To see the other types of publications on this topic, follow the link: Strategic implementation.
Dissertations / Theses on the topic 'Strategic implementation'
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 'Strategic implementation.'
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
Zázvorka, Tomáš. "Strategické řízení." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-150214.
Full textAbstract:
The goal of this master's thesis is to perform a strategic analysis, to formulate a strategy on its basis and to propose the way of implementation and control of the strategy for the SAP division of the Pontech s.r.o. company and to contribute to successful implementation of strategic management system in this division and company. The thesis consists of two main parts. In the first, theroretically-metodological, part the terms and theories of strategic management and strategy are explained first and then the most common tools and methods of strategic analysis and further phases of strategic cycle i.e. formulation, implementation and control, which are used in the second, analytical, part, are mentioned. The analysis of macro and microenvironment, the analysis of internal resources and capabilities and the synthesis in the form of SWOT analysis is thus performed gradually, a strategy is formulated on that basis and after all the way of implementation and control of a strategy is performed using the principles of Balanced Scorecard system.
2
Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.
Full textAbstract:
This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry.<br>Thesis (PhD)--University of Pretoria, 2008.<br>Tourism Management<br>unrestricted
3
Filoušová, Petra. "Návrh strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221622.
Full textAbstract:
This master´s work deals with the analysis of the current situation of the company and her key competitors. It includes project such as strategy of company, which helps to keep and strengthen the current position of the company on the market.
4
Pires, Carlos Hipólito Alves Mendes. "Eurofrozen: international strategic implementation plan to Brazil." Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10450.
Full text
5
Nel, Nevin Narhan. "The effect of strategic project leadership elements on successful strategic management implementation." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018931.
Full textAbstract:
Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
6
Thechtakerng, Sunee. "The Implementation of Strategic Alliances By Thai Firms." Doctoral thesis, Universitat Autònoma de Barcelona, 2003. http://hdl.handle.net/10803/3954.
Full textAbstract:
Aquest estudi, l'adopció d'aliances estratègiques per part de les empreses tailandeses, centrat en la relació entre la conducta dels socis, l'estructura de govern de l'aliança i la satisfacció de les empreses que participen en aquests acords en els districtes industrial a Tailàndia, s'ha operacionalitzat integrant la Teoria de Costos de Transacció (TCT), la Teoria dels Drets de Propietat (PRT) i la Teoria del Valor Transaccional (TVT). Les proposicions que s'han derivat d'aquesta integració s'han contrastat mitjançant la informació aportada per 503 empreses d'aquests districtes industrials aplicant unes regressions logístiques. Els resultats han donat suport al model plantejat i han permès contrastar pràcticament totes les hipòtesis formulades en el sentit esperat. Així, les aliances estratègiques que adopten una estructura que suposa la propietat compartida són més probables de ser més efectives com a estructura de govern d'un acord quan la col·laboració és altament complexa en termes d'incertesa, mentre que les estructures que suposen propietat separada són preferides quan els nivells de confiança entre els socis són alts. Els resultats també mostren com les estructures que impliquen propietat separada són més probables de ser escollides com a formes de govern d'una relació quan l'alta probabilitat d'observar un comportament oportunista es compensa pels beneficis futurs esperats de la relació. A més, els resultats de l'anàlisi de variança realitzat suporten amb fermesa que la satisfacció de les empreses amb l'aliança és independent de l'estructura escollida per governar-la si aquesta estructura s'ha seleccionat considerant aspectes de la Teoria dels Costos de Transacció, de la Teoria dels Drets de Propietat i de la Teoria del Valor Transaccional. <br/>Per tant, els resultats de l'estudi suggereixen la necessitat de considerar un marc integrador, constituït per les teories abans esmentades, per estudiar la relació entre conducta dels socis d'una aliança, l'estructura que aquesta adopta i la satisfacció de les empreses participant en l'acord.<br>This study, the implementation of strategic alliances by Thai firms which focused on the behaviour of partners, the governance structure and the satisfaction outcome of firms in industrial districts in Thailand was operationalized integrating the Transaction Cost Theory (TCT), the Property Rights Theory (PRT), and the Transactional Value Theory (TVT). The propositions were then assessed on the basis of a survey of 503 firms in industrial districts in Thailand. Logistic regression analysis results generally supported the model and hypotheses, suggesting the need for a greater focuses on the TCT, the PRT, and the TVT to study the relationship of partners' behaviour, governance structure, and satisfaction of allied firms. We further found that collaborative alliances (Joint Ownerships) were more likely to be effective as the governance form when collaborations were highly complex in terms of uncertainty, whereas Separated Ownerships were preferred when the level of trust was high between partners. The findings also showed that Separated Ownerships were more likely to be selected when the highest probability for opportunistic behaviour was compensated by the expected future benefits. Moreover, ANOVA analysis result strongly supported that satisfaction of the firm with the alliance should be independent of the implemented structure, if this has been selected taking into account aspects from the TCT, the PRT, and the TVT.
