To see the other types of publications on this topic, follow the link: Cards of strategic groups.
Dissertations / Theses on the topic 'Cards of strategic groups'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Cards of strategic groups.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Lai, Kam-hung Jimmy. "The strategic importance of information technology (IT) to the credit card business of a local banking group /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003205.
Full text
2
Lai, Kam-hung Jimmy, and 黎錦鴻. "The strategic importance of information technology (IT) to the credit card business of a local banking group." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B3126721X.
Full text
3
Ying, Fan. "Strategic groups : a strategic marketing perspective." Thesis, University of Ulster, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.274587.
Full text
4
Bonca, Bogdan L. "Essays on Credit Scores, Strategic Behavior, and Default with Credit Cards." Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3587867.
Full textAbstract:
This dissertation addresses the question of strategic behavior with respect to unsecured credit, in the presence of vast asymmetry of information between lender and borrower. The theoretical exercise presented below differs from the existing literature on precautionary savings models in a number of ways. Firstly, it analyzes the credit scores from the perspective of a non-transferable asset and determines the effect of exogenous shocks to its value on consumer behavior. Secondly, it introduces a greater degree of asymmetry of information in the form of privately known health shocks. Thirdly, it moves away from the deterministic end of life model by introducing a stochastic shock for end of life, which also serves as an additional layer of information asymmetry between players in the market.
Finally, it modifies discounting through a dynamic discount factor. The simulations presented show significant effects from exogenous shocks to the credit allocation dynamics. These effects, however, are diminished with the passage of time, suggesting that strategic behavior is influenced more prominently in the short to medium term.
Following the establishment of economic value in the credit score, the dissertation addresses the question of asymmetric information in greater detail. By analyzing the effects of privately held stochastic health shocks in the presence of credit scores, it adds further insight into strategic behavior. Overall, the analysis focuses on the effects of exogenous changes to health that affect the incidence of such negative shocks, the magnitude of the shock, and finally the costs associated with the shock. Key findings show that the interplay between the insurance motif in borrowing and the strategic default motif are correlated with the credit scoring process and the credit allocation decision. Additionally, the dissertation also tests some of the theoretical predictions via a number of simple, stylized empirical models. Specifically, it presents models using data from the Survey of Consumer Finances that supports the hypothesis that, given a pessimistic outlook on life and health, individuals are likely to rely more on unsecured credit.
Finally, the dissertation will present extensions of the model under considerations. By expanding the current literature on precautionary savings models via the introduction of heterogeneous and dynamic risk profiles, it explores the implications of such profiles on strategic behavior. The model is estimated for various levels of static risk aversion, as well as a dynamic formulation. The results again show strong correlation between the credit scoring process and strategic behavior; however the impact is mitigated somewhat by the risk profile. To complete the picture of the effects of credit scoring on strategic behavior, an alternative credit allocation process is introduced. This process, which is a quasi-collateralized form of unsecured lending, reduces the incidence of strategic default. The implication is that credit scores have a significant impact on behavior, however, their impact also interacts with other components of the market (such as risk profiles and health shocks). These interactions modify the magnitude of the impact of the credit score on individual behavior, though largely the direction of the impact remains the same.
5
Vallaster, Christine. "Strategic Decision Making by Multicultural Groups /." Hamburg : Kovač, 2005. http://swbplus.bsz-bw.de/bsz116904488cov.htm.
Full text
6
Lo, Chun-chung Johnny. "Creative star : the strategic alliance of major transportation operators in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983265.
Full text
7
Koppuzha, Ann. "Terrorist groups, social services, and strategic success." Connect to Electronic Thesis (CONTENTdm), 2010. http://worldcat.org/oclc/642701069/viewonline.
Full text
8
Leask, Graham. "Strategic groups and competitive groups in the UK pharmaceutical industry 1993-2002." Thesis, Cranfield University, 2004. http://hdl.handle.net/1826/3634.
Full textAbstract:
Strategic group research originated in the 1970s and a number of notable studies
centered on the US pharmaceutical industry. Results were however, conflicting. This
thesis explores the nature of strategic groups and the related concept of competitive
groups in the UK pharmaceutical industry during the period 1993 to 2002. The research
follows three related themes. The first research theme identifies two stable strategic
time periods each of five years duration across the period studied. Within each of these
time periods strategic groups were identified using a combination of Ward's method
and aK means clustering algorithm and the presence of a relatively stable strategic
group structure was confirmed. A statistically significant relationship between these
strategic groups and performance is demonstrated using three performance measures.
The second research theme then explores the movement of firms between strategic
groups and finds some support for the proposition that firms moving between strategic
groups move to more advantageousp ositions. The relationship between strategicg roups
and mergers is also investigated and this research finds that mergers between firms
occur preferentially across strategic groups rather than within strategic groups. This
relationship is confirmed as highly statistically significant. Finally in the third research
theme the relationship between strategic groups, how firms compete and competitive
groups, where firms compete, are investigated. Six different competitive groups are
identified, all but one of which is concentrated around a dominant therapeutic area. This
finding suggests that direct competition between firms is reduced by market
segmentation. A weak relationship was found between competitive groups and
performance but when competitive groups (where firms compete) and strategic groups
how firms compete) are examined in combination a strong statistically significant
relationship with performance was found.
9
Voges, Kristin Leigh. "Retail yields and fabrication times for beef subprimals from two grade groups." Texas A&M University, 2004. http://hdl.handle.net/1969.1/1418.
Full textAbstract:
Beef subprimals (n = 356), representing USDA Low Choice and Select grades,
were obtained from a major beef processor. Selected subprimals represented the normal
weight variation and standard packer fat trim levels associated with commodity boxed
beef. The subprimals selected included beef rib, blade meat; beef rib, ribeye roll, lip-on,
bone-in; beef rib, ribeye roll (0x0); beef rib, ribeye, lip-on (2x2) (5.08 cm x 5.08 cm);
beef rib, ribeye, lip-on modified (1x1) (2.54 cm x 2.54 cm); beef rib, ribeye (IM,
individual muscle); beef rib, ribeye cap (IM); beef chuck, outside shoulder clod,
trimmed; beef chuck, outside shoulder clod, top blade roast; beef chuck, square cut,
pectoral meat (IM); beef chuck, chuck roll; beef plate, inside skirt (IM); beef round, top
(inside) untrimmed; beef round, outside round (flat); beef round, eye of round (IM); beef
loin, strip loin, bone in; beef loin, strip loin, boneless; beef loin, top sirloin butt,
boneless, 2-piece; beef loin, bottom sirloin butt, flap boneless (IM); beef loin, bottom
sirloin butt, ball tip, boneless; beef loin, bottom sirloin butt, tri-tip, boneless (IM); and
beef chuck, outside shoulder, clod M. teres major. Subprimals were fabricated into
bone-in or boneless retail or foodservice cuts and associated components by trained
retail meat cutters. After each retail cutting test, trained technicians recorded weights of
all cuts, lean trim, fat trim, and bone. All retail cuts were trimmed to an eighth of an
inch (0.32 cm), unless otherwise specified. Time (s) was recorded for each-cutting test
and in two major phases: opening (retrieval of the subprimal from vacuum-packaged
bag) and cutting (removal of all external and seam fat, connective tissue, and separation
of individual muscles, as well as producing tray ready retail cuts). In general, Select
subprimals had higher saleable yields than Choice subprimals. Select subprimals had
less trimmable fat than Choice subprimals, and differences in retail yields appeared to
follow these factors. Few significant differences were observed for processing times
between USDA quality grade groups. These data will serve as an update to the CARDS
(Computer Assisted Retail Decision Support) software program.
10
Ng, Ching-wai Alan, and 吳政偉. "Strategic issues facing fuel credit card marketing in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1990. http://hub.hku.hk/bib/B31264700.
