Prioritization of e-Government strategies using a SWOT-AHP analysis: the case of Turkey

Kahraman, Cengiz; Demirel, Nihan Çetin; Demirel, Tufan

doi:10.1057/palgrave.ejis.3000679

Cited by 112 publications

(45 citation statements)

References 34 publications

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“…Trienekens (Trienekens et al 2009) stresses that a software organization should not only be aware of its own internal conditions, but also its external conditions. A SWOT (strengths, weaknesses, opportunities and threats; Kahraman et al 2007) analysis is the most common tool to evaluate the current state of an SEO in relation to its strategy. A SWOT analysis can be complemented with other specific techniques to analyze the organization's internal and external context.…”

Section: Environmental Scanningmentioning

confidence: 99%

Integration of strategic management, process improvement and quantitative measurement for managing the competitiveness of software engineering organizations

et al. 2010

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Strategic management is a key discipline that permits companies to achieve their competitive goals. An effective and explicit alignment and integration of business strategy with SPI initiatives based on measurement is essential to prevent loss of income, customers and competitiveness. By integrating SPI models and measurement techniques in the strategy management process, an organization's investments will be better aligned with strategy, optimizing the benefits obtained as a result of an SPI program. In this paper, the authors propose BOQM (Balanced Objective-Quantifiers Methodology) that integrates properly strategic management, process improvement and quantitative measurement to manage the competitiveness of software engineering organizations. Finally, this paper presents and discusses the results from implementing BOQM in a software development organization.

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Section: Environmental Scanningmentioning

confidence: 99%

Integration of strategic management, process improvement and quantitative measurement for managing the competitiveness of software engineering organizations

et al. 2010

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“…It used Analytic Hierarchy Process (AHP)-SWOT analysis. Kahraman (2007) argued that AHP is needed due to some weaknesses on SWOT such as its rather indicating qualitative result if it is quantified thus there is no clear point/rate between the factors that appears on its SWOT components. Likewise on the rate between the factors at each of components, it is important to make priority point so that the determination of strategy with the merging of AHP-SWOT analysis will much easier to be selected.…”

Section: Methodological Frameworkmentioning

confidence: 99%

Village-Based Institutional Development Strategy to Prevent the Paddy-Field Conversion at Pandeglang Regency, Banten, Indonesia

Kolopaking

Koesmaryono²

2017

Eur. j. econ. bus. stud.

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Indonesia government needs innovative policies preventing the paddy-field conversion in the current era of regional decentralization. Average of paddy-field conversion in Indonesia has reached 187,200 hectares per year. Irrigated-paddy-field in Indonesia that converted to non-agricultural purpose in 2009 had already reached 3.09 million hectares (42.4 percent). The highest conversion areas were in Java and Bali islands that reached 1.67 million hectares. The study in Pandeglang Regency has shown the prior strategy to prevent paddy-field conversion. It requires the integration the protection toward the peasant based on inter-village participatory partnership to develop the rural area. The developed institution should follow the current applicable regulation, namely the Local Public Service Agency or Badan Layanan Umum Daerah (BLUD) to protect the paddy-fields. It does not only by managing logistic to support the production of the peasants, but also as a synchronizer among multi-parties for the empowerment actions of the peasants to manage the paddy-field farming. The government should use various development approach policies to prevent paddy-field conversion. Top-down development and bottom-up approach is required to be affirmed. Moreover, technocratic approach should be supported by participatory development. Otherwise, the stakeholders should be involved to implement the ruralbased institutional development strategy preventing the paddy-field conversion.

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“…In Sheykhan and his friends' study (2014) they used SWOT and Porter's Generic Strategies those are product differentiation, cost leadership and focus strategy to develop strategies and ordered them by using PROMETHEE II method. In literature there are other studies those work SWOT factors with other MCDM technique like AHP -Analytic Hierarchy Process (Shrestha et al, 2004;Kahraman et al, 2007;Arslan and Turan, 2009;Görener et al, 2012). But there is also another point in those studies that is ignored.…”

Section: Introductionmentioning

confidence: 99%

Developing Competitive Strategies Based on SWOT Analysis in Porter s Five Forces Model by DANP

Öneren

Arar

Yurdakul

2017

isarder

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In such a competitive business area, companies which are especially pioneers in the sector try to develop sustainable and competitive strategies to retain their positions in the market. In this purpose, in literature many theories have been developed. Because each of those strategies have their own strong and weak sides, developing new strategical analyses keeps on. In this research an integrated model of SWOT (StrengthsWeakness-Opportunities-Threats) Analysis and Porter's Five Forces Model has been used to develop a competitive strategy model for a business firm in food sector by DEMATEL (Decision Making Trial and Evaluation Laboratory) and ANP (Analytic Network Process) techniques. Based on results, in regards of relative important items those are related to strengths and opportunities in competitors force which have considerable weights in the global weights table, maxi-maxi type competitive strategies have been developed for the company.

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Prioritization of e-Government strategies using a SWOT-AHP analysis: the case of Turkey

Cited by 112 publications

References 34 publications

Integration of strategic management, process improvement and quantitative measurement for managing the competitiveness of software engineering organizations

Integration of strategic management, process improvement and quantitative measurement for managing the competitiveness of software engineering organizations

Village-Based Institutional Development Strategy to Prevent the Paddy-Field Conversion at Pandeglang Regency, Banten, Indonesia

Developing Competitive Strategies Based on SWOT Analysis in Porter s Five Forces Model by DANP

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