7
Jägryd, Rebecka, and Amanda Sörum. "Styrning av strategisk implementering : En studie på Varbergs Stadshotell & Asia Spa." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25592.
Full textAbstract:
Syfte: Syftet med denna studie är att beskriva samt analysera styrningen av strategisk implementering på Varbergs Stadshotell & Asia Spa. Syftet är dessutom att förklara och förstå styrning utifrån begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. Teoretisk referensram: Studiens huvudområde är styrning av strategisk implementering. För att beskriva styrning har vi brutit ner styrning till begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. I referensramen får läsaren en förståelse för uppsatsens huvudområde utifrån redan existerande teorier. Metod: Denna studie tillämpar ett hermeneutiskt synsätt och en induktiv ansats där empiri går mot teori. Resultatet av denna studie togs fram genom en kvalitativ metod med hjälp av personliga intervjuer på Varbergs Stadshotell & Asia Spa. Empiri: Empirin sammanställdes genom fem personliga intervjuer med aktörer från Varbergs Stadshotell & Asia Spa. Intervjuer genomfördes med stöd från framtagna intervjuguider. För att säkerställa trovärdigheten har samtliga intervjuer godkänts av respektive respondent före publicering i denna studie. Slutsats: Vår uppfattning är att den strategiska implementeringen på Varbergs Stadshotell & Asia Spa styrs främst av ägarna och hotelldirektören. Vi har i slutsatsen även kommit fram till att personalen på Varbergs Stadshotell & Asia Spa involveras i beslutsprocessen, genom att få komma med åsikter och idéer. Vår uppfattning är även att de strategiska beslut som rör företagets och avdelningarnas mål samt visioner fattas av ägarna och hotelldirektören.<br>Objective: The objective of this study is to describe and analyze the management of strategic implementation at Varbergs Stadshotell & Asia Spa. Further, the purpose is to explain and understand management based on the concepts of strategy, strategic leadership, decision-making and strategic implementation. Theoretical framework: This study focuses on the management of strategic implementation. To describe management, we have broken down the term management into the concepts of strategy, strategic leadership, decision-making and strategic implementation. The theoretical framework gives the reader an understanding of the main subject of this thesis based on existing theories. Methods: This study applies a hermeneutic perspective and an inductive approach in which the empirical evidence is analyzed against the theoretical framework. The result of this study was developed through a qualitative research method and interviews were conducted with employees from Varbergs Stadshotel & Asia Spa. Empirical evidence: The empirical data used I this study was compiled through five interviews with employees from Varbergs Stadshotell & Asia Spa. The interviews were conducted using interview guidelines developed by the authors of this study. To ensure credibility, all the interviews were approved and proof read by the respective respondent prior to publication of this study. Conclusion: In our opinion the strategic implementation of Varberg Stadshotell & Asia Spa is primarily controlled by the owners and the hotel manager. We have also reached the conclusion that the staff at Varberg Resort & Spa is involved in the decision making process, by being allowed to express their opinions and ideas. Further, our research shows that the owners and the hotel manager make the strategic decisions relating to the hotel ́s and departmental goals and visions.
8
Abdulhadi, Samer Nazmi. "Strategic Decisions Creation-Implementation (SDCI) process : an empirical study." Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9725.
