency of activity of economic entity within the limits of strategic management accounting.

Background: The concept of strategic management has not been optimally yet done by the Bantul Yogyakarta Hospital. The issue of the development and preparation of a strategic plan has been done but is more of an interest in the management of accreditation. In addition, there are several themes that have become the thoughts of the leadership of the Bantul Yogyakarta Hospital, namely the JKN program, there are many hospitals that near of Bantul Yogyakarta Hospital, and increasing number of people around of the Hospital. For this reason, recommendations for strategy formulation are needed.Objective: This study is aimed to develop recommendations for strategy formulation for Hospital with mission evaluation, vision and SWOT analysis.Method: This study used a qualitative method with a type of case study. The speaker in this study is the leader of the Foundation and Hospital.Results: The results of the exploration of mission and vision produce 5 mission points and 5 vision points. Internal environment analysis used Value Chain Model from Porter and external environment analysis used the Health Service System Environmental Analysis Model. The results of the SWOT analysis produced 17 strengths, 15 weaknesses, 6 opportunities and 4 threats. The preparation of the SWOT matrix produced: 5 SO strategies, 2 WO strategies, 2 ST strategies, and 2 WT strategies. Strategic recommendations for Hospital are: goal strategies in the form of recommendations for mission and vision statements, low cost strategies, implementation strategies, penetration strategies, market development strategies and product development strategiesConclusion: Re-formulation of the mission and vision of Hospital based on the results of the exploration of mission and vision. From the results of the mission and vision formulation, internal and external environmental analysis, and SWOT analysis formulated a strategy formulation recommendation, namely the objective strategy in the form of recommendations for mission and vision statements, low cost strategies, implementation strategies, penetration strategies, market development strategies and product development strategies.

The relevance of this research is conditioned by the ongoing development of the concept of strategic human resource management at the stage of maturity.In this connection, this paper is aimed at addressing the issues of efficiency of different human resource management systems at the territorial and institution level. The author considers it necessary to complement the measured types of effects (economic, technological, and social) with the effect of prevention of risks that are possible in the activity of any organization: commercial, financial, operational, and personal risk factors. All the noted types of effects have an immediate impact on each other. The leading approach to researching the issue of management efficiency is a complex of various theoretical and empirical methods that allows to consider human resource management through structuring as a type of such management. The analysis of the structural levels of human resource management clearly illustrates that it is only possible to influence the qualitative characteristics of individual human resource management at the regional level. The paper describes the situation in the area of reproduction of human resources in Ulyanovsk Oblast on the basis of calculation of individual indicators. The materials of this study have practical value for human resources service specialists and heads of organizations and can be useful for territorial human resource management institutions as well as present scientific interest to researchers of the strategic management of human resources

The article is aimed at forming a methodological framework for the strategic management of human resources (HRM) in uncertain environment caused by the COVID-19 pandemic. The paper considers the main approaches to defining the concept of strategic personnel management and research areas in this field. The key issues that arose during the COVID-19 pandemic affecting the behavior and form of work of most employees are revealed. Critical views on the (conceptual) inability of strategic research on personnel management to take into account new, modern HR practices are analyzed. The study identifies and analyzes three main consequences (problems) for strategic human resource management studies that emerged during the COVID-19 pandemic. In particular, the impact of the work context on the employees’ behavior and actions, tensions between stakeholders (employees, customers and communities together with shareholders), tensions between the strategic and operational roles of HR. In order to identify the main trends in personnel management and assess the priorities and expected challenges for 2022, the authors analyze the results of questioning several companies’ heads of department dealing with personnel, legal and financial issues. Based on the study, the main trends (areas) of human resources management in 2021 are identified, and recommendations are given to form strategic directions of personnel management for the future. Prospects for further research in this area are to develop recommendations on how to change personnel management practices to take into account changes in service delivery, such as increase in service digitization or reduction in physical interaction in service delivery in response to COVID-19, and to determine their influence on the customers’ key results.

Strategic management is the formulation of the strategic concept of an organization, or organizational sub-unit to achieve the desired goals. In madrasah, strategic management can be achieved through the cooperation of all elements. The purpose of writing this article is to understand the concept, model, and implementation of madrasah-based strategic management in improving the quality of education at MAN 4 Kediri. This research is a descriptive qualitative study to describe phenomena or events in depth and detail, focusing on understanding the context, experiences, and perceptions of research subjects. Data collection is done through observation, interviews and documentation studies which are then analyzed inductively to produce a holistic understanding of the phenomenon under study. The results showed that madrasah-based strategic management is a continuous process starting from strategic formulation, implementation, review and improvement. The model is in the form of management based on Balanced Scorecard (BSC), Information Technology, Total Quality (TQM), Educational Innovation, and Participatory management. In its implementation, the academic work program, student affairs, infrastructure and public relations are the basis for the preparation of the Madrasah Work Plan (RKM) which serves as a guideline for the implementation and development of the madrasah. This RKM produces quality education that is able to answer various challenges and problems.Quality improvement at MAN 4 Kediri can be seen by the number of students who continue their education to a higher level through the SMBT, SMBP and SPAN PTKIN channels.

In the previous chapter, the core concepts of strategic management, as well as influencing factors that challenge the assumption that standardized strategic management is universally valid, have been presented. The influence of behavior on strategic management and, thus, ultimately, the impact of culture on strategic management are worth further analysis to receive a better understanding and enable multinational corporations to conduct efficient strategic management. To investigate the influence of cultural values on strategic management and its processes, this chapter is aimed at providing a summary of findings on the influence of culture on strategic management with a focus on long-term planning. It starts with a conceptualization of culture by defining culture and discussing different levels of culture as well as the Hofstede framework. It is then zooming into the cultural sensitivity of strategic management and providing an overview of the contemporary understanding of cultural influences before the section is concluded. The chapter is then narrowing down on the long-term planning area of the strategic management to introduce underlying concepts, methods, and tools before discussing potential causes of cultural sensitivity in the long-term planning process. The tool of scenario planning has been picked as the most suitable long-term planning tool for further analysis.