Suchergebnisse

Strategic hedging is used by second‐tier states in order to improve their relative position vis‐à‐vis the system leader. It is most likely to occur in unipolar systems that are experiencing power diffusion, and it involves the improvement of both military and economic capability while simultaneously avoiding a direct confrontation with the system leader. Strategic hedging takes place against the backdrop of key system dynamics involving the diffusion of hard and soft power away from the system leader toward various second‐tier states. In this article, I argue that strategic hedging by second‐tier states involves a gradual, multistage process, starting with a significant power difference between the hedging state and the system leader, and possibly leading to the disappearance of this difference as a result of successful hedging policies. I provide a four‐stage transformation mechanism that allows the analyst to gauge the level of transition to the second phase of strategic hedging by second‐tier states. I use China as a case to illustrate our hypothesis. The results show that the transition to the second phase is not yet complete in the case of China, but, that this could be the case in the next few years. As the second‐tier state evolves to the second phase, its relative military capability increases while its relative economic growth slows down. Progressing through the stages of strategic hedging, the second‐tier state's fears of upsetting the system leader fade as the power difference between itself and the system leader declines. Given the importance of strategic hedging as a new structural theory in international relations, this study not only contributes to the development of this theory, but also provides systematic indications of Great Power dynamics in the foreseeable future.

A török külpolitika a 2002-ben hatalomra került Igazság és Fejlődés Párt kormányzása kezdetén a "zéró probléma a szomszédokkal"-elvnek megfelelően igyekezett jó kapcsolatot kialakítani a régió államaival. A 2010-es évektől megjelent, egyre jelentősebb regionális konfliktusok azonban e politika megváltoztatását, új irányvonal alkalmazását követelték meg. A strategic hedging külpolitikai magatartás jellemzően a kisebb vagy közepes államok sajátos viselkedése, amelynek révén azok a nagyhatalmakkal való nyílt konfrontációt próbálják elkerülni (bizonyos kérdésekben akár az együttműködési szándékukat is kifejezik), miközben arra törekszenek, hogy ne is rendelődjenek alá a nagyhatalomnak. Törökország, mint középhatalom, a nagyobb hatalommal bíró államokkal szembeni külpolitikai magatartása sokszor egymásnak ellentmondó jeleket visel magán. A jelen elemzés a régióban kialakult viszonyrendszer vizsgálatával arra keresi a választ, hogy ezek a jelek leírhatóak-e a strategic hedging fogalmával.

Caught between the rising rival powers- India and China, Nepali foreign policy can be perceived as following the practice of strategic hedging where it is attempting to position itself in a way to maximize benefits while simultaneously defending against undesirable threats and dangers from both the rising powers. In the context of a small state like Nepal, strategic hedging implies consciously choosing to adopt mixed policies, which features both balancing and bandwagoning. This paper aims to understand how a ministate like Nepal formulates its foreign policy to address the power politics and applies economic pragmatism followed by smart power and nimble diplomacy to its advantage. This paper also aims to explain that strategic hedging can be followed by Nepal when there is an absence of immediate threat that might compel the state to ally with the power for protection. Through the lens of various realist theories, this paper analyzes that a mini state like Nepal can achieve its national interest and would either bandwagon with the rising power i.e., "China, or" it could try to balance against it supporting the current status quo i.e., India.

Abstract
Assessing corporate strengths and weaknesses was seen as a critical step in much of the early literature on strategy, such as Ansoff (1965). In his thinking it was bound up with capability profiles, the search for synergy and the internal and external appraisals.
As the knowledge of strategic management has expanded and the methods and techniques available have increased, there has been a tendency to ignore the importance of analysing the organization.
Copyright © 2002 John Wiley & Sons, Ltd.

In developing CI capability, organisations need to move to a level of development in which strategic goals are communicated and deployed and where improvement activity is guided by a process of monitoring and measurement against these strategic objectives. Policy deployment of this kind is more prevalent in Japanese examples and in a handful of cases in Western firms. Implementing it poses significant challenges and requires a different and additional toolkit of enabling resources. This paper reports on the experience of policy deployment in Japan and in Western enterprises and explores some of the implementation issues raised.

Evidence points to the need for a coherent, well‐communicated
manufacturing strategy which establishes the best possible link between
the competitive needs of the business and what needs to be done at the
operational level in order to provide the business with a sustainable
advantage over the competition. Presents a process of manufacturing
strategy development which links the strategic needs of the business to
the operational level in order to determine the operational areas of
strategic concern in the company. Examines the effectiveness of a
company′s capabilities, using a methodology for identifying the main
impeders to improvements being made with respect to these particular
areas of strategic concern.