What is strategic management?

Jasper, Melanie; Crossan, Frank

doi:10.1111/jonm.12001

Cited by 34 publications

(19 citation statements)

References 48 publications

(107 reference statements)

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“…There was a smaller percentage (<10%) of papers published in other areas pertinent to the nurse leader (Table ). Interestingly, a previous editorial in the Journal of Nursing Management (Jasper & Crossan, :643) revealed similar omissions, as it revealed ‘persistent themes’ in relation to general literature on nurse managers, as the role of the nurse manager/leader and its components; evaluation of the role and identification of the developmental needs of nurse managers.…”

Section: An Outline Of Patterns and Trends In Papers Published The Jomentioning

confidence: 94%

An overview of 5‐year patterns and trends in the Journal of Nursing Management

Timmins

2020

J Nurs Manag

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The Journal of Nursing Management (2019) is an international forum which aims to inform and advance the discipline of nursing management and leadership. The Journal encourages scholarly debate and critical analysis to provide evidence that may underpin and illuminate the practice of management, innovation and leadership in nursing and health care. It publishes current issues and developments in practice in the form of research papers, in-depth commentaries and analyses. The Journal welcomes papers from researchers, academics, practitioners, managers and policymakers from a range of countries and backgrounds that examine relevant issues and contribute to the body of knowledge in international nursing management and leadership worldwide. An exploration of the recent output of scholars within the Journal of Nursing Management is insightful and provides a little more information on research activity in the field and the extent to which the overarching aims of the Journal are being achieved. The aim of this editorial is to provide a brief overview of general patterns and trends in publications in the Journal of Nursing Management with a focus on the past five years (2015-2019) and to suggest ways in which this information could be utilized to inform the future strategic direction of the journal and future publications.A search within the Scopus database (2019) revealed that there have been 2,266 publications in the Journal since its foundation in 1993. The majority of these papers are research articles (78.7%, n = 1,785). There are smaller numbers of literature reviews (7.9% n = 179) and editorials (7.5%, n = 170). The remainder of the papers consists of letters, commentaries and conference papers. The top ten countries publishing most frequently in the Journal (in descending order) were the USA, the UK, Australia, Canada, Sweden, Finland, Ireland, Norway, Italy and Taiwan. Half of these are Englishspeaking countries. The most frequently published institutions were from mostly English-speaking countries:A 5-year analysis (Scopus, 2019) within the journal revealed that 562 papers have been published during this time, and the top-rank-

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Section: An Outline Of Patterns and Trends In Papers Published The Jomentioning

confidence: 94%

An overview of 5‐year patterns and trends in the Journal of Nursing Management

Timmins

2020

J Nurs Manag

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“…Strategic management fosters organisational development and a better understanding of policies set by the organisation. In line with the research, the outcome is expected to be "in support of the significance of organisational leadership, in preparation for the future through fostering innovation and excellence and facilitating consistent communication for decision making", (Jasper, and Crossan, 2012).…”

Section: Context Of the Study / Research Designmentioning

confidence: 78%

Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Kirangu¹

2018

theijbm

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The dissertation aimed to identify the strategic planning dimensions that have an impact on the performance of manufacturing companies in Kenya. The dissertation also aimed to support the fact that there exists a relationship between strategic planning and manufacturing performance by evaluating the five strategic planning dimensions of planning formality, functional coverage, internal and external orientation, centralisation process and planning benefits with manufacturing performance unlike in previous studies where strategic planning was addressed as a whole. Quantitative research via a web-based survey was conducted to get responses from different manufacturing companies in Kenya to gather evidence that these five dimensions do impact on performance and evaluate their responses using different appropriate methods. The results of the study found that the five strategic planning dimensions have an impact on performance though the study could be limited due to a lacking reliable representative of the entire sector as the response rate was very low. The study was able to show that the managers are keen on the following components that have a direct impact on the decisions made by management and which stem from the five strategic planning dimensions under study. These components are; a regular monitoring of the business environment which changes regularly, the push for a participative planning process which allows the empowerment of employees and therefore prepare them for new challenges and developments within the organisation, a consistent planning process and documentation of the strategic plans which are useful for reference purposes. The limitations sited in the study necessitate a more comprehensive study of the manufacturing sector in Kenya in future to gather more reliable results. There is need for the Kenyan population to be sensitised on the need to take surveys as it's the only best and reliable means to gather information for future use. In today's business world, an organisation requires striving to remain competitive and this can be achieved through embracing new ways of doing business. The 'triple bottom line' is rapidly gaining recognition as a framework for measuring business performance. In this concept an organisation not only focuses on the single bottom line of profits but also the social and environmental aspect of doing business. In the open ended questions, managers in Kenya listed a number of indicators of performance that could be used to support this concept and its impact on manufacturing performance. The manager listed the following as indicators of measuring performance; staff training, ability to respond to changing environment, employee benefits, outcome of policies, staff and customer satisfaction, safety and morale and staff engagement. From these responses, one is able to appreciate the effort from manufacturing companies in Kenya in embracing new developments in the current business world.

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“…Strategic management is a very broad field accommodating literature focusing on strategy [1][2][3] and processes of strategy formulation and implementation [4][5][6][7]. It was branched out from management science into a new discipline in the 1960s [8]. Later, "strategic management" was once a big buzzword in the business sector in the 1970s and 1980s.…”

Section: Introductionmentioning

confidence: 99%

Evaluation of Property Management Agent Performance: A Novel Empirical Model

Yau¹,

Ho²

2019

Strategic Management - A Dynamic View

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For many different reasons, property management agents (PMAs) are appointed for managing housing developments in both public and private housing sectors in many different cities. While third-party housing management eases the burdens of property owners and tenants in taking care of their properties, it may lead to agency problems. In fact, cases of mismanagement of multi-owned properties are common in Hong Kong and other Asian cities, leading to accelerated urban decay and augmented confrontations between property owners, users and PMAs. To promote better property management services, the performance of PMAs should be evaluated so market players can benchmark the performance of different PMAs for better-informed decision-making. This study reviews previous and existing measures for evaluating PMA performance and proposes a new evaluation model which is built upon the residual concept proposed by William Sharpe. The ideas underpinning the framework and how a PMA's performance is evaluated using the framework are detailed. Using this new model, 217 housing developments in Hong Kong are studied and the performance of the respective PMAs is evaluated and benchmarked. The evaluation outcomes are validated with the SERVQUAL scores of these 217 housing developments. Practical implications of the research findings follow.

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What is strategic management?

Abstract: Nurse managers are increasingly asked to adopt the 'next-best-thing' in managerial theories, yet caution needs to be taken in nurses agreeing to use systems that lack an evidence base in terms of both efficacy and relevance of context.

Cited by 34 publications

References 48 publications

An overview of 5‐year patterns and trends in the Journal of Nursing Management

An overview of 5‐year patterns and trends in the Journal of Nursing Management

Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Evaluation of Property Management Agent Performance: A Novel Empirical Model

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