Full textAbstract:
The aim of this research was to explore empirically how firms create and
implement strategic decisions (SD’s). The research was inspired by the need to
understand further organizational process underpinning SD’s phenomenon and
potentially contribute to the overall performance of firms.
Previous research on SD’s has been focusing on the formal strategic planning
approaches, which have been criticized for their highly prescriptive views of
SD’s, separating creation from implementation, and focusing on the content and
discrete elements rather than the holistic process. Despite all these studies, our
understanding of the actual nature of the SD phenomenon from creation to
implementation remains incomplete. Motivated by the need to look empirically
and holistically at this very complex social phenomenon, this research
problematizes the above aspects of SD’s literature and positions this research
within a wider social and descriptive process based approach.
The research employed qualitative and Analytic Induction (AI) methodologies,
and addressed the above need in three projects. The objective of each project
has evolved and lead to the emergence of the final findings, which suggest a
possible answer to the overall research aim. The Scoping Study proposed a
theoretical framework of successful SD’s implementation factors. Project 1 went
further and investigated these factors empirically. Project 2 developed
empirically the process of how people actually create and implement SD’s. In
Project 3, this process was analysed through the theoretical lens of the
sensemaking perspective and was applied by practitioners through an
empirically tested diagnostic tool.
This research has made a step towards a better understanding of SD’s in
practice and contributed to the academic knowledge by proposing a different,
yet viable descriptive process, which can improve the overall quality of the SD’s,
and potentially lead to better performance.
9
Black, Kurt D. "An investigation of strategic planning implementation and deployment efforts." Thesis, Virginia Tech, 1994. http://hdl.handle.net/10919/42628.
Full textAbstract:
Many American organizations have reported dissatisfaction with the results of their
strategic planning, TQM, or other large-scale change efforts. Some have even
abandoned their efforts all together. According to the literature, the major problem
seems to be with implementation and deployment.
One of the major obstacles that organizations face in the implementation and
deployment phase of their planning effort is the loss of momentum. They seem to get
the ball rolling and generate a lot of initial excitement but then after some period of time,
the energy level begins to decline. All of the work: that was put in at the beginning
seems to get cast aside in order to "get the job done" or to ''fight fires."
In an effort to provide American organizations with some recommendations for
successful implementation and deployment, this research addressed two questions:
(1) What are the "root causes" leading to an organization's strategic planning effort to
lose momentum during implementation and deployment, and (2) Does it appear that
''Hoshin'' organizations struggle with these root causes to a lesser degree than
"Non-Hoshin" organizations?<br>Master of Science
10
COSTA, FABIO DE MOURA. "STRATEGIC OUTSOURCING: A MODEL TO SUPPORT ITS IMPLEMENTATION." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6591@1.
Full textAbstract:
PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO<br>O outsourcing vem crescendo como uma modalidade de negócios
no Brasil ao
longo da última década. Inicialmente concentrado nas
funções de tecnologia da
informação, logo se expandiu para a indústria de
telecomunicações, após a
privatização das operadoras de telefonia em 1998. No
entanto, apesar dos grandes
negócios realizados nos últimos 4 anos, e de sua
implementação continuar sendo
considerada complexa e de alto risco, há indicadores que
apontam para uma forte
tendência de crescimento desta prática no país ao longo dos
próximos anos. A
inserção do outsourcing num contexto estratégico, tratando-
o como uma espécie de
aliança estratégica, buscaria obter, então, não só melhores
resultados referentes à sua
implementação, mas também a construção de vantagens
competitivas sustentáveis
para ambas as partes envolvidas. O objetivo principal desta
tese foi o de desenvolver
um arcabouço analítico que pudesse auxiliar na
implementação eficaz do outsourcing
de funções críticas pelas empresas atuantes no país. Para
tanto, iniciou-se a pesquisa
por meio do desenvolvimento de sua fundamentação teórica, a
qual buscou endereçar
a conceituação do outsourcing, as implicações decorrentes
de sua implementação e a
sua categorização como um tipo de aliança estratégia.