Full text
11
Sjostrom, Johan Carl Fredrik. "Corporate effects on industry competition : a strategic groups analysis." Thesis, University of Oxford, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.320737.
Full text
12
COUTO, BRUNO TRACHEZ DO. "STRATEGIC GROUPS IN THE BRAZILIAN FINANCIAL INDUSTRY: THE EFFECT OF STRATEGIC POSITIONING ON BANKS PERFORMANCE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2007. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=11700@1.
Full textAbstract:
Um tema central em pesquisas sobre grupos estratégicos é a
existência de uma relação teórica entre o desempenho de uma
empresa e sua pertinência aos grupos existentes na
indústria. Este trabalho não somente trata da análise mais
tradicional, relacionada às diferenças de desempenho entre
grupos, mas também busca complementar as evidências
empíricas com uma análise das diferenças de
desempenho associadas ao posicionamento das empresas dentro
dos grupos. Para cumprir esse propósito, foram
identificados grupos estratégicos formados entre
oitenta bancos atuantes na indústria financeira no Brasil,
utilizando como base a tipologia de Miller e Dess (1993).
Os bancos foram também classificados de acordo com seu
posicionamento competitivo dentro de cada grupo. Os
resultados mostram que a tipologia utilizada permitiu a
identificação de grupos formados por bancos com estratégias
similares. Os resultados também apontam evidências de
que grandes bancos de investimento, que utilizam
estratégias simultâneas de diferenciação e baixo custo com
um escopo estreito de atuação no mercado, alcançaram
desempenhos superiores. Entretanto, não foram observadas
diferenças significativas de desempenho entre os bancos com
posicionamento mais próximo das estratégias que definem
seus grupos e aqueles que adotaram um posicionamento mais
afastado.The existence of a theoretical relationship between the performance of a company and its participation in existing groups in the industry is a central theme in researches about strategic groups. This work is not only about the most traditional analysis related to the differences among groups, but it also aims at complementing the empirical evidences through the analysis of the differences in performance associated with the positioning of the companies within these groups. In order to achieve that aim, strategic groups, composed of eighty banks performing in the banking industry in Brazil, were identified according to Miller and Dess` typology (1993). The banks were also classified according to their competitive positioning within each group. Results show that the typology adopted allowed the identification of groups composed of banks with similar strategies. Evidences show that strong investment banks, which use differentiation and low cost strategies simultaneously, reached higher level performances. However, there were no significant performance differences among banks with closer positioning to the strategies defining their groups and those adopting a more distant positioning.
13
TROCCOLI, IRENE RAGUENET. "MANAGING STRATEGIC GROUPS: AFRAMEWORK FOR THE ANALYSIS OF THE STRATEGIC IMPLICATIONS OF THEIR RELATIONSHIP NETWORKS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2002. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=4628@1.
Full textAbstract:
No atual ambiente competitivo globalizado, as empresas
são cada vez mais levadas a estabelecer alianças
estratégicas e redes de relacionamentos estratégicos
para complementar seus recursos. A pesquisa avaliou como
as implicações estratégicas das alianças e outros
relacionamentos estratégicos, no caso de empresas
situadas em um grupo estratégico, complementam a análise
tradicional das implicações estratégicas dos fatores
organizacionais e macroambientais. Sofisticou-se este
estudo introduzindo-se o conceito de blocos estratégicos,
complementar ao estudo dos grupos estratégicos, e cuja
maior especificidade facilita o estudo do desempenho
estratégico organizacional de empresas que estejam
situadas em grupos e envolvidas em redes de
relacionamento estratégicas. A investigação envolveu
quatro empresas, incluindo um grupo estratégico que é,
simultaneamente, um bloco estratégico, observado dentro
de um escopo específico do sub-setor brasileiro de suco
de laranja pronto para beber industrializado até fins
do ano de 2001. Tratou-se de pesquisa descritiva e
exploratória, com enfoque metodológico predominantemente
positivista. Caracterizou-se como um múltiplo estudo de
caso por envolver várias empresas, havendo complementado,
com a abordagem relacional, a abordagem tradicional de
ameaças e oportunidades ao rompimento das barreiras de
mobilidade na migração inter-grupal das empresas.
Para responder à pergunta central, foi realizada
primeiramente uma pesquisa secundária, baseada em revisão
bibliográfica e documental. Apontaram-se os construtos
para análise das implicações estratégicas de redes e
blocos para grupos estratégicos, aplicaram-se estes
construtos para a análise dos grupos estratégicos
pela perspectiva relacional, e indicaram-se as
implicações relacionais às ameaças enfrentadas pelas
empresas do grupo focal pela ótica tradicional. Em
seguida, realizou-se a pesquisa primária, a qual: 1)
retificou, de dois para três, o número de grupos
estratégicos no setor analisado apontado na pesquisa
secundária; 2) mostrou que as alianças estratégicas e
redes de relacionamento dão margem a ameaças e
oportunidades ao desempenho estratégico empresarial
dificilmente identificadas pela ótica tradicional de
análise do desempenho; 3) mostrou que as redes de
alianças de uma empresa situada em um grupo estratégico
podem capacitá-la a ultrapassar as barreiras inter-
grupais, na medida em que complementam capacidades,
provêm acesso a informações relevantes, proporcionam
economias de escala, ajudam a gerenciar riscos e
incertezas, reduzem os custos de entrada em novos
mercados, e facultam o compartilhamento de recursos e
competências complementares; 4) mostrou que, no caso das
alianças estratégicas com clientes-chave - muito
relevante no caso do segmento econômico pesquisado - esta
capacitação à ultrapassagem das barreiras pode ser
modulada pela forma como a empresa se posiciona no
relacionamento, sendo menos intensa quando a empresa se
vê como uma mera prestadora de serviços. Quatro
recomendações a futuras pesquisas são destacadas.In the present globalized competitive environment, companies are continuoulsy pushed to establish strategic alliances and strategic relationship networks to complement their resources. The research studied how the strategic implications of alliances and other strategic relationships, in the case of companies in a strategic group, complement the traditional analysis about the strategic implications of the organizational and macroenvironmental factors.The study was sophisticated through the introduction of the strategic block concept created by Nohria & Garcia-Pont (1991), that complements the strategic groups study, and whose deeper specificity improves the study of the organizational strategic performance of companies located in groups and envolved in strategic relationship networks. The investigation envolved four companies,including a strategic group that simultaneously is a strategic block, observed in a specific scope of the Brazilian ready-to-drink industrialized orange juice subsector up to the end of 2001. The research was descriptive and exploratory, with a mainly positivist methodological vision. It is a multiple case study since it envolves several companies, and it complemented, through the relational approach, the traditional approach of opportunities and threats to the surpassing of the mobility barriers for the inter-group migration of companies. In order to answer the main question, first a secondary reasearch was made, based on bilbiographical and documental research. The constructs for the analysis of the strategic implications of networks and blocks for strategic groups were indicated, and were used in the analysis of strategic groups through the relational perspective. The relational implications to the threats faced by the companies of the focal group in the traditional perspective were indicated. In the following stage, the primary research was accomplished, and its results were: 1) it rectified, from two to three, the number of strategic groups in the sector analysed in the secondary research; 2) it showed that strategic alliances and relationship networks give birth to threats and opportunities to the strategic performance of the company that are hardly identified through the traditional approach of the performance analysis; 3) the alliance networks of a company located in a strategic group may enable it to surpass the intergroupal barriers, since they provide the company with capacities foreign to its core business; 4) in the case of strategic alliances with key clients - very relevant in the case of the analysed economic sector - this capacity of surpassing barriers may be modulated by the way the company positions itself in the relationship. Four recommendations for future research are proposed.
14
Schwittay, Benedikt. "Globalisation and strategic groups : the case of the spirits industry." Thesis, University of Manchester, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.631668.
