The paper develops a model of destination competitiveness that will enable comparisons between countries and between tourism sector industries. The model seeks to capture the main elements of competitiveness highlighted in the general literature, while appreciating the special issues involved in exploring the notion of destination competitiveness as emphasised by tourism researchers. Associated with the model is a set of indicators that can be used to measure the competitiveness of any given destination. These indicators, comprising both objective and subjective measures, were identified from the major elements comprising the generic destination competitiveness model and also from discussions at workshops held in Korea and Australia. This paper has four major objectives: to develop a model of destination competitiveness that identifies key success factors in determining destination competitiveness; to develop an appropriate set of indicators of destination competitiveness; to highlight the advantages and ...

Destination competitiveness: determinants and indicators

This paper reviews research that studies the relationship between management control systems (MCS) and business strategy. Empirical research studies that use contingency approaches and case study applications are examined focusing on specific aspects of MCS and their relationship with strategy. These aspects include cost control orientation, performance evaluation and reward systems, the effect of resource sharing, the role of MCS in influencing strategic change and the choice of interactive and diagnostic controls. More contemporary approaches to the relationship between performance measurement systems and strategy are also considered. It is concluded that our knowledge of the relationship between MCS and strategy is limited, providing considerable scope for further research. A series of future research questions is presented.

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Management control systems and strategy: A critical review☆

This article focuses specifically on how and why managers might go about using stakeholder identification and analysis techniques in order to help their organizations meet their mandates, fulfill their missions and create public value. A range of stakeholder identification and analysis techniques is reviewed. The techniques cover: organizing participation; creating ideas for strategic interventions, including problem formulation and solution search; building a winning coalition around proposal development, review and adoption; and implementing, monitoring and evaluating strategic interventions. The article argues that wise use of stakeholder analyses can help frame issues that are solvable in ways that are technically feasible and politically acceptable and that advance the common good. The article concludes with a number of recommendations for management research, education and practice.

What to do when Stakeholders matter: Stakeholder Identification and Analysis Techniques

https://bsms-inc.com/articles/Towards_a_model_of_safety_culture.pdf

Towards a model of safety culture

It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.

/pdf/organisational-change-management-a-critical-review-3iy19ditua.pdf

Organisational change management: A critical review

This book brings together the underlying concepts, analytical methods, processes of development and problems of corporate strategy, enabling readers to understand the role of corporate strategy within a variety of organizations and providing guidance in the formulation and implementation of strategy. Features include: an approach based on economic analysis and planning, and organizational decision-making within a social, political and cultural process; a strongly European/international perspective, with more than 60 company illustrations; an integrated treatment of the cultural context of strategy; coverage of the increasingly important issues of power and process of strategy, formulation and change; a case section comprising 17 studies. The text includes diagrams of key frameworks, chapter introductions, end-of-section work assignments, references and key readings. Features new to the fourth edition include: competences, core competences and links to the value chain; bases of stategy at corporate and business level; global aspects of strategic management; corporate parenting and control; strategic architecture; networks, allians and virtual organizations; the strategic importance of information; and mechanisms of strategic change.

Exploring Corporate Strategy

Over 750,000 students worldwide have used this best-selling book to understand and explore strategic management through their academic and professional careers. Available in two versions (Text and Text & Cases),Exploring Corporate Strategyhas established a reputation as a pre-eminent textbook in its field, based upon the expertise of authorship, range of cases, depth of commentary and wealth of supporting resources. The 8th edition builds on these strengths, including coverage of key topic areas in this fast-moving discipline such as internationalisation, innovation and entrepreneurship. It is written for students of Strategic Management at all levels.

Exploring Corporate Strategy: Text and Cases

Exploring Strategic Change (2nd ed.)

Fundamentals of Strategy is a brand new concise version of the market-leading text Exploring Corporate Strategy. It has been developed forstudents on short courses in strategy for example, doing an initial course at undergraduate, postgraduate or post-experience level, or studying strategy as part of a wider degree in the arts, sciences or engineering. The book comprises 10 chapters, and focuses on the analysis and formulation of strategy. The final chapter raises implementation issues such as organisational structure, management processes and strategic change.

Fundamentals of Strategy

1 The implications of 'publicness' for strategic management theory, John Alford 2 The processes of strategy development in the public sector, Nardine Collier, Frank Fishwick & Gerry Johnson 3 Global influences on the public sector, Jan Eppink & Steven de Waal 4 Trust and distrust in regulation and enforcement, Ray Puffitt & Les Prince 5 Measuring up to the best: A manager's guide to benchmarking, Mik Wisnieski 6 The best value initiative, Simon Speller 7 Clinical governance, David Herbert 8 The Maslin Multi-Dimensional Matrix: A new tool to aid strategic decision making in the public sector, Les Prince & Ray Puffitt 9 Stakeholder mapping: A practical tool for public sector managers, Kevan Scholes 10 Implications of ownership for strategy: The example of commercial semi-state bodies in Ireland, Eleanor Doyle 11 Formation and control of public-private partnerships: A stakeholder approach, Richard Butler & Jaz Gill 12 Public sector partnerships and public/voluntary sector partnerships: The Scottish experience, Sandra Hill 13 Strategy and structures in the public sector, Kevan Scholes 14 The relationship between quality, approaches to management control, and the achievement of best value in public sector professionals service organisations, Barbara Harrington, Kevin McLoughlin & Duncan Riddell 15 Business process re-engineering in the public sector: A case study of the Contributions Agency, John McAuley 16 Devolution and control within the UK public sector: National Health Service Trusts, Tom Forbes 17 Mapping and re-mapping organisational culture: A local government example, Gerry Johnson Index

Kevan Scholes

Papers

Exploring Corporate Strategy

Exploring Corporate Strategy: Text and Cases

Exploring Strategic Change (2nd ed.)

Fundamentals of Strategy

Exploring Public Sector Strategy