Depois de apresentada a
fundamentação teórica, foi criada uma proposta de tipologia
para o outsourcing, que,
juntamente com os métodos selecionados para a pesquisa,
serviu de base para a
realização das fases subseqüentes da tese. Por fim, foi
proposto um arcabouço,
estruturado na forma de passos, para auxiliar a
implementação do outsourcing de
funções críticas, inserindo-o num contexto estratégico de
forma a possibilitar a busca
por vantagens competitivas sustentáveis. Novamente um novo
estudo de caso foi
apresentado, desta vez com o propósito de avaliar,
preliminarmente, a possibilidade
de utilização do arcabouço em um caso real de outsourcing
dentro de um contexto
estratégico. Os resultados obtidos por esta avaliação, e
sustentados pelas atividades
realizadas anteriormente, permitiram a contribuição desta
tese tanto no campo
acadêmico quanto na prática gerencial, tratando
primeiramente o outsourcing como
um meio para a formação de alianças estratégicas e
fornecendo, para a prática
gerencial, um arcabouço para orientar sua implementação de
forma a se obter
melhores resultados e a se buscar desenvolver vantagens
competitivas sustentáveis.<br>Outsourcing has been growing as a mode of business in
Brazil over the past
decade. Initially concentrated in information technology
functions, it soon expanded
to the telecommunications industry following the
privatization of telephony operators
in 1998. However, in spite of the major business that have
been closed over the past 4
years, and the fact that their implementation continues to
be considered a complex,
high-risk operation, there are indicators pointing to a
strong trend towards growth in
this activity over the next few years in Brazil. The
insertion of outsourcing in a
strategic context in which it is treated as a kind of
strategic alliance would therefore
seek not only better results concerning its implementation,
but also the construction
of sustainable competitive edges for both of the parties
concerned.The main purposes
of this thesis was to develop an analytical framework that
can help companies
operating in Brazil effectively outsource critical
functions. Therefore, the research
started from the development of its theoretical basis,
which sought to address the
definition of the outsourcing concept, the implications of
its implementation, and its
categorization as a kind of strategic alliance. Upon
introduction of the theoretical
basis, an outsourcing typology was proposed which, together
with the selected
research methods, served as a basis for the subsequent
stages of the thesis.In
conclusion, a framework was proposed in a step-by-step
structure to assist in the
outsourcing of critical functions, inserting it into a
strategic context so as to allow
sustainable competitive edges to be sought. A new study
case was presented, this
time for the purpose to preliminarily evaluate the
possibility of using the framework
in an actual outsourcing case within a strategic context.
The results obtained from
this evolution and supported by the activities that were
previously conducted allowed
this thesis to contribute to both the academic area and the
managerial practice,
treating outsourcing firstly as a means to form strategic
alliances, and providing the
managerial practice with a framework to guide its
implementation in such a manner
as to get better results and seek to develop sustainable
competitive edges.
11
Heckroodt, Steyn. "A strategic marketing approach to Internet marketing implementation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51625.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2000.<br>Some digitised pages may appear illegible due to the condition of the original hard copy.<br>ENGLISH ABSTRACT:
The Internet encompasses a wide range of applications. Since its arrival in the computer
technology industry, it has covered substantial grounds in the development as an
tool/medium to enhance commerce. It has also brought along with it problems and new
challenges to each level of managerial competence in the business world.
The researcher shows through this study project the importance of business strategy
and functional level strategy (marketing) as the basis for the implementation and
utilisation of Internet marketing as a marketing tool.
Conventional business and marketing practices are used in terms of strategic planning
and formulation, to illustrate the importance of the strategic factor when incorporating
the Internet into the daily business practices of companies. This study project relates
specifically to Internet marketing and elaborates on various aspects of the marketing
function to support the premise that the Internet is merely a tool, which can extend the
company marketer's existing capabilities. The researcher aims to suggest that the
Internet does change/extend numerous business practices, but the core principles in so
far as strategic management is concerned, still needs to be adhered to.
