Strategic Innovation Management is critical for firms that are in pursuit of improved efficiency and their reward is often an increase in their profits and their market share. Process of Strategic Innovation Management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process innovation is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic Innovation Management is contributor to creation of new markets and products for the market, however even after the benefits of Strategic Innovation Management has been established the impact of Strategic Innovation Management on efficiency of State Owned Enterprises has remained misunderstood. The specific objectives of the study were; to establish the effect of Service innovation on the efficiency of State Owned Enterprises in Kuala Lumpur City, to establish the effect of product innovation on the Efficiency of State Owned Enterprises in Kuala Lumpur City. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that innovation had positive and significant influence on the efficiency of State Owned Enterprises. It was recommended that innovation information should be available particularly to regulatory and advisory bodies for guidance to the State Owned Enterprises on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since innovation leads to improved financial efficiency. Keywords: Product Innovation, Service Innovation, Efficiency.
{"title":"Exploring the Role of Strategic Innovation Management Practices in Transforming State-Owned Enterprises in Malaysia: A Focus on Kuala Lumpur","authors":"Zen K. Maniam","doi":"10.53819/81018102t4171","DOIUrl":"https://doi.org/10.53819/81018102t4171","url":null,"abstract":"Strategic Innovation Management is critical for firms that are in pursuit of improved efficiency and their reward is often an increase in their profits and their market share. Process of Strategic Innovation Management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process innovation is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic Innovation Management is contributor to creation of new markets and products for the market, however even after the benefits of Strategic Innovation Management has been established the impact of Strategic Innovation Management on efficiency of State Owned Enterprises has remained misunderstood. The specific objectives of the study were; to establish the effect of Service innovation on the efficiency of State Owned Enterprises in Kuala Lumpur City, to establish the effect of product innovation on the Efficiency of State Owned Enterprises in Kuala Lumpur City. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that innovation had positive and significant influence on the efficiency of State Owned Enterprises. It was recommended that innovation information should be available particularly to regulatory and advisory bodies for guidance to the State Owned Enterprises on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since innovation leads to improved financial efficiency. Keywords: Product Innovation, Service Innovation, Efficiency.","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"6 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72637009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organization’s goals. Some strategies are formulated at the corporate, business and specific functional levels. The term ‘strategic choice’ raises the question of who makes decisions and why they are made. The notion of strategic choice also draws attention to strategic management as a ‘political process’ whereby decisions and actions on issues are taken by a ‘power-dominant’ group of managers within the organization. Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies. Strategic human resource management involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to major long-term business objectives. HR management was once largely an administrative function focused on day-to-day responsibilities such as employee recruiting and selection and managing employee benefits. Changes in United States’ overall alignment policy – both the recalibration of its US-alliance relationship and its diversified strategic partnerships – cannot be separated from the larger question of foreign and security policy adaptation which has occurred since the end of the Cold War Keywords: Human, Resource, Strategic, Strategies, Realization, Fit
{"title":"The Interplay between Human Resource Strategies and Strategic Alignment: A Comprehensive Review of Conceptual and Empirical Literature in the United States","authors":"Asahi Hiroto Aiko","doi":"10.53819/81018102t4170","DOIUrl":"https://doi.org/10.53819/81018102t4170","url":null,"abstract":"Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organization’s goals. Some strategies are formulated at the corporate, business and specific functional levels. The term ‘strategic choice’ raises the question of who makes decisions and why they are made. The notion of strategic choice also draws attention to strategic management as a ‘political process’ whereby decisions and actions on issues are taken by a ‘power-dominant’ group of managers within the organization. Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies. Strategic human resource management involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to major long-term business objectives. HR management was once largely an administrative function focused on day-to-day responsibilities such as employee recruiting and selection and managing employee benefits. Changes in United States’ overall alignment policy – both the recalibration of its US-alliance relationship and its diversified strategic partnerships – cannot be separated from the larger question of foreign and security policy adaptation which has occurred since the end of the Cold War Keywords: Human, Resource, Strategic, Strategies, Realization, Fit","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"29 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81384270","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The general objective of this research was to investigate the effect of strategic plan implementation on the living conditions Bwishyura Sector, Karongi District. The specific objectives was to determine effect of strategic leadership on health conditions of Bwishyura population, to establish effect of organizational structure on health conditions of Bwishyura population, and to determine effect of human resources on health conditions of Bwishyura population. The study was target 33,065 population of Bwishyura sector in which a sample size of 396 respondents determined using Slovin’s formula selected using probability and non-probability sampling methods. In this regards, in probability sampling methods, the study employed simple random sampling technique to choose project beneficiaries; and procurement officers using purposive sampling technique. The research instrument to collect data was questionnaire and interview. Using statistical product and service solution used to generate descriptive statistics (frequency, percentage, mean and standard deviation) and inferential statistics (correlation and regression analysis) for statistical data. The Pearson correlation obtained was estimated to 0.571 indicating a positive index and a positive correlation linking the two variables. The “sig.value” indicating that the value is less than 0.05 (Note that the SPSS output always indicate a value less than 0.005 as 0.000). The p value was 0.000 (2-tailed). All of these assumption of the respondents from the population of Bwishyura sector in Karongi district were helped the research to conclude that the strategic plan implemented were contributed positively to the health condition of the population of Bwishyura sector. Therefore, we recommend other further studies to be done and concentrate on two areas: Future studies should work on the contribution of local government in improving global economy and also to find out how the influence of population increase and poor technology contribute to the delay in services and customer management in other sectors in Karongi district. Keywords: Knowledge, practice, first aid delivery, commercial motor cycle riders
{"title":"Strategic Plan Implementation Factors and Health Conditions Promotion in Rwanda: A Case of Karongi DDP in Bwishyura Sector","authors":"Bernard Imanishimwe","doi":"10.53819/81018102t4169","DOIUrl":"https://doi.org/10.53819/81018102t4169","url":null,"abstract":"The general objective of this research was to investigate the effect of strategic plan implementation on the living conditions Bwishyura Sector, Karongi District. The specific objectives was to determine effect of strategic leadership on health conditions of Bwishyura population, to establish effect of organizational structure on health conditions of Bwishyura population, and to determine effect of human resources on health conditions of Bwishyura population. The study was target 33,065 population of Bwishyura sector in which a sample size of 396 respondents determined using Slovin’s formula selected using probability and non-probability sampling methods. In this regards, in probability sampling methods, the study employed simple random sampling technique to choose project beneficiaries; and procurement officers using purposive sampling technique. The research instrument to collect data was questionnaire and interview. Using statistical product and service solution used to generate descriptive statistics (frequency, percentage, mean and standard deviation) and inferential statistics (correlation and regression analysis) for statistical data. The Pearson correlation obtained was estimated to 0.571 indicating a positive index and a positive correlation linking the two variables. The “sig.value” indicating that the value is less than 0.05 (Note that the SPSS output always indicate a value less than 0.005 as 0.000). The p value was 0.000 (2-tailed). All of these assumption of the respondents from the population of Bwishyura sector in Karongi district were helped the research to conclude that the strategic plan implemented were contributed positively to the health condition of the population of Bwishyura sector. Therefore, we recommend other further studies to be done and concentrate on two areas: Future studies should work on the contribution of local government in improving global economy and also to find out how the influence of population increase and poor technology contribute to the delay in services and customer management in other sectors in Karongi district. Keywords: Knowledge, practice, first aid delivery, commercial motor cycle riders","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"21 21","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72388164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examined the relationship between process innovation capability and performance of indigenous oil and gas companies in South-South, Nigeria. The study adopted the cross-sectional research survey design. Primary data was generated through structured questionnaire. The population of this study was thirty-three (33) registered and functional indigenous oil and gas companies in South-South, Nigeria. In this study the researcher adopted a census sampling technique to study all the 33 indigenous oil and gas companies in Rivers State because the population was small. However, preliminary field survey revealed that there are at least five (5) employees in each of the indigenous oil and gas companies in Rivers State. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level. Findings revealed that there is a significant relationship between process innovation capability and performance of indigenous oil and gas companies in South-South, Nigeria. Therefore, the study concludes that an improvement in process innovation will lead to improved performance of indigenous oil and gas companies in the South-South, Nigeria. Similarly, market innovation was a key driver for the performance indigenous oil and gas companies in the South-South, Nigeria. Hence, the study recommends that the management of indigenous oil and gas companies should stipulate policies that provide and enhance platforms for process innovation so as to improve their performance. There is need also to invest in process innovation strategies that would optimize the HR practices around innovation, resource mobilization, revenue allocation and monitoring and evaluation to ensure efficiency in the innovation practices. Keywords: Process Innovation Capability, Performance, Sales Volume, Profitability, Growth
{"title":"Process Innovation Capability and Performance of Indigenous Oil and Gas Companies in South-South, Nigeria","authors":"D. Emumena","doi":"10.53819/81018102t4168","DOIUrl":"https://doi.org/10.53819/81018102t4168","url":null,"abstract":"This study examined the relationship between process innovation capability and performance of indigenous oil and gas companies in South-South, Nigeria. The study adopted the cross-sectional research survey design. Primary data was generated through structured questionnaire. The population of this study was thirty-three (33) registered and functional indigenous oil and gas companies in South-South, Nigeria. In this study the researcher adopted a census sampling technique to study all the 33 indigenous oil and gas companies in Rivers State because the population was small. However, preliminary field survey revealed that there are at least five (5) employees in each of the indigenous oil and gas companies in Rivers State. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level. Findings revealed that there is a significant relationship between process innovation capability and performance of indigenous oil and gas companies in South-South, Nigeria. Therefore, the study concludes that an improvement in process innovation will lead to improved performance of indigenous oil and gas companies in the South-South, Nigeria. Similarly, market innovation was a key driver for the performance indigenous oil and gas companies in the South-South, Nigeria. Hence, the study recommends that the management of indigenous oil and gas companies should stipulate policies that provide and enhance platforms for process innovation so as to improve their performance. There is need also to invest in process innovation strategies that would optimize the HR practices around innovation, resource mobilization, revenue allocation and monitoring and evaluation to ensure efficiency in the innovation practices. Keywords: Process Innovation Capability, Performance, Sales Volume, Profitability, Growth","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"66 2-3 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77931980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategic Management Practices and Sustainable Competitive Advantage in the Manufacturing Industries: Case of Inyange Industries Ltd, Rwanda","authors":"","doi":"10.53819/81018102t2166","DOIUrl":"https://doi.org/10.53819/81018102t2166","url":null,"abstract":"","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"32 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81789831","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explored effect of strategic planning practices on performance of micro-finance industry in Rwanda. The study used a descriptive study design with a correction regression size effect with both qualitative and quantitative approaches. The study targeted 300 employees of Jali Finance Ltd and the sample size was 171 employees to be sampled utilizing purposive and simple random sampling techniques from various departments if the organization under this study with the right information. Information from primary source was gathered using questionnaire and interviews. Data collected was coded, analyzed
{"title":"Strategic Planning Practices and Performance of Micro-Finance Industry in Rwanda: A Case of Study of Jali Finance Ltd","authors":"Ms. Francine Abeza, D. G. Njenga","doi":"10.53819/81018102t2160","DOIUrl":"https://doi.org/10.53819/81018102t2160","url":null,"abstract":"This study explored effect of strategic planning practices on performance of micro-finance industry in Rwanda. The study used a descriptive study design with a correction regression size effect with both qualitative and quantitative approaches. The study targeted 300 employees of Jali Finance Ltd and the sample size was 171 employees to be sampled utilizing purposive and simple random sampling techniques from various departments if the organization under this study with the right information. Information from primary source was gathered using questionnaire and interviews. Data collected was coded, analyzed","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"28 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80338090","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategy Implementation and Performance of Insurance Companies in Rwanda: A Case of Britam Insurance Rwanda","authors":"Richard Kabano","doi":"10.53819/81018102t2161","DOIUrl":"https://doi.org/10.53819/81018102t2161","url":null,"abstract":"","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"25 