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Application of Strategic Management Tools in Lithuania: Managers’ Knowledge and Experience

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Author(s): Sigitas Vaitkevičius

Journal: Engineering Economics
ISSN 1392-2785

Volume: 4;
Start page: 70;
Date: 2007;
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Keywords: tools | strategic analysis | strategic management | strategic planning | strategy

ABSTRACT
Application of strategic management (SM) tools hasbeen addressed by various researchers. Some of themaimed at defining it, while others discussed the suitabilityof certain tools for management practices used by specificorganisations. The scope of these studies variedfrom one to several countries. Such variation of researchcontexts suggests the multidimensional nature of this issue.A number of studies addressed the aspects of SMtools’ application in organisations of different types andsizes.This paper discusses the experience of Lithuanianmanagers in application of various SM tools. Researchfindings are based on the questionnaire survey aimed atuncovering respondents’ views, attitudes towards andexperience of application of twelve SM tools in businesspractice. To ensure statistical comparability the proportionof SME managers was reduced to 89 percent of theentire sample, while SMEs constitute 99.7 percent of allLithuanian businesses. This enabled us to compare theexperience of managers of big companies with that ofmanagers of SMEs.The responses were validated using psychometricstatistics and consistency analysis, which enabled achievingrelatively high psychometric quality of the results.The structure of the questionnaire and the indicators ofthe psychometric quality generated by cluster analysisresulted in classification of the SM tools into two relativegroups. The latter were subjected to qualitative interpretationtaking into account the logical links of the clustercomponents and the percentage of approval.The questionnaire consisted of semi-open questions.The data they produced was processed using the manifestand hermeneutic content analysis methods. The manifestcontent analysis revealed the areas of application of specifictools, while hermeneutic content analysis allowedrelating managers’ responses to specific attitudes towardsstrategic management. Analysis also revealed theSM tools, which are applied by Lithuanian managersmost frequently, and whether they are applied correctly.
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