Full textAbstract:
With the increasing liberalisation and deregulation of world trade since the 1980s more and more industries have changed from fragmented and inward-looking into concentrated, outward-looking, international or global industries with only few surviving companies. 'Globalisation', 'global competition', 'global strategies' have become frequently discussed topics for managers and research themes for academics. Major weaknesses of current research are: first, a clear and uniform definition about globalisation and global strategies, second, a more holistic explanation about when, why and how industries and companies globalise and which factors put them at a competitive advantage towards one another and third, more precise suggestions and empirical results about the outcome of the globalisation process in terms of industry competition, the choice of corporate strategies and the resulting performance levels. Regarding the first weakness a new definition for globalisation based on industry concentration is proposed. Regarding the second weakness, the importance of national competitive advantage, strategic groups and strategic fit before and during the globalisation process as interrelated, mutually re-enforcing globalisation factors are pointed out. Apart from their triangular inter-relationship the thesis describes their changing (i.e. dynamic) character or level of significance during different periods of the globalisation process. Government intervention and history are proposed as two independent and decisive conditions of national competitive advantage apart from .Porter's (1990) 'Four diamonds'. A company's membership in a competitive, innovative strategic group and strategy imitation among strategic group members are the most important factors with regard to strategic groups. Regarding the third weakness, a model of globalisation is derived and tested empirically. As part of this model 'global winners' are defined as companies which build dominant market positions in a global industry through the launch of a global, vertically integrated strategy. The branded spirits industry is chosen as the context to explore the model by answering the following, four major research questions: 19 When, why and how did the spirits industry globalise ? Which were the most important factors for the world's top four spirits companies to s\lcceed globally? At which point in time did the world's top four spirits companies fulfill these global success factors? Did the pursuit of 'global strategies' result in significantly higher profit margins and market growth rates ? The study examines the globalisation of the branded spirits industry during the time period of 1982-1995 by focussing on the major industry players of the UK, the US and German spirits industry. In 1995 the major industry players included 6 UK, 5 US and 8 German spirits companies and represented 71.3 % of world market share in the branded spirits industry. In the UK, US and Germany, 47 interviews with senior executives were conducted including the filling out of a questionnaire. The interviews and archival data were the basis for the write-up of four company case studies whereas the questionnaire data and interviews were used for the analysis of the global success factors on a country-basis. Further, quantitative industry data was collected and ANOV A and cluster analysis were performed for a strategic group analysis. The findings of the study are that, first, the globalisation of the spirits industry in 1987 was triggered by the strategic moves and counter-moves of four industry players (IDV, UDG, Allied and Seagram). The pre-conditions for the globalisation of the spirits industry were an emerging global consumer taste, economies of scale and scope, market maturity and the general economic environment. Second, the three most important factors for the UK spirits companies IDV, UDG, Allied and the US-Canadian spirits company Seagram to emerge as the world's top four spirits companies (with a global market share of more than 50%) were strategic groups, 'strategic fit' and national competitive advantage. Regarding national competitive advantage, government intervention and history played a significantly more important role than three (,demand', 'factor' and 'related and supporting industries') out of Porter's 'Four diamonds'. Finally, no statistically significant relationships could be found between strategic group membership and higher profit margins/market growth rates. Similarly, the pursuit of global strategies did not result in significantly higher profit margins/ market growth rates.
15
OLIVEIRA, CARLOS ALEXANDRE DOS SANTOS. "STRATEGIC GROUPS: ARESOURCE-BASED VIEW AND NEURO-FUZZY SYSTEMS APPROACH." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=5856@1.
Full textAbstract:
PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRODesde sua formulação, no início da década de setenta, o conceito de grupo estratégico é objeto de pesquisas teóricas e empíricas que buscam confirmar sua existência, sua contribuição à avaliação da performance e à formação das estratégias das empresas. Este trabalho soma-se a estas pesquisas, utilizando os conceitos da Visão Resource- Based e a aplicação de ferramentas de inteligência computacional, neste caso as redes neurais e os sistemas de inferência fuzzy, com o objetivo de contribuir para a discussão deste tema na superação de suas limitações e dos novos desafios que o aumento da complexidade das arenas competitivas trouxeram para as pesquisas do gerenciamento estratégico. A Visão Resource-Based fornece a base teórica para o desenvolvimento dos construtos: grau de inimitabilidade e grau de imobilidade, resultantes da exploração estratégica dos recursos da empresa. Estes construtos são propostos como dimensões de avaliação da semelhança estratégica entre as empresas de uma arena competitiva. A inteligência computacional fornece os meios de extração de informações subjetivas, e presentes em ambientes complexos, através da simulação do aprendizado, percepção, evolução e adaptação do raciocínio humano. O resultado é a proposição de um modelo de avaliação da existência de grupos estratégicos, utilizando os construtos Grau de Inimitabilidade e Grau de Imobilidade, e Sistemas Neuro-fuzzy. Este modelo é aplicado ao setor de supermercados como teste de validação do mesmo.
Since its has introduced, in the beginning of the decade of seventy, the concept of strategic groups is object of theoretical and empirical research that aims to confirm its existence, its contribution to performance evaluation and the formulation of the strategies of the firms. This text join these research, using the Resource-Based Views framework and soft computing, in this case neural networks and fuzzy inference systems, with aims at contributing for the discussion of this subject to overcome its limitations and the new challenges, resulting increasingly complexity and competitive environment, for the strategic management research. The Resource-Based View framework supplies the theoretical underpinnings to use the inimitability degree and immobility degree, resultants of the strategical exploration of the resources of the firms, as constructors to evaluate firm strategic similarity in a competitive environment. Soft computing is a tool to extract subjective data from complexity environments, simulating the ability for learning, perception, evolution and adaptation of human reasoning. The result of this research is the proposal of a model to identify strategic groups, applying the constructors Inimitability Degree and Immobility Degree, and Neuro-fuzzy Inference Systems. To validate the model, a test is performed to the supermarkets industry.
16
Paine, Carli. "How the green guys won : interest group strategies & the California Clean Cars Legislation." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33044.
Full textAbstract:
Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2005.Includes bibliographical references (p. 52-55).
In July of 2002, the California State Legislature passed the "California Clean Cars Bill," the first law in the United States to regulate carbon dioxide as a vehicular pollutant. California's vehicular standards have implications across the country; at least eight other states have committed to adopt them. The passage of the legislation was as controversial as it was groundbreaking. Over the course of the year and a half that the bill was in the state legislature, environmentalists and the auto industry fought for the public's support of their positions. Although the auto industry had the benefit of a multi-million dollar advertising budget, environmentalists adopted tactics that proved more effective in the battle for Californians' support. This thesis describes the environmentalists' coalition-building and problem-definition tactics and how they enabled the environmentalists to gain public support.
by Carli Paine.
M.C.P.
17
Broadhurst, Maura Lesley. "Strategic spaces : towards a genealogy of women artists' groups in Canada." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape16/PQDD_0002/MQ40226.pdf.
Full text
18
Lu, Jinshan. "Strategic groups and logistics strategy in the Taiwanese liner shipping industry." Thesis, Cardiff University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.397143.
Full text
19
DIAS, AUGUSTO CESAR ARENARO E. MELLO. "COMPETITIVE POSITIONING WITHIN THE STRATEGIC GROUPS OF THE BRAZILIAN PHARMACEUTICAL INDUSTRY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2005. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6991@1.
