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Competitiveness estimation is a crucial matter both at the firm and the national level. Consequently, the justification of the factors creating a competitive advantage combining with the ways which affect them and especially in manufacturing firms hold great importance because they perform as an advisory tool for the selection of the proper strategy for them. To provide a specific framework and to study the way in which specific factors affect the competitiveness of manufacturing firms a literature review was conducted. Papers from 1967 to 2022 were selected including all the existing methodologies for competitiveness estimation (Porter's Five Diamonds and financial indexes) and their main results were presented. The main results of this work show the relationship between the variables used for the competitiveness estimation as well as the existence of the effect of different factors on it such as profitability, market share, and advertising as instruments for advice in choosing the best approach. Specifically, the effect of profitability on market share and vice versa is generally seen as well as the effect of factors such as customer satisfaction, tradition, etc.

In this paper, we call for an integration of project management logics within the now mature field of public strategic management, to analyze the potential contribution of projects in terms of increased strategic agility, in a context where traditional strategic planning and management tools and approaches are increasingly seen at risk of not being responsive enough to rapidly changing external conditions. To pursue this objective, we carry out a problematizing literature review on the two streams, by incorporating journal and book contributions from the last 30 years on Web of Science Database. 509 contributions have been quantitatively and qualitatively analyzed to answer two interconnected research questions: What is the state of the art in the literature on the interactions between project management and public strategic management? And, how can project management logics be integrated within traditional strategic planning and management processes in the public sector in order to achieve strategic agility? We find that, until today, public management literature has only sporadically dealt with the potential influence of project management logics on strategic management and, more in detail, strategy implementation. Furthermore, the review enables a discussion of five organizational drivers fostering an agile approach in public strategy implementation. Using a narrative approach, they then lead to the formulation of five researchable propositions. We conclude by proposing an updated model of the strategic planning and management cycle in the public sector, factoring in potential agile practices and feedback mechanisms induced by incorporating project logics in the implementation of strategy.

In this article we suggest that the result of a strategic decision-making (SDM) process is not only an initial decision, but, more importantly, also strategic momentum. With this concept we mean a combination of insights gained in the issue at hand and the collective commitment created to act on the decision and to use those insights to subsequently adapt the actions where necessary. The more turbulent the context of the SDM process, the less relevant the initial decision becomes and the more relevant the strategic momentum that results from that process. We hypothesise that the higher the quality of the SDM process, the stronger the resulting strategic momentum will be and that SDM process quality is driven by rational, political and cultural behaviour. We have developed this perspective on SDM on the basis of existing literature and have explored it in a detailed evaluation of six SDM-cases in European multinational finns. This evaluation has confinned in many respects the relation between high process quality and strong strategic momentum. For instance, we have found a strong cOlTelation between the level of rationality in the decision making process and the levels of insight and collective commitment achieved. We also have found that cultural behaviour stressing open communication coincides with high levels of collective commitment. For some other causal relations our data set is too limited in range or simply inconclusive, such as for the impact of political behaviour on strategic momentum. A surprising finding from our evaluation concerns the sustainability of strong strategic momentum. In a second wave of evaluation interviews, some four to six years later, we found high levels of strategic momentum still to exist with the original participants in the SDM process. Opportunities for further research as well as limitations to the findings presented are discussed.

The objective of this paper is to examine the current state of strategic renewal research in family businesses, identifying the main research gaps and providing a path for future research to the academics. To do so, we have performed a systematic and comprehensive review of 21 studies (20 articles and 1 book chapter) about strategic renewal and family business published between 2009 and 2022. Our comprehensive analysis reveals that the majority of studies to date are empirical studies that have focused on the strategic renewal's antecedents, while the strategic renewal's outcomes remain unexplored. This and other significant research gaps are identified and discussed in this review, which emphasizes the need for further research about the topic.