The researcher refers to numerous real life examples to highlight these points and make
the practical application of its guidelines in terms of Internet marketing implementation
and utilisation as easy as possible to understand and follow by the company marketer.<br>AFRIKAANSE OPSOMMING:
Die Internet behels 'n wye reeks toepassings. Sedert die verskyning van die Internet in
die rekenaar tegnologie bedryf, het dit aansienlike vordering gemaak ten opsigte van die
aanwending as 'n "medium" om besigheid te verbeter. Dit het egter ook sy eie probleme
en nuwe uitdagings saam gebring vir elke vlak van bestuursvernuf in die korporatiewe
besigheidsarena.
Die navorser toon by wyse van hierdie werkstuk die belangrikheid aan van 'n besigheidstrategie
en 'n funksionele vlak strategie - spesifiek bemarking - as die basis vir die
implimentering en aanwending van Internet bemarking.
Konvensionele besigheids- en bemarkings praktyke word gebruik, in terme van
strategiese beplanning en formulering, om die belangrikheid van die strategiese aspek
aan te toon wanneer dit kom by die inkorporering van die Internet by die daaglikse
besigheid van maatskappye. Aangesien die onderwerp van hierdie werkstuk spesifiek
verband hou met Internet bemarking, brei die navorser uit oor die verskeie aspekte van
die bemarkingsfunksie om sodoende sy siening te ondersteun. Dit is dat die Internet
slegs as 'n medium gebruik moet word om die bestaande bevoegdhede van die
bemarker uit te brei. Die navorser poog om aan te dui dat die Internet wel talle
bestaande besigheidspraktyke verander, maar dat die kern-beginsels in so verre
strategiese bestuur aan betref, steeds aandag moet geniet.
Die navorser verwys na verskeie werklike voorbeelde om hierdie punte te beklemtoon
en om die praktiese toepassing van die riglyne in terme van In Internet bemarkingstrategie
so maklik moontlik te maak om te verstaan en toe te pas deur die maatskappybemarker.
12
Pipa, Tomás Manuel Macedo Lousada Loureiro. "Papo D’Anjo - International strategic implementation plan to Brazil." Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10099.
Full textAbstract:
A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics<br>The objective of my work is to help a Portuguese company, Papo D'Anjo, to achieve its strategic goals by elaborating an International Strategic Implementation Plan to enter into Brazil.
In order to succeed in this Strategic Plan I have studied the history of the company, the way it is organized, it production process, its revenues and market distribution. I did a SWOT and a TOWS analysis.
Regarding the chosen market, Brazil, I did a PEST analysis to better understand it and I also conducted a detailed research into the Brazilian Textile Sector, the Luxury Children Clothes Market segment and the way the Brazilian luxury consumer behaves. After the studies and analyses that I mentioned before, I concluded the best way for Papo D'Anjo to enter the Brazilian market.
13
Šenkeříková, Eva. "Návrh implementace metody Balanced scorecard ve společnosti Invia.cz a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225284.
Full textAbstract:
The Master’s thesis deals with question of strategic management. It is focused on performance measurement Invia.cz, a.s. using the Balanced Scorecard method. Theoretical part describes concept of the Balanced Scorecard and proces of its implementation. The next part of thesis includes strategic and financial analysis which serves as the basis of this concept. A major part includes proposal of concept implementation into the strategic management. At the end, possible risks and anticipated benefits of this method are evaluated
14
Wiberg, Linnea, Linda Nyberg, and Sjödin Viktoria. "Strategic Renewal and Management Control Systems : The Implementation Process of Strategic Renewal Through MCS." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26684.
Full textAbstract:
Background: Strategic renewal is a phenomenon where companies decide to do strategic alterations with the aim to improve their stasis in the current market (Kiesler & Sproull, 1982). This can be accomplished in several ways; in this report the focus is on management control systems and how they are incorporated in the strategic implementation process in order to drive and generate renewal. Management control systems are considered to be an important aspect of the strategy process (Simons, 1994). Purpose: The purpose of this thesis is to analyze to what extent and in what form interactive and diagnostic management control systems are employed in large organizations in order to drive strategic renewal. Methodology: This is a qualitative research with an abductive approach that is based on a single case study. Through interviews we answer how management control systems are used in the implementation process of strategic renewal on different levels of an organization; we have made ten interviews with top-, middle- and operational management. Conclusion: Our main finding is that the process of implementing a successful strategic renewal through the adoption of MCS is not a linear one. The process is continuous and conducted in a circular manner; this also implies the interrelation of the variables.