Full textAbstract:
Diferentemente de várias pesquisas que estudam as
diferenças de desempenho somente entre grupos
estratégicos
para verificar as implicações nos resultados das
empresas
devido ao posicionamento estratégico adotado, este
estudo
tem por objetivo examinar tais diferenças não só entre,
mas também dentro dos grupos estratégicos para responder
à
esta mesma questão. Utilizando um banco de dados com
informações da indústria farmacêutica brasileira no
período de 1999 a 2002, esta pesquisa toma por base o
estudo de Miller e Dess sobre tipologias para
identificar
os grupamentos existentes e as estratégias relevantes
neste segmento industrial, buscando relacionar o
posicionamento competitivo utilizado pelas empresas ao
desempenho observado. Os resultados obtidos sugerem que
os
melhores desempenhos pertencem aos grandes laboratórios
estrangeiros que fabricam medicamentos de marca e que
utilizam estratégias simultâneas de baixo custo e
diferenciação em um escopo amplo de atuação de mercado.
Estes resultados mostram ainda indícios de que a
tipologia
de Miller e Dess descreve o posicionamento estratégico
das
empresas dentro da indústria farmacêutica brasileira
melhor do que a tipologia de Porter. Por fim, o estudo
sugere que nenhuma empresa possui vantagem competitiva
pelo fato de estar posicionada como principal,
secundária
ou solitária dentro dos grupos estratégicos desta
indústria.Unlike many researches that study performance differences only among strategic groups to verify the implications on firms results due to their strategic positioning, this study aims to examine such differences not only among, but also within strategic groups in order to answer the same question. Using a database that contains information about the Brazilian pharmaceutical industry from 1999 to 2002, this research employs Miller and Dess study about typologies as a base to identify existing groups and their relevant strategies in this industrial sector, and to relate the competitive positioning of firms to their achieved performance. Obtained results suggest that the best performances belong to foreign giant laboratories that produce branded drugs and that simultaneously utilize low cost and differentiation strategies with a broad market orientation. Furthermore, the aforementioned attained results show strong indicia that Miller and Dess typology describes strategic positioning of firms within the Brazilian pharmaceutical industry better than Porter s typology does. Finally, this study suggests that no company has competitive advantage because of its positioning as a core, secondary or solitary firm within the strategic groups of this industry.
20
Rafferty, James. "Strategic groups and managerial perceptions : a cognitive lens perspective of empirical evidence." Thesis, University of Buckingham, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.413483.
Full textAbstract:
This is a study of managerial perceptions of strategic dimensions in relation to strategic groups in the UK Brewing industry. The perceptions managers have of key strategic dimensions are used to investigate whether these perceptions correspond with strategic groups. The prescriptive assumption that managers within strategic groups will have homogeneous perceptions of key dimensions is explored in this research. A cognitive lensp erspectiveu nderpinst he inquiry into managers' perceptionso f strategicd imensions,w hich aree xploredt hrougha questionnaires, tandardisedu singt he RepertoryG rid Technique. The hypothesist hat managersp' erceptionso f key strategicd imensionsa re homogeneousw ithin strategicg roupsi s testedu tilising clustera nalysist o identify cognitive groupings across firms in the industry. Principal componentsa nalysisa nd factor analysisa reu sedt o validatet he cluster solution. The managers' perceptions of key strategic dimensions are used to identify the interconnections that link strategy to competition across the industry and act as a critique of the prescriptive "Porteresque" notion of generic strategies. Finally, a manageriapl erspectiveo f strategyi s derived from the view that "strategic groups" obscureo ur understandingo f strategya s a processo f creative transformation. Implications for further research are suggested, together with ways in which the approach utilised in this study may be used to assist in the creation of emergent strategies.
21
Wang-Kaeding, Heidi. "Strategic concepts and interest groups in China's environmental foreign relations (1984-2015)." Thesis, London School of Economics and Political Science (University of London), 2016. http://etheses.lse.ac.uk/3511/.
Full textAbstract:
This thesis introduces an overlooked perspective on Chinese foreign policy, that of interest groups. I use environmental foreign relations as a vantage point to examine how domestic interest groups exert influence on China’s environmental foreign relations. The proposed theoretical framework, constructivist utilitarianism, provides a bridge between the constructivist school and rationalistic institutionalism in the IR debate to explain the discursive turn of the Chinese government in global environmental governance. The discursive turn refers to the changing attitudes towards environmental governance based on learning, shared experiences, and offering an alternative norm to replace liberal environmentalism. The interest groups under scrutiny are line ministries, state-owned enterprises, environmental non-governmental organisations, local governors, and intellectuals. They each represent a distinct interest, and demonstrate different pathways for influencing foreign relations. The focus on domestic players supplements the traditional focus on international systemic factors to explain the behaviour of China on the global stage and in bilateral relations. The empirical chapters are organised according to three dimensions: international environmental treaty implementation, sharing the Chinese experience, and offering an alternative environmental norm. Each chapter focuses on one factor, in the following order: environmental diplomacy, the Chinese experience, and ecological civilisation. These three dimensions reflect the trend of the discursive turn, which is closely linked to China’s desire to establish a good national image. My findings show that interest groups in China utilise the strategic concepts of environmental diplomacy and the Chinese experience to maximise their interests. The emergence of the discourse of ecological civilisation creates space for different groups to jump onto the bandwagon by interpreting the concept in favour of their interests. In this process, identity politics becomes a mechanism by which to aggregate and rank domestic preferences in such a way that economic interests outweigh environmental ones at the state level. This thesis calls for more future research to examine other foreign relations issues through the lens of interest groups, to better comprehend the complex dynamics of China’s role in the world.
22
Budayan, Cenk. "Strategic Group Analysis: Strategic Perspective, Differentiation And Performance In Construction." Phd thesis, METU, 2008. http://etd.lib.metu.edu.tr/upload/12609676/index.pdf.
Full textAbstract:
The aim of strategic group analysis is to find out if clusters of firms that have a similar strategic position exist within an industry or not. In this thesis, by using a conceptual framework that reflects the strategic context, contents and process of construction companies and utilising alternative clustering methods such as traditional cluster analysis, self-organizing maps, and fuzzy C-means technique, a strategic group analysis was conducted for the Turkish construction industry. Results demonstrate that there are three strategic groups among which significant performance differences exist. Self-organising maps provide a visual representation of group composition and help identification of hybrid structures. Fuzzy C-means technique reveals the membership degrees of a firm to each strategic group. It is recommended that real strategic group structure can only be identified by using alternative cluster analysis methods.
The positive effect of differentiation strategy on achieving competitive advantage is widely acknowledged in the literature and proved to be valid for the Turkish construction industry as a result of strategic group analysis. In this study, a framework is proposed to model the differentiation process in construction. The relationships between the modes and drivers of differentiation are analyzed by structural equation modeling. The results demonstrate that construction companies can either differentiate on quality or productivity. Project management related factors extensively influence productivity differentiation whereas they influence quality differentiation indirectly. Corporate management related factors only affect quality differentiation. Moreover, resources influence productivity differentiation directly whereas they have an indirect effect on quality differentiation.
23
BAITELLI, MICHEL LACERDA. "COMPETITIVE POSITIONING WITHIN THE STRATEGIC GROUPS OF THE BRAZILIAN PERSONAL CARE AND COSMETICS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2007. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=11701@1.
Full textAbstract:
Este estudo tem como principal objetivo identificar, dentro
da indústria de Higiene
Pessoal e Cosméticos, como as estratégias das empresas
afetam o seu posicionamento e,
principalmente, o seu desempenho. O período desta pesquisa
compreende os anos de
2002 a 2006. Para atingir o objetivo principal, foram
identificadas as principais
dimensões estratégicas adotadas pelas firmas que operam no
setor e a forma como
competem. Utilizou-se, para este fim, uma base de dados
composta de 41 firmas,
contendo informações sobre o seu comportamento estratégico.