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76686822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The purpose of this study was to examine the contribution of organizational structure on strategy implementation in Kenya government tourism agencies. Methodology: The study used a positivist approach research philosophy. The research designs employed in this study were explanatory and descriptive research designs. The study population comprised of the tourism industry. The study included the ministry of tourism itself since it is the parent ministry that regulates and oversees the operations of the tourism agencies to give a total of 10 areas of study. A sample of 327 was achieved based on the following formula. This study used primary data. The study used questionnaires and interview guides to collect both qualitative and quantitative data. Quantitative data was analyzed through scientific methods while qualitative data was analyzed thematically. The descriptive statistics was first used to analyze the demographic factors of the respondents using frequencies and charts. Inferential statistics such as correlation and multiple linear regression analysis were used to test the relationship among the variables as per the study hypothesis. Findings: The structure of an organization was found to have significant effect on the realization of objectives and profits in an organization. The organizational functions and targets, the structure of employee learning and growth and systems of communications have an influence on how organizations achieve their objectives and their profits. Culture also has been found to play its critical role in implementation of strategies and consequently realizations of set objectives and profits in organizations. Organizational norms, ethics, employee training and organizational climate are very key in achieving success while implementing strategies. Unique Contribution to Theory, Practice and Policy: To effectively implement strategies in the tourism industry, the organizational structures need to have lines of communication, simple layer of reporting, flexible structure and good systems which ensure quick decision making in organizations.
{"title":"Contribution of Organizational Structure on Strategy Implementation in Kenya Government Tourism Agencies","authors":"Juliana M. M. Kyalo","doi":"10.47672/jsm.1511","DOIUrl":"https://doi.org/10.47672/jsm.1511","url":null,"abstract":"Purpose: The purpose of this study was to examine the contribution of organizational structure on strategy implementation in Kenya government tourism agencies. \u0000Methodology: The study used a positivist approach research philosophy. The research designs employed in this study were explanatory and descriptive research designs. The study population comprised of the tourism industry. The study included the ministry of tourism itself since it is the parent ministry that regulates and oversees the operations of the tourism agencies to give a total of 10 areas of study. A sample of 327 was achieved based on the following formula. This study used primary data. The study used questionnaires and interview guides to collect both qualitative and quantitative data. Quantitative data was analyzed through scientific methods while qualitative data was analyzed thematically. The descriptive statistics was first used to analyze the demographic factors of the respondents using frequencies and charts. Inferential statistics such as correlation and multiple linear regression analysis were used to test the relationship among the variables as per the study hypothesis. \u0000Findings: The structure of an organization was found to have significant effect on the realization of objectives and profits in an organization. The organizational functions and targets, the structure of employee learning and growth and systems of communications have an influence on how organizations achieve their objectives and their profits. Culture also has been found to play its critical role in implementation of strategies and consequently realizations of set objectives and profits in organizations. Organizational norms, ethics, employee training and organizational climate are very key in achieving success while implementing strategies. \u0000Unique Contribution to Theory, Practice and Policy: To effectively implement strategies in the tourism industry, the organizational structures need to have lines of communication, simple layer of reporting, flexible structure and good systems which ensure quick decision making in organizations. \u0000 ","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"EM-22 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84527488","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategy Formulation and Organizational Performance of State Corporations in Rwanda: A Case of Ultimate Developers Ltd","authors":"Mr. Emmanuel Nyamurangwa","doi":"10.53819/81018102t2158","DOIUrl":"https://doi.org/10.53819/81018102t2158","url":null,"abstract":"","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"7 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81414344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Diversification Strategy and Performance of Processing Firms: A Case Study of Diamond Foods in California, USA","authors":"","doi":"10.53819/81018102t5197","DOIUrl":"https://doi.org/10.53819/81018102t5197","url":null,"abstract":"","PeriodicalId":14424,"journal":{"name":"International Journal of Strategic Property Management","volume":"77 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78294715","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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