Petrevska Nechkoska, Renata and Poels, Geert and Mancheski, Gjorgji (2014) From strategy to operations and vice-versa: a bridge that needs an Island. In: Proceedings of the European Conference on Information Management and Evaluation, Ghent, Belgium.
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The Information Systems support particularly for Tactical Management is not an explicit or distinct term. There are many concepts and artifacts that are providing contemporary foundations for Information systems in the companies, both in theory and in practice. We tried to analyze different approaches, in order to determine their support specifically for tactical management. Out of this attempt, the realization is that these seemingly overarching bridges from Operations to Strategy and vice-versa appear to be overshooting an important island - the tactical management level, particularly in recognizing its distinct characteristics to be served with adjusted concepts and solutions. We see tactical management as the managerial function that implements strategies, by deploying and utilizing specific resources from the operational level in order to gain that specific competitive advantage prescribed in the strategy. The diversity of approaches and tools is provided for the strategic and overwhelmingly for operational management issues. This theoretical research is analyzing the specifics of the Sense-and-Respond Framework on a tactical level towards perfecting the sensing part of it (in terms of sustaining ″low latency″ (instead of operational ″no latency″) and striving for tactical need for ″right-time″ (instead of the current and hot operational ″real-time″) information), and how it is being closed in theory and practice on a strategic, tactical and operational level with 'endings'. Also, the tactical management characteristic of working in unpredicted environment and needing high adaptability, requires involvement of concepts and approaches that provide adaptability such as, in our opinion, the Sense-and-Respond managerial concept and the SIDA loop. To some extent, tactical management is being assimilated either by strategy or by operations, as this research confirms. Hopefully, we will result with increased perceptiveness that tactical management needs special theoretical and practical focus and output propositions. The specific sensing and interpreting, deciding and acting, in the role of a tactical manager is neither only automatic, data-capturing process nor a person-independent or company-independent one. If, and after this viewpoint is shared, much more efforts will be streamlined in the tactical management ″how″ to do ″what″ is expected, on theoretical and on practical level.
| Item Type: | Conference or Workshop Item (Paper) |
|---|---|
| Subjects: | Scientific Fields (Frascati) > Social Sciences > Economics and Business Scientific Fields (Frascati) > Engineering and Technology > Electrical engineering, electronic engineering,information engineering |
| Divisions: | Faculty of Economics |
| Depositing User: | Mr Dimitar Risteski |
| Date Deposited: | 29 Jun 2016 08:18 |
| Last Modified: | 06 Mar 2020 09:20 |
| URI: | https://eprints.uklo.edu.mk/id/eprint/163 |
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