Os dados foram obtidos
através de pesquisas diretas na empresas. Para a avaliação,
foram consideradas 14
variáveis estratégicas, 4 variáveis de desempenho e 5
variáveis de ambiente. A análise
dos dados coletados foi realizada através de métodos
estatísticos multivariados, tais
como: análise de fator, análise de cluster e MANOVA. A
presença de grupos
estratégicos na indústria em questão foi criteriosamente
avaliada. Os resultados obtidos
nesta análise sugerem que a média das diferenças de
desempenho em grupos
estratégicos formados pode ser explicada em função das
diferenças entre as decisões
estratégicas de cada firma da amostra utilizada.The main goal of this study is to identify, within the Personal Care and Cosmetics industry, how companies strategies can affect their positioning and, specially, their performance. The study comprehended the period between 2002 and 2006. To reach the main goal of this work, strategic dimensions adopted by the companies were identified, as well as the form they compete. A database containing 41 companies and their strategic behaviors was obtained by applying direct questionnaires to the studied companies. Fourteen strategic variables, four performance variables and five environmental variables were considered. The collected data was evaluated through multivariate statistical methods, such as: factor analysis, cluster analysis and MANOVA. The presence of strategic groups was carefully analyzed. The results obtained from this analysis suggest that differences in the average performance of the formed strategic group can be explained by the different strategic decisions of each company in the utilized sample.
24
Puri, Samir. "Strategic theory and state engagement of non-state armed groups : Pakistan's and Turkey's experiences of bargaining with and coercing armed groups." Thesis, University of Cambridge, 2013. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.607935.
Full text
25
Lo, Chun-chung Johnny, and 盧振忠. "Creative star: the strategic alliance of major transportation operators in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267543.
Full text
26
Demmons, Elizabeth Rohlinger David Heiman Julie. "A strategic decision matrix for analyzing food service operations at Air Force Bases." Monterey, Calif. : Naval Postgraduate School, 2006. http://handle.dtic.mil/100.2/ADA460298.
Full textAbstract:
"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, December 2006."Advisor(s): Howard, Randall ; Hudgens, Bryan. "December 2006." "MBA professional report"--Cover. Description based on title screen as viewed on June 18, 2009. DTIC Identifiers: Constraints, Group Dynamics, Decision Matrix, Air Force Bases. Author(s) subject terms: Services, Strategic Decision Matrix, Food Service, Mess Attendant, Tool for Decision Makers, Feeding Contract. Includes bibliographical references (p. 103-105).
27
Amin, Keval. "Audit Pricing and Strategic Group Analysis in the Public Accounting Industry." Diss., Temple University Libraries, 2014. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/282819.
Full textAbstract:
Business Administration/AccountingPh.D.
Empirical analysis of the public accounting industry has been considerably limited due to lack of data availability. This dissertation proposal leverages a unique dataset of public accounting firms in Korea ranging from 1997 to 2011 to examine the industry's strategic groups and pricing decisions in light of considerable economic forces in a changing environment. I draw upon the theory of strategic groups (Hunt 1972; Caves and Porter 1977; Porter 1980) to distinctly identify strategic groups within the public accounting industry and how group membership explains performance differences. Further, I augment traditional audit fee models (Ferguson et al. 2003, Chaney et al. 2004, and Francis et al. 2005) by incorporating strategic group analysis to show that the relationships between audit fee determinants and audit fees are moderated by auditor strategic group membership.
Temple University--Theses
28
Meier, Silvan Ralph [Verfasser]. "Organisational Transformation of Chinese Media Groups: The Gradual Emergence of Strategic Actors / Silvan Ralph Meier." Berlin : Freie Universität Berlin, 2017. http://d-nb.info/1136319271/34.
Full text
29
Sabourin, Vincent. "Strategic groups and technological change : a comparative analysis of the primary textile and steel industries." Thesis, McGill University, 1992. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=41029.
Full textAbstract:
How does technological change alter the position and the configuration of groups of producers in an industry? This dissertation examines the transformations in the strategic groups of two manufacturing industries that introduced radically new manufacturing processes. The primary textile market during the period 1958 to 1978 with the introduction of synthetic fibers, introduced a large-scale process production. In the steel industry during the period 1965 to 1985, small-scale process production was introduced with the technology of mini-mills.The impact of new manufacturing processes on the economic position of producers in the industry has been examined conventionally by the research in strategic management, which used with the set of business strategies developed by the positioning school (i.e., cost leadership, differentiation and focus). Where the cost structure is the determinant of the profitability of a manufacturer, strategic groups are expected to establish their position in terms of scale and scope (Porter 1980, Aaker, 1984, Day, 1990).
Our findings lead us to introduce a different view of the topic by focusing on competition between strategic groups having different centers of gravity. A center of gravity has been defined by Galbraith (1983) as the primary location of a producer in the economic chain of transformation. We found that large-scale and small-scale manufacturing processes have radically different impacts since these processes are intimately associated with specific centers of gravity.
Large-scale manufacturing processes create conditions for the formation of generalists with a strong center of gravity at the upstream primary manufacturing stage engaged in processes such as casting, cutting and forming. This strategic group of generalists establishes a dominant position in the industry in two stages: a cost leadership strategy followed by integrative strategies such as upstream and downstream vertical integration and ultimately, product diversification. Since manufacturers serve the same geographical market, we have a configuration of competing strategic groups.
Small-scale manufacturing processes create conditions for the formation of mid-size producers that we have called semi-generalists and semi-specialists. These strategic groups have a strong center of gravity at the downstream manufacturing stage and are engaged in processes such as as assembling and finishing. They have smaller scale facilities, are not vertically integrated, and sell a narrower product range than generalists. Since they are located closer to industrial centers and dedicated to specific industries, they compete on factors other than price, such as geographic location, product differentiation, service, etc. These strategic groups of medium-size producers challenge the dominance of generalists by restructuring the market into a set of regional markets. The configuration of strategic groups is shaped by generic groups of manufacturers competing in different geographical markets.
The set of business strategies proposed by the positioning school was adequate for large-scale processes. However, this set of strategies was largely inappropriate in a context where small-scale processes are introduced.
30
Holland, Jane Caroline. "The development of a model to assist in the strategic management of operational research groups." Thesis, University of Hertfordshire, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329051.
Full textAbstract:
This thesis describes a research programme which investigates further the models developed by Conway [1] - the dynamic model of the process of operational research and the life cycle of in-house operational research groups. It studies the relationships between the two, and also extends the range of applicability of the models. From this the research develops a useful tool to assist the strategic management of in-house operational research groups. In the prev ious study, the two mode I s had been re I ated in theory only. This study investigates the actual relationships and develops a method of defining an operational research group's position on its life cycle using data about the mix of proj ects of the dynamic mode I project types. This method was developed using data from the Conway study, and tested on data collected in two surveys conducted during the current period of research. In certain circumstances, it was found to be essential that other aspects of the data on operational research projects were used to help define more exactly the current state of health of the operational research group. The level or importance of the project was shown to be significant, as was the approach employed when tackling the project. The validity of the model with respect to other forms of operational research group was also investigated, and external consultancy was chosen for this research. A classification was developed which categorised consultants according to their managerial structure, and consultants from each of the types in the classification were interviewed using Systems Based Interviewing. The interviews showed that the dynamic model of the process of operational research was a valid way to describe external operational research consultancy. Some preliminary concepts involving the life cycle of consultancies were also developed, but could not be tested within the time scale of this study. 1. CONWAY, D.A., (1984), "The Development and Application of a Dynamic Model of the Process of Operational Research". PhD thesis, Hatfield Polytechnic.
31
Eckart, Mischa. "Cooperative governance : a multi-perspective exploration on the strategic direction and control of cooperative groups /." [S.l.] : [s.n.], 2004. http://aleph.unisg.ch/hsgscan/hm00119662.pdf.
Full text
32
Smith, Joanne Roberta. "The strategic expression of social identity through group-mediated attitude-behaviour consistency /." St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17503.pdf.