15
Dostál, Lukáš. "Návrh strategie firmy KOSYKA s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224152.
Full textAbstract:
The thesis solves a new proposal strategy of the company KOSYKA, Ltd.. The theoretical part specifies options strategy and its types. The practical part of the thesis analyzes the current condition of the company and the resulting proposal for a new strategy.
16
Harrington, Denis. "Empirical study of quality management practices in selected UK hotels." Thesis, London South Bank University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245040.
Full text
17
Tapsell, Jane. "Change processes and team implementation : strategic and operational issues." Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/14467/.
Full textAbstract:
This is a study of the organisational change to self-managed team working in UK-based manufacturing organisations. There are few models to guide research into the organisational change to team working and this study focuses on the under-researched area of the implementation process. Descriptions of team development models imply a smooth, linear change process. Yet this strategic change involves major restructuring at an operational level and in reality is a complex and political transition process that unfolds in unpredictable directions. This research proposes a processual framework to explore team development and to increase understanding of the ways in which this transition is shaped at critical junctures. This research was based on case study data collected over periods of up to five years in four brownfield, manufacturing organisations. This data provided detailed illustrations of the major challenges facing organisations in the transition to self-management. Specifically, the research findings indicated that the change to self-managed team working was an unfolding, non-linear process and that its success was shaped not only by the congruence between team design and production setting, but also by the congruence between new work structures and supporting organisational arrangements. Senior management commitment was pivotal to the success of the change process, as were clear definitions of operational roles and required actions and behaviours. Finally, the research indicated the importance of key players adopting appropriate change-driver roles and of paying attention to political tensions and perceived threats associated with changes to traditional role demarcations. This research increases understanding of the implementation and development of self managed work teams at an operational level and the results may be of considerable practical use for organisations in determining their strategies for organisational change and development.
18
Chen, Keyu. "A strategic decision making framework for organisational BIM implementation." Thesis, Cardiff University, 2015. http://orca.cf.ac.uk/88267/.
Full textAbstract:
Decision making during the adoption of Building Information Modelling (BIM) in current AEC projects is believed as a key element to improve both BIM performance and project outcome. In order to provide the most informed decision and strategic plan, two vital elements are required: a comprehensive set of decision making criteria and a reasonable priority system. The literature analysis has revealed that existing assessment frameworks have limitations concerning these two elements. Therefore, this research has been designed to develop a more effective BIM evaluation Framework (BeF), to assist new BIM users and also provide a more effective implementation approach for BIM. In order to accomplish this objective, research steps of theoretical and empirical nature have been adopted: (a) a multi-dimensional BIM implementation Framework (BiF) was proposed based on the literature review; (b) use of a case study to test the proposed BiF on a real-life project; (c) a questionnaire approach to test the comprehensiveness of the proposed BiF on an industry level; (d) applying the Delphi method to further refine the proposed criteria in a specific context; (e) using the Analytical Hierarchy Process (AHP) to develop a BeF and providing priority shifting for a more preferable strategic goal in Arup ShenZhen office (ASZ); (f) developing a validation system to prove the efficacy of the proposed BeF. The adoption priority and approach of BIM could be influenced by policies, culture, business structure, legislation etc. As a result, a specific context, China has been selected for this work. The research result could assist decision making in BIM management in the ASZ for a higher BIM performance. The framework by the Delphi method is suitable for the selected context: China. The proposed Delphi and AHP methodological framework can be replicated to assist decision making of BIM management in any AEC organisation.
19
Lagosha, Olena. "Implementation of the Strategic Management of a Selected Multinational Company in the Selected Country." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-16839.
