Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship

Strategic Management Frmulation, Implementation and Control

While many researchers have made contributions to the now extensive literature on service quality, there is much less research on what constitutes delight in service quality and how organizations can delight customers. This article examines the differences between customer satisfaction and customer delight, notably the benefits of delighting rather than merely satisfying customers. It describes how to delight customers, outlines how to implement a successful customer delight program, shows how to measure customer delight, and discusses the potential pitfalls of doing so.

How to delight your customers

This chapter discusses the concepts of CO2 emission, global warming, and climate change with an emphasis on their environmental impacts. Specifically, the chapter reviews different sources of atmospheric CO2 emissions and recent advances in the implementation of carbon capture and storage (CCS) technology to mitigate greenhouse gas emissions. In this chapter, the intricate relationship between CO2 emission, global warming, and climate change was explicitly explained, and CO2 mitigation strategies in selected industrial sectors such as power, cement, iron, and steel as well as the petrochemical industry were presented. An overview of process integration concepts for energy minimization in environmental sustainability studies was highlighted. The current state of research in this field was reviewed, while future prospects in the application of process synthesis techniques to decrease the high energy and material requirement during CO2 capture were suggested. Finally, CO2 emission trend since the beginning of the first industrial revolution was discussed alongside current international treaties, limitations, and forecasts about greenhouse gas emission.

CO2 emission sources, greenhouse gases, and the global warming effect

Industry 4.0 and circular economy practices: A new era business strategies for environmental sustainability

Awareness of environmental issues is increasing, which is also putting pressure on firms, requiring their supply chain operations to be green. The objective of this article is to examine the impact...

Assessing the eco-environmental performance: an PLS-SEM approach with practice-based view

Challenges and Competitiveness Indicators for the Sustainable Development of the Supply Chain in Food Industry

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The Importance of Logistics and Supply Chain Management in the Enhancement of Romanian SMEs

The purpose of this paper is to explore how the corporate social responsibility (CSR) contributes to value creation in the banking industry, and during periods of financial instability. Understanding the key elements of CSR contributes to the fulfillment of the principles of this concept and to the increase of market share, profit and advancement in bank rankings. The present research will be based on the current situation in Romania, being developed a model of CSR applied in Romanian banks. Being in a time of economic instability, the banking industry must make efforts to maintain equilibrium in the financial market. This research can help bank managers to understand what activities to do in the benefit of customers and the community, in order to move towards a sustainable directive. At the end of the research, the findings are presented and the imperatives of the topic discussed.

https://isiarticles.com/bundles/Article/pre/pdf/41708.pdf

Impact of Corporate Social Responsibility Practices on the Banking Industry in Romania

If in the past, the success of innovation was measured primarily in the economic sphere, recently the non-economic sphere has increasingly become more of a matter of corporate management and, therefore, of innovation management. Management’s acquisition of non-economic aspects has been strongly influenced by the vision of sustainable development. Sustainability is a direction of action important for innovation as well, integrating economic, social, and environmental responsibility in the management of innovation, leading to sustainability-oriented innovation (SOI). Research on SOI approached innovation processes has been carried out in large companies, however in recent years the use of TRIZ (teoriya resheniya izobretatelskikh zadach) tools has been tried for SOI. The TRIZ-based approach is a valuable tool because it does not require an encyclopedic knowledge of field-specific technology and it enables the expansion of the scope of problem solutions beyond the skills of the team members. This paper discusses the concepts of sustainability, innovation, and risk management in small and medium-sized enterprises (SMEs) for the purpose of developing a flow chart for the implementation of the TRIZ method in SMEs and for evaluating the state of innovation in such companies. Through the use of the TRIZ method in the field of SMEs, fast and efficient processes, products, and sustainable services have been obtained.

The Evaluation and Application of the TRIZ Method for Increasing Eco-Innovative Levels in SMEs

Previous research has pointed out that Industry 4.0 will lead to more sustainable production; however, it may have profound effects on European competitiveness. Today, firms in the CEE countries face a limited scope for continued economic expansion, and hence there is a growing pressure on them to move upward in the global value chain by investing heavily in advanced technology. Consequently, the authors argue that B2B firms from the CEE countries can have a massive impact on Europe’s long-term competitiveness by reversing the effect of digital transformation due to their strong interdependencies on other European economies. Therefore, in a cross-country survey, research data were collected (n = 302) about the driving forces, barriers, and role of stakeholders in the implementation of digital transformations. The authors found that some technologies are implemented much more frequently compared to others, with some indication for country specialization. The leading driving force is customer satisfaction followed by productivity and financial motives. Shortage of skilled human resources and high implementation costs are the main barriers. The firms tend to rely on universities and research centers, while the government is perceived only as a financial provider. The results are also informative for practitioners and policymakers—providing them with benchmarks.

https://www.mdpi.com/2071-1050/12/22/9538/pdf

Marian Mocan

Papers

Challenges and Competitiveness Indicators for the Sustainable Development of the Supply Chain in Food Industry

The Importance of Logistics and Supply Chain Management in the Enhancement of Romanian SMEs

Impact of Corporate Social Responsibility Practices on the Banking Industry in Romania

The Evaluation and Application of the TRIZ Method for Increasing Eco-Innovative Levels in SMEs

Industry 4.0 Implementation in B2B Companies: Cross-Country Empirical Evidence on Digital Transformation in the CEE Region