Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Salimian, Hossain; Khalili, Sohrab; Nazemi, Jamshid; Alborzi, Mahmood

doi:10.5897/ajbm12.523

Cited by 5 publications

(3 citation statements)

References 22 publications

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“…(3) Market instincts. It has a faster sense of market change and can sense and respond to customer needs, competitors' activities and emerging markets (Hossain et al, 2012). (4) Double segmentation.…”

Section: Resultsmentioning

confidence: 99%

The Development of Innovative CRM E-Commerce: The Case of Blibli.Com

Gamayanto

Christian²

2018

Binus Business Review

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This research discussed how e-commerce companies improve its competitiveness in the retail industry in Indonesia through innovative CRM. Blibli.com is one of the largest e-commerce companies in Indonesia that provides customers with innovative services to enhance its competitiveness with other e-commerce companies. This research also aimed to explore the strategies carried out by Blibli.com in developing its CRM. It used the 7s stages of McKinsey analytical methodology. The 7s stages of McKinsey was the excellent method of analyzing a company, regarding hard skills (Strategy, Structure, and System) and soft skills (Skill, Staff, and Style). This research finds that Blibli.com is an innovative CRM e-commerce. The analysis confirms that Blibli.com employs good strategies, structure, and system that lead to a competitive company. The company also provides training for its staffs, manages the staff and style properly. As a result, Blibli.com can widen its market, compete effectively with other e-commerce companies, and create a new market to gain big profits in the future.

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Section: Resultsmentioning

confidence: 99%

The Development of Innovative CRM E-Commerce: The Case of Blibli.Com

Gamayanto

Christian²

2018

Binus Business Review

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“…As an early leader in the discussion, Porter [9] described the competitive strategy as the selection of actions leading to firm competitiveness in an industry or market. Salimian et al [10] defined strategies as decisions on the future positions of organizations and the ways by which to arrive at these positions. Ho [11] saw strategy as incorporating all of an organization's actions from various functional units.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Based on a resource-based approach, Johnson and Scholes [12] explained strategy as an organization's selection for performing activities that correspond with its environment and available resources. Salimian et al [10] also indicated that strategy was defined at the corporate (top), business (middle), and functional (bottom) levels, with the success of the organization depending on not only formulating strategies at these levels but also aligning the strategies. To integrate the various definitions presented by previous researchers, strategy here means decision making about focusing or spending resources on selected activities, after analyzing the internal and external environment, to achieve the organization's objectives and desired future position.…”

Section: Literature Reviewmentioning

confidence: 99%

Social Sustainability: Satisfying Owners and Communities by Multilevel Strategies of Contractors

Kawesittisankhun

Pongpeng

2020

Sustainability

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In sustainable construction/production, the social dimension regarding owner and community satisfaction has received the least focus. To promote social sustainability, the multilevel strategies of contractors should be developed for owner and community satisfaction. However, a literature review shows that there are few studies on how multilevel strategies influence such satisfaction. Hence, this study aimed to analyze such influences. A survey was conducted to gather data from the Thai construction industry, and these data were then analyzed by a structural equation model (SEM). The results, for the first time, highlight that corporate strategy influences business strategy (direct influence = 0.98), which in turn influences functional strategy (direct influence = 0.93). Additionally, only functional strategy influences owner (direct influence = 0.84) and community satisfaction (direct influence = 0.66). Furthermore, parenting, cooperation, and equipment/machinery substrategies obtain the highest weights within the management levels of corporation, business, and function (regression weights = 0.49, 0.48, and 0.55), respectively. The work productivity and site organization indicators have the largest weights for owner and community satisfaction (regression weights = 0.47 and 0.57), respectively. The findings provide a guideline that helps contractors allocate their available resources to substrategies according to their regression weights, enhancing owner and community satisfaction.

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Evaluating the horizontal alignment of safety management activities through cross-reference of data from safety audits, meetings and investigations

Karanikas

2017

Safety Science

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Vertical and horizontal alignment within organizations are seen as prerequisites for meeting strategic objectives and indications of effective management. In the area of safety management, the concept of vertical alignment has been followed through the introduction of hierarchical structures and bidirectional communication, but horizontal alignment has been given little attention. The principal goal of this study was the assessment of horizontal alignment within an aviation organization with the use of data from safety investigations, audits and meetings in order to explore the extent to which (1) causal factors recorded in safety investigation reports comprised topics discussed by safety committees and focus areas of internal safety auditors, and (2) the agendas of safety committees include weak points revealed during safety audits. The study employed qualitative and quantitative analysis of data collected over a 6 years' period at three organizational levels. The results suggested a low horizontal alignment across the three pairs of the corresponding safety management activities within each organizational level. The findings were attributed to the inadequacy of procedures and lack of a safety information database for consistently sharing safety information, cultural factors and lack of planning for the coordination of safety management activities. The current research comprises a contribution to the literature and practice and introduces a technique to assess the intra-alignment of safety management initiatives within various organizational levels. Future research is needed in order to investigate the association between horizontal alignment of safety management practices and safety performance.

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Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Cited by 5 publications

References 22 publications

The Development of Innovative CRM E-Commerce: The Case of Blibli.Com

The Development of Innovative CRM E-Commerce: The Case of Blibli.Com

Social Sustainability: Satisfying Owners and Communities by Multilevel Strategies of Contractors

Evaluating the horizontal alignment of safety management activities through cross-reference of data from safety audits, meetings and investigations

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