The Handbook of Strategic Alliances covers state-of-the-art research on strategic alliances and serves to pave the road for future alliance research. Little is understood about the specific managerial challenges involved in establishing and operating alliances from their initial setup and throughout their life cycle. The Handbook is intended to fill this gap by looking inside some of the "black boxes" that have been acknowledged in the alliance literature but seldom opened. Leading scholars and practitioners from around the globe chart the alliance literature, its evolution, current state, and

Strategic planning and related strategic management elements have become ubiquitous practices at all levels of U.S. government and many nonprofit organizations over the past 25 years. The authors review strategic planning and management research over that time period using the premises of practice theory to guide the discussion. The review is organized according to 10 research directions proposed by Bryson, Freeman, and Roering (1986). Important gains have been made in a number of areas, but much more remains to be done. The authors also propose four new research directions, including the need to (1) attend more fully to the nature of strategic management practice, (2) focus on learning and knowledge management generally as part of strategic management, (3) focus specifically on how strategy knowledge develops and is used, and (4) understand how information and communication technologies can be best integrated into strategic management. The fruits of further concentrated research can be improved public strategic management practice, including enhanced organizational capacity for addressing current and future challenges and improvements in long-term performance.

AbstractMost contributions in the fast‐growing literature on microfinance seem to agree that all the stakeholders (borrowers, lenders, communities, government and regulators, interested third parties) should become fully aware of the potentiality of the joint value creation achieved through cooperation.

AbstractThe field of strategic management indicates that there is no 'one best way' to manage strategy over time, leaving researchers with a pluralistic research setting. The findings here suggest that strategic organizational practices, a construct from the international business literature, can provide insight into the strategy formation process. I argue that strategic organizational practices, which are actor‐centered and embedded with values and beliefs, reflect both the content and process of strategy, and the organizational environment itself, thereby providing a pluralistic context of theoretical study. Through the exploration of four practices implemented by a large Canadian‐based multinational enterprise, the paper encourages a more explicit integration of strategic organizational practices, as a unit of analysis, into the field of strategic management. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

Strategic risk appraisal (SRA) has been applied to compare diverse policy level risks to and from the environment in England and Wales. Its application has relied on expert-informed assessments of the potential consequences from residual risks that attract policy attention at the national scale. Here we compare consequence assessments, across environmental, economic and social impact categories that draw on 'expert'- and 'literature-based' analyses of the evidence for 12 public risks appraised by Government. For environmental consequences there is reasonable agreement between the two sources of assessment, with expert-informed assessments providing a narrower dispersion of impact severity and with median values similar in scale to those produced by an analysis of the literature. The situation is more complex for economic consequences, with a greater spread in the median values, less consistency between the two assessment types and a shift toward higher severity values across the risk portfolio. For social consequences, the spread of severity values is greater still, with no consistent trend between the severities of impact expressed by the two types of assessment. For the latter, the findings suggest the need for a fuller representation of socioeconomic expertise in SRA and the workshops that inform SRA output.

We estimate a model of strategic voting and quantify the impact it has on election outcomes. Because the model exhibits multiplicity of outcomes, we adopt a set estimator. Using Japanese general-election data, we find a large fraction (63.4 percent, 84.9 percent) of strategic voters, only a small fraction (1.4 percent, 4.2 percent) of whom voted for a candidate other than the one they most preferred (misaligned voting). Existing empirical literature has not distinguished between the two, estimating misaligned voting instead of strategic voting. Accordingly, while our estimate of strategic voting is high, our estimate of misaligned voting is comparable to previous studies. (JEL D72)

Abstract
Since achieving independence from the Soviet Union in 1991, the Republic of Georgia has balanced its aspirations to Westernize with its pre-existing and continuing bonds with Russia. Much of the research looking at this dynamic has focused on security and political issues; this article instead focuses on the economic sphere and examines whether Georgia's economic ties with Europe and Russia have created closer strategic relations. To determine if Georgia is pursuing economic integration with the European Union (EU) and Russia, the article draws on economic data from the National Statistics Office of Georgia on exports, imports, foreign direct investment (FDI), and tourism. It examines the academic literature on Georgia's strategy of political integration with the EU and its policy of "normalization" with Russia since 2012. Trade and investment have increased with Europe, while tourism from Russia increased substantially between 2015 and 2019. Still, the article finds that Georgia's economic relations have not created strategic integration with either polity.