Full text
33
Frederiks, Elisha R. "Strategic self-presentation and the intergroup sensitivity effect: does response context moderate evaluations of group-directed criticism? /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19244.pdf.
Full text
34
Park, Bong-Gyu. "A dynamic perspective of strategic groups and performance : a longitudinal study of the U.S. computer equipment industry, 1975-1989 /." Diss., This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-07282008-134457/.
Full text
35
Kunadt, Falk. "How enterprises manage strategic stability and change: A qualitative comparative analysis of different enterprise performance groups." Doctoral thesis, Universitätsbibliothek Leipzig, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-194052.
Full textAbstract:
In today’s globalized business world enterprises face increasing competition and accompanying internal and external threats that challenge their enterprise strategies. Multiple examples of enterprises show that long-lasting strategies need to be progressively overworked in order to secure competitiveness. One key for long-term competitiveness seems to lie in the ability to find a reasonable ratio of strategic stability and change. Neglecting the tension of strategic stability and change can have fatal consequences.
Strategic management research increasingly focuses on this challenge. Lately research on ambidexterity and dynamic capability attempts to explain the underlying issues of proactively balancing strategic tensions in dynamic markets. Yet, there remain a couple of questions that – unanswered – limit the explanatory power of recent research models. Because of conceptual ambiguities around the concepts of ambidexterity and dynamic capabilities, until now it remains unclear how a balance between strategic stability and change is reached and managed, and how the underlying strategic decision and strategic management processes at the organizational level look like.
To address these open issues, this work develops an alternative framework of strategic ambidexterity. It is defined as a deliberate mechanism to detect, monitor, steer, coordinate and balance stability and change of the enterprise strategy. It argues that enterprises do not deal with strategic stability and change accidently. Quite on the contrary, the enterprises’ key actors are aware of this challenge and have a mechanism in place that allows them to deliberately and continuously employ the right ratio of strategic stability and change. This deliberate mechanism is assumed to create performance differences. High-performing enterprises have a particular setting of the mechanism that distinguishes them from low-performing peers and that secures their long-term competitiveness.
In order to empirically test the mechanism a qualitative comparative analysis (QCA) using a sample of 74 mechanical engineering enterprises is performed. As will be shown there are in fact differences between high and low-performing enterprises. The strategic behavior of high-performing enterprises can be classified as Guided Long-Term Inclusive Planning (GLTIP). This work adds new knowledge to the research on ambidexterity and dynamic capabilities and also contributes to the methodological discussion on the analysis of sustainable competitive advantage in today’s globalized and dynamic markets.
36
Curto, Francesco Fortunato. "Strategic groups, industry structure and firms' strategies : theory and evidence from the UK grocery retailing industry." Thesis, University of Warwick, 1998. http://wrap.warwick.ac.uk/98784/.
Full textAbstract:
This research analyses the explanatory and descriptive limitations of strategic groups research, a theory that addresses a number of important issues for strategy research. That is, it considers rivalry among firms in a similar competitive environment, the relation between strategy and performance and similarities and differences among competing firms. An historical study of the origins and development of strategic groups research shows that the concept of strategic groups was independently developed in strategic management and industrial organisation in the mid-1970s. Much research has been conducted since its inception. However, this research has been mainly empirical in nature. Empirical research has not brought unambiguous findings with regard to some of the fundamental hypotheses of the theory of strategic groups. This has led researchers to raise fundamental questions about the usefulness of the concept of strategic groups. A number of approaches emerged in the 1980s that question some of the fundamental hypotheses of strategic groups theory. Our analysis shows that each approach has its limitations and that strategic groups theory is still the most comprehensive approach, addressing a number of issues of interest for strategy researchers. Given the problems identified at both theoretical and methodological levels, an exploratory approach is used in this research. An historical analysis of the dynamics of firms’ strategies and competitive structure in the UK grocery retailing industry between 1980 and 1995 is used to gather information. This forms the basis of the analysis of (a) the importance of similarities and difference in the strategies of comparable firms and (b) for understanding the mechanisms underlying industrial and business dynamics. The empirical research shows the severe limitations that characterise strategic groups at analytical, descriptive and theoretical levels. The information gathered in the empirical research is an important basis to start thinking about developing a better approach to analyse and explain the dynamics of firms’ strategies and competitive structures.
37
Wong, Bing-kwan Francis. "A comparison of the strategic teaching frameworks perceived by environmental pressure groups and secondary school teachers concerned with environmental studies in liberal studies." Click to view the E-thesis via HKUTO, 1992. http://sunzi.lib.hku.hk/HKUTO/record/B38626330.
Full text
38
Banik, Milon Marc. "Performance effects of strategic groups and task environments in food manufacturing industries : augmenting the Bain-Mason paradigm." Thesis, McGill University, 1992. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=56672.
Full textAbstract:
The concentration-profits relationship of the Bain-Mason paradigm is tested and an alternative "augmented model" is proposed which includes dimensions of task environments of food industries and industry strategy variables. The environment is characterized in terms of Dess and Beard's (1984) dimensions: munificence, dynamism and complexity.The augmented model was found to be a better descriptor of factors affecting the performance of the food industries than the Bain-Mason model. Profitability was found to be positively related to industrial concentration, and negatively related to munificence and complexity. No significant relationship between dynamism and profitability was found.
Further studies on the performance of the food manufacturing industries should include the use of strategic group typologies based on strategic behaviour specific to the food industries. It is also recommended that investigations of industry environments be conducted using multivariate measures of munificence, dynamism and complexity.
39
Курява, Ю. В. "Шляхи підвищення конкурентоспроможності підприємств ресторанного бізнесу." Thesis, 2020. http://dspace.oneu.edu.ua/jspui/handle/123456789/11702.
Full textAbstract:
роботі розглядаються теоретичні аспекти конкурентоспроможності підприємств ресторанного бізнесу, сутність конкурентоспроможності підприємств ресторанного бізнесу, чинники впливу внутрішнього і зовнішнього середовища на конкурентоспроможність підприємств ресторанного бізнесу, методичні підходи до оцінки конкурентоспроможності підприємства.
Проведено аналіз і оцінку конкурентоспроможності підприємства ресторанного господарства «Murphy’s pab» за ключовими елементом споживчої цінності «Продукція (П)», «Персонал (Р), «Сервіс (С) та «Імідж (І)».
Запропоновано та економічно обґрунтовано заходи підвищення конкурентоспроможності ресторану «Murphy's pab».Theoretical aspects of competitiveness of restaurant business enterprises, essence of competitiveness of restaurant business enterprises, factors of influence of internal and external environment on competitiveness of restaurant business enterprises, methodological approaches to evaluation of competitiveness of the enterprise are considered in the work. Analysis and evaluation of the competitive capacity of the restaurant «Murphy’s pab» on key elements of consumer value «Products(P)», «Staff(S)», «Service(S)», «Image(I)». Proposed and economically confirmed measures to increase the restaurant's competitiveness of «Murphy's Pab».
40
Morin, Alexander. "Situational Hitting: Strategic Lobbying in a Strategic Legislative Environment." Thesis, 2010. http://hdl.handle.net/1969.1/ETD-TAMU-2010-12-8700.
Full textAbstract:
Policy-minded legislatures have a number of tools to implement policy at their disposal.
On the one hand, they can write specific legislation and ensure that their policy wishes
are accurately carried out. On the other hand, legislatures can delegate this authority to
administrative agencies, and, with broad authority, allow them to formulate policy in a
manner consistent with the preferences of the agency. This "delegation game" has received
significant scholarly attention, and scholars have noted that the political context within
which legislatures make this decision affects whether or not delegation will occur. Scholars
have also examined the role that interest groups play in this game, yet studies at the interest
group level are few in number. Interest groups are strategic actors that formulate strategies
of lobbying in a manner that maximizes their potential influence per their resources. As
such, interest groups should formulate lobbying strategies that take into consideration the
delegation game that legislatures play when formulating policy.
