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Analysis of Vision and Mission Statements Characteristics and their Association with Organizational Performance: A Guide to Writing Effective Vision and Mission Statements
87-95Views:4932This paper empirically examines vision and mission statements of Fortune 500 firms for the purpose of identifying and examining specific characteristics and associating these attributes with organizational performance. Additionally, this paper provides a theoretical foundation for the inclusion of various characteristics of vision and mission documents, and thus provides guidance for organizations to develop and revise these important strategic planning documents.
JEL CODE: M21, O21
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Examination of enterpreneurship ecosystem in Debrecen from the direction of open innovation spaces
51-59Views:143Innovation is not just a technology, but it is rather a comprehensive vision of what the future should look like and which requires changes in many ambits. Innovation is driven by people’s needs, ambitions and dreams, and it is necessary that people at different positions in the society change the way they work and live. Innovation, as a result of human interactions, often fails because people do not understand each other, as they belong to different worlds which have their own languages and cultures. While innovation system-like thinking recognizes that the needs are a good mix of factors for innovation, it is hard to establish the perfect mix beforehand: innovation systems and policies need to be adaptive” (Klerkx, Mierlo & Leeuwis 2012). I tried to bring this complex vision to our future. The actuality of the topic is provided by the fact that we are in the period of the development of digital industrial revolution, on the peak of the technology innovations, slowly resulting in the revolutions of the machines. These technological innovations, trends, equipment or new technological achievements often make our work easier, or they may replace us, and will bring changes transforming the world with them. At present era, the availability and use of the relevant knowledge is essential. In Western Europe and in other more developed countries different spaces provide places for evolving various trends, applying the acquired knowledge, e.g. development of Silicon Valley, polices, clusters, co-workings. These innovative spaces may form a bridge for evolving a global, international or regional technology and knowledge transfer, sharing our knowledge and developing our competitiveness. They may be the engine of a “new world”. The entrepreneurship ecosystem in Debrecen was investigated regarding the presence of open innovation spaces. Though Debrecen has already had open innovation spaces, it does not have space operating as HUB. „HUB is a global platform, where people from all corners of the planet connect and engage in collaborative action to realize enterprising ideas for a better world” (HUB GMBH 2012). Furthermore, I studied the fact that why the creation of HUB in Debrecen is reasonable concerning every sector, and what characteristics this space may have. In order to analyze my hypotheses, I used questionnaires made by Delphi survey. During the process experts of this field were asked in two turns. Selecting the experts occurred on the basis of Helix model.
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Marketing opportunities of local products in the catchment area of Csíkszereda town
38-44Views:309Agriculture plays an outstanding role in Romania, since there are nearly three and a half million small farms operating in the country, accounting for almost 90% of the total number of farms, and scarcely more than 32% of the available farm land is cultivated by 35% of the population. In the settlements found in the catchment area of Csíkszereda, the majority of farms consist of family farms smaller than 5 hectares. The marketing of good quality products made from local raw material by traditional methods contributes to the sustenance of the family farms. Researches show that as a result of the education of the farmers on a local level more and more processed products appear in the markets of Csíkszereda town. Farmers involved in the local market intend to expand their farms on the long run. The respondents consider that “a piece of land can be sold only once”, that is why the sustenance of the farm became the main goal of multi-generational effort. Younger farmers are usually more educated and more open to innovation. The vast majority of farmers under 45 find it important to market their products through rural tourism and they are also more eager to join producer groups. Young farmers need to merge traditional methods and knowledge inherited from previous generations with modern opportunities and methods that facilitate production and marketing. Knowledge gained this way makes it possible for small farms to market their products through short supply chains.
JEL code: Q12,Q13
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Emerging trends in strategic planning
23-31Views:1107In today’s rapidly changing world, there is an increased need for excellent strategic planning. A firm’s survival may indeed hinge on the firm’s planning process being exemplary. Various aspects of the strategic planning process are under review today as organizations wrestle to compete more effectively. This paper reveals and describes five emerging trends or tools being utilized today by firms to more effectively engage in strategic planning. Specifically, the emerging trends and tools to be discussed in this paper are as follows:
1) Assure vision and mission statements include desired characteristics
2) Perform SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis using AQCD (Actionable, Quantitative, Comparative, and Divisional) factors
3) Utilize varied sources to obtain AQCD information
4) Utilize QSPM (Quantitative Strategic Planning Matrix) analysis to determine the relative attractiveness of alternative strategies
5) Use excel-based software to facilitate and enhance the strategic planning process.
The purpose of this paper is to familiarize readers with basic new tools and techniques being used by organizations to effectively develop an improved strategic plan for the firm.
JEL Code: M21, O21
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