In this paper, I develop a game-theoretic model of legislative delegation and examine
interest group lobbying strategies within that context. The equilibria from the game that
I present: (1) Confirm previous studies of legislative delegation that argue legislatures
delegate in a strategic manner given differing political conditions and (2) Suggests that
indeed interest groups are strategic actors who develop lobbying strategies based on the
expected actions of the legislature.
41
Chen, Chia-Ming, and 陳嘉明. "Strategic Groups and Performance:The Taiwan Securities Industry." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/19452056348263581693.
Full text
42
Hsieh, Hsu-Hui, and 謝旭惠. "Strategic Groups Analysis of Process and Methodology." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/jjhhvj.
Full textAbstract:
碩士銘傳大學
資訊管理學系碩士班
93
It has been thirty years since Hunt (1972) developed the concept of Strategic Groups. Ever since then, there have been many researches conducted in this area. The definition of the Strategic Groups is: a group of enterprises that take the same of similar strategic dimensions. These enterprises either fall within the same industry or, based on the scope commitment and resource commitment, form a specific group. Many literatures indicate that the phenomenon of Strategic Groups does exist in many industries. As a result, new research directions were derived in the areas of the performance differences, mobility barriers and the competition behavior. However, the methodologies developed by the researchers vary in great deal in terms of analysis processes. Without clear analysis processes, it is not practical to apply the methodology to real cases. This research tries to address the processes and methodology of Strategic Groups analysis. First, it employs the interviews, business press and public documents, literature and questionnaires to collect strategic variables. Second, it selects the strategic dimensions out of the variables based on two methods: direct selection based on Industrial Organization Theory (IOT) or Resource Based View (RBV); indirect selection based on Principal Component Analysis or Factor Analysis. The existence of the Strategic Groups will be proven through the Cluster Analysis. However, certain key Strategic Dimensions will likely become the mobility barrier between Strategic Groups, which prevents the enterprises to move between Strategic Groups. It also creates the entry barrier for potential entrants. The pre-requisite for the Strategic Groups Analysis is that an enterprise has to exist in one. The analysis focuses are in the areas of performance difference, mobility barrier and competition behavior. The follow-up research will in turn emphasize on Multivariate Analysis on the related Strategic Dimensions and Strategic Groups. Researchers can also focus on the strategic position of the Strategic Groups in the industry and the competitive advantages brought by the execution of the strategies, which hopefully will indicate the directions for the lower performing groups to move towards the higher performing groups.
43
Chih, Cheng-Chih, and 職誠志. "Dynamic Analysis of Strategic Groups in Taiwanese Banking." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/xek3fm.
Full textAbstract:
碩士國立臺灣科技大學
企業管理系
94
The financial system of banking in Taiwan became totally different situation after “the act of financial holding company” passed. This paper applies the analysis of dynamic strategic groups to Taiwanese Banking which is owned by financial holding company. By the way of dynamic analysis of strategic groups, we could achieve our purposes about whether banking in Taiwan exist strategic groups or not, the changes in strategic decision, the moving barrier in banking and the strategic tendency existed in banking. This paper takes 13 banks as example and makes a long term analysis for 5 years from 2000 to 2004. Besides this paper creates 8 different strategic variables based on the dimensions of scope and resource deployments which is developed by Hofer and Schendel. In the part of research method, this paper applies the method of Box’s M test, Hotelling’s T square test, cluster analysis, analysis of variance and Pearson correlation analysis to achieve our research purposes. According to the results of this research, we find there were two stable strategic time periods existing from 2000 to 2004 and 3 groups existed in each period. In the viewpoint from the structure of banking in Taiwan, this research found 1. The number of strategic groups in Taiwan was stable 2. It was difficult for banks to change their strategy from one group to another 3. It was not statistically obvious that all the strategic groups would change their strategic position at the same time. On the other sides, this research found 1. The strategic group itself didn’t change their strategy obviously 2. The strategy followed by each group contained a kind of tendency historically.
44
Li, Pu-Sheng, and 李普甥. "Strategic Groups And Perforance In Taiwan Banking Industry." Thesis, 1994. http://ndltd.ncl.edu.tw/handle/47667479158137340302.
Full textAbstract:
碩士國立交通大學
資訊管理研究所
82
Competitons in Taiwan banking industry has become vigorous since the deregulation of financial institutes in 1980. Hence, how to effectively manage bank''s fund is getting critical for Taiwan''s Banks. The thesis attempt to find the strategic groups and their competitive strategies for the Taiwan banking industry through the differentiation of fund management among banks. The sample includes 22 Taiwan''s domestic commercial banks. The thesis uses the variance analysis method proposed by Olson & Sollenberger (1978) to decompose the profit margin variance of banks into three effects: the volume, the rate and the mix effects. Then we use cluster analysis to group the banks based on these three effects during different interest rate periods from 1979 through 1992. Field interviews of bank''s CEO''s and experts are conducted to explore the underlying strategies for strategic groups with special performances. As a result, we found the existence of strategic groups in Taiwan banking industry. As the interest spread continuing shrinking, the strategic variance of fund management among banks enlarges. Four competitive strategies may lead to good performance:first, having national or multinational network, second, focusing on local bank; third, having ability to create timely new services; last, owning expertise in special area. In addition, sometime fund management is not the only major factor but government policy or bank''s imposed special mission determine their competitive strategy formulation
45
Kang-Lin, Peng, and 彭康麟. "Research on Strategic Groups of Semiconductor Trade and the Motive of Their Strategic Alliance." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/28260601863364770166.
Full textAbstract:
碩士國立中興大學
企業管理研究所
86
The purpose of this research is to take whole semiconductor industry as theresearch subject, and by the idea of strategic group to group the manufacturers toexplore the strategic group formed by industry, and the difference of competitivestrategy among every groups. Then explore whether there is any connection amongstrategic group of semiconductor industry and four enterprise growing strategic modesthey adopted, such as and the internalized development, merger, contractedtransaction. Finally, by the idea of strategic group of semiconductor trade, make thecertification research to the motive theory of strategic alliance, and explore theconnection between competitive strategy of semiconductor industry and motive ofstrategic alliance.The statistic methods this research adopted include factor analysis, groupanalysis, distinction analysis, variable analysis, Duncan-test, X2-test, Kruskal-Wallistest, and conanical analysis.The conclusion of this research is as follows:1. There are five strategic groups existing in Taiwan semiconductor industry.Under whole competitive situation in semiconductor, there are five groups existing,and in each group use similar competitive strategy for keenly direct competition.Therefore, manufacturers may, according to such conclusion, define its opportunity,threaten, advantage, disadvantage in semiconductor, and further prepare individualcompetitive strategy to lower competition or create competitive advantage.2. There is a little evident difference among each strategic group of Taiwansemiconductor industry.During different strategic groups in Taiwan semiconductor industry, because moredifferent strategy that the competition situation is smoother, however, there aredifferent competitive degree and profitability that manufacturer may further explorethe future development trend. The possible methods contain using different strategy totransfer to more profitable strategic groups, enhancing the competitive position in thestrategic group, adopting new strategy in order to establish new strategic group,raising the movement obstacle. And enhancing the structure position of existinggroups, so as to lower competitive degree and ensure current profits.3. There is no connection between the formation of each strategic group of Taiwan semiconductor industry and the background of their manufacturers.The meaning of this conclusion is that the forming of strategic groups of Taiwan semiconductor manufacturers is only more connected with competitive strategy adopted. That means there is close connection between up-stream and low-stream of Taiwan semiconductor industry. The employment of strategy needs their completecoordination. If describes by value-chain theory that the external links of value-chain among manufacturers is very important accordingly.4. There is only contracted transaction, of four enterprise-growing strategic modes, connected with the strategic groups in Taiwan semiconductor industry. The forming of each strategic group is only evidently connected with contracted transaction activities. It represents that, in addition to the difference of competitive strategy among Taiwan semiconductor industry groups, there are certain groups always use contracted transaction activities to promote the competitive position of manufacturers, even groups. The advantages acquired by contracted transaction activities increase the difference and competitive advantage among groups.5. There is evident difference of the motive among each strategic group in Taiwan semiconductor industry to plan performing strategic alliance.Since the difference of alliance motive among groups that there will be difference come out in confirming the goal of alliance, type of alliance, selection of allies, and the performance of alliance. If semiconductor manufacturers adopt the strategic alliance, such as contracted transaction mode, it will become enterprise growing strategic mode of another increasing competitive advantage difference among groups.6. There is certain connection between competitive strategy and motive to plan performing strategic alliance for Taiwan semiconductor industry. Namely, after manufacturer performed some competitive strategy, its planned strategic alliance sometimes will cause certain motive or purpose in line with its strategic mode.
46
Chien, Hsing Yu, and 簡幸瑜. "Strategic Groups and Performance of Housing Companies in Taiwan." Thesis, 1993. http://ndltd.ncl.edu.tw/handle/39813509898388172974.
Full text
47
Lu, Chien Chih, and 盧建志. "Strategic groups and operational characteristics: Taiwanese investments in China." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/36049162605731755495.
Full textAbstract:
碩士亞洲大學
國際企業學系碩士班
97
In recent years, the economic environment of Taiwan has changed; Taiwanese enterprises have turned to invest to foreign market directly to accommodate themselves to the height competition in the world. According to the information form Department of Statistics, Ministry of Economic Affairs, China has been the main area which Taiwanese enterprises invest to, so the scholar and government start to pay much attention to which strategy groups they will choose and what kind of effect will be make about the operation modes. But Taiwanese enterprises are not main role of other studies in the past, for this reason, this study use those who invest in China to be the main object. In light of these studies, we can use different types of investment motive including "Resource seeking", "Market seeking", "Technology seeing", and “Network seeking” to separate the Taiwanese enterprises to three different kinds of strategy groups, which are "Prospector", "Analyzer", and "Defender". Based on the strategy groups and operation characteristics, this research approves that these three strategy groups indeed have a notable relation to operation modes including “Capital Mode”, “Technical Developing mode”, “Sale Mode”, “Material Input Mode”.
48
Tang, Yong-Jheng, and 湯詠爭. "Strategic Difference Modulate Prediction Error Sensitivity across Age Groups." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/64245238387851838062.
Full textAbstract:
碩士國立臺灣大學
腦與心智科學研究所
103
In this present study, we examined how young and older adult differences in the complexity of strategy during value-based decisions involving integrating probability and magnitude contribute to age differences in neural prediction error responses for outcome learning. We hypothesized that more older adults adopt a less complex strategy than younger adults, with less effective weighting of probability or magnitude information for decisions, resulting in neural prediction error differences upon receiving feedback. Moreover, prediction error responses should not dissociate older from younger adults adopting similar strategies. We assessed complexity of decision strategy and prediction error responses in young and older adults using a lottery choice task in a functional magnetic resonance imaging (fMRI) experiment. Our results show that older adults had reduced gain prediction error (positive neural response) but greater loss prediction error (negative neural response) in fronto-striatal regions. In addition, whereas younger adult bilateral insula responded to losses, this was not observed in older adults. Further, a greater proportion of younger adults used more complex strategy than older adults. Older adults in the same strategy group as younger adults demonstrated comparable fronto-striatal prediction error responses. However, strategy did not influence age effects on insula responses. These findings suggest that decision strategy preference contributed more to fronto-striatal neural prediction error rather than biological age effects on feedback learning. Once strategy during choice is accounted for, age differences in fronto-striatal prediction error during feedback were eliminated. Notably, age differences in insula response to losses were insensitive to strategy suggesting a more prominent role of biological aging in this brain area for decision-making and feedback-learning.
49
Wang, Chia-ching, and 王家慶. "Association of strategic alliances and organizational performance, using co-branded cards in Taiwan as an example." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/23235182829097102403.
Full textAbstract:
碩士世新大學
企業管理研究所(含碩專班)
101
Strategic alliances between enterprises began from technical cooperation between American companies. In the recent decade or so, as the pace of economic globalization and industrial liberalization accelerated, strategic alliances in advanced industrial countries and enterprises of emerging industrialized countries, including Taiwan, South Korea, Hong Kong, etc., have had a large growing trend. Due to faster speed in alliance formation, compared to the hierarchical organization, it is more flexible, has lower risks, requires less capital, and has more limited costs of human resources. Compared with the M&A (mergers and acquisitions) mode, manufacturers can complete a number of strategic alliances at the same time with lower cost. In terms of the market, the alliance has greater vicinity of social values, a whole culture, brand reputation, and other social control mechanisms, and the advantage of being more favorable to the high level of professional coordination between the manufacturers. In recent years, in the bank liberalization and internationalization trend, the market competition environment in Taiwan’s financial sector is becoming increasingly fierce and intense, resulting in a drastic reduction in operating and profit space and all banks to actively look for expansion pathways. Under this premise, along with the rise of the strategic alliance, the strategic alliance itself has become an important business strategy to enhance their competitiveness and value or to pursue synergy, regardless of whether they are interbank or cross-industry, domestic or foreign alliances. For card users, the basic swiping function has been unable to meet consumer demand. Depending on the functionality and equity required, different consumers select different card issuers. However, no one can make completely correct predictions and evaluations of the future of the credit card market. However, we can provide the co-branded products in accordance with consumer preferences and demand and expect to achieve the purpose of giving the customer a multi-purpose card to further enhance cardholders’ use and consumption frequency and thus build loyalty. Therefore, whether strategic alliance can really enhance the performance of the company is the topic this paper mainly discusses. In this study, the case study method was used to explore the impact of the strategic alliance of domestic listed banks on the co-branded cards issue volume of the bank.
50
Tung, Huang Chin, and 黃錦棟. "The strategic groups and competitive interaction of global fitness industry." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/48594607043032354240.
Full textAbstract:
碩士東海大學
管理碩士在職專班
95
Most of ‘dynamic strategic group’ research has indicated that static state and final term analysis of strategic group can not describe in detail the forming reason and expansion path of strategic group. Therefore, we will use the year 2001 and year 2006 as the research period, instead of using the yearly research model of previous dynamic strategic group, to take into consideration the delay effect of the strategic action. This research will try to predict the change trend inside of industrial group by observing movement of strategic group and firms during these two years. Further, by interviewing with the professional and using second hand data to explain the moving reasons to make proposal to the following firms (including new entry firms and the firms beyond top 10). The difference between this research and others is this research emphasizes more on the description of competitive action inside of industrial group, position of the group, and the evolution. Performance of firms is not the key point. Also, although there are some researches based on the traditional industry, but there has not been any by scholars based on the fitness industry. This research can increase the conviction level of strategic group theory in practice. The procedure of this research is to confirm the research scope, to study the theoretical gap and trend on this scope, to form the motivation and goal of this research, further to study related articles, finding the most appropriate research analysis tools, collecting industrial data of research object (second hand data and interviewing professional), coming up with the strategic group dimensions, measuring variables and operational definitions and then collecting the individual firms data for static method analysis by using MDS (Multidimensional Scaling), group analysis and variable analysis. According to the result of grouping, this research name the groups of the top 10 firms belong to and analyze the competitive action, strategic target and resource allocation difference. Finally, the conclusion and proposal will be brought up by research result and finding.