Full textAbstract:
In terms of the world globalization multinational companies are becoming more significant in the international trading system. One of the main conditions for opening the new market by a multinational company is an effective system of the strategic management. This thesis is aimed at analyzing the ways of LUKOIL operations in Ukraine. Moreover, the specific attention of the paper is devoted to the LUKOIL activities in the country. Taking into account all the particularities of the Ukrainian market, the conclusion provides clear evidence about the successful implementation of LUKOIL formulated strategy in Ukraine.
20
Mabuela, F. M. "The implementation of strategic planning and management in the Waterberg Municipalities, Limpopo Province." Thesis, University of Limpopo, 2015. http://hdl.handle.net/10386/1213.
Full textAbstract:
Thesis ( MPA.) --University of Limpopo, 2015<br>The aim of the study is to evaluate the implementation of the strategic planning and
management in Waterberg District municipalities and to identify any constraints that
might be affecting the implementation of strategic planning and management which is
the basis for poor service delivery, which in turn, causes service delivery protests by
members of the public against municipalities, and in order to provide policy
recommendations.
Therefore, the approach to the research is qualitative because the study solicited for
views and opinions of respondents, in this case, public officials, politicians and
members of the public. The secondary data aspect included the reviewing of
documents of different municipalities in terms of planning and their own management
styles. The quantitative approach is also applied in this study to validate the municipal
performance score cards which is a content analysis.
Data were collected through questionnaires and interviews. The findings reflected the
key issues with regard to the impact of the implementation of strategic planning and
management in municipalities in the Waterberg district Limpopo Province. The study
revealed appropriate opportunities for possible interventions to improve the
implementation of strategic planning and management. The general conclusion as
revealed by the study is that the municipal strategic plans are not successfully
implemented and not properly managed. The audit opinions awarded to the
municipalities bear reference to the matter. The study provided recommendations for
municipalities to improve on the implementation of strategic planning and
management. For instance, strategic plans need to be aligned with other municipal
plans and the plans of other government spheres, namely, the provincial and national
spheres of government; it is imperative that skilled personnel be appointed, the staff
and councillors of a municipality must be trained and retained in order to ensure a
high level of service provision; municipal capacity building should be a core element
of a broader performance management strategy and all stakeholders of the municipalities should be capacitated and trained in terms of policy formulation so that they understand what is expected of them in terms of policy analysis, formulation and
policy evaluation
21
Martínková, Marie. "Hodnocení výkonnosti podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241195.
Full textAbstract:
This master´s thesis evaluates the performance of the LAC, s.r.o. company. The theoretical part of the work introduces both a system of performance measurement and also the key principles of strategic analysis. Following this there is an introduction to the company, and to its business activities, together with an evaluation of its current status, utilising strategic and financial analysis. Based on the outputs of the analyses that were carried-out, the analytical part of this thesis presents the design of the Balanced Scorecard method. The final part of the work discusses a proposal for the implementation of a Balanced Scorecard in a corporate environment, with the aim of increasing the company performance and facilitating its future development.
22
Andersson, Eric. "Evaluating the Strategic Benefits of the ITS Implementation at the Värta Port." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-246066.
Full textAbstract:
When City of Stockholm wanted to build apartments on land used and controlled by Ports of Stockholm a project was initiated with the purpose of accommodating this request. The project meant that one of the piers at the Värta Port was expanded and the ITS system was implemented at said pier. Since the project was initiated from, what was considered, necessity an extensive evaluation of the economic and strategic consequences was not preformed. This thesis discusses and evaluates the strategical aspects of the ITS implementation at the Värta Port. The strategical benefits of the ITS system is that it enhances the competitive advantage, the location, of Ports of Stockholm through giving them more control over the port since the infrastructure was previously owned by their customer, Tallink Silja. Furthermore, the system creates a safer work environment at the port through better controlled container and truck management and preplanned emergency scenarios. The system also removes wastes in the logistical process in the port through the added control of entries and exits and a fully digital sorting and storing system. This can provide operational cost reductions to Tallink Silja who is responsible for the operation of the port. Additionally, the system provides added value for the end customer as the reliability of the shipments increase. If these benefits are enough to justify the ITS system cannot be determined in this thesis as it is only the management at Ports of Stockholm that possesses the implicit knowledge required, but there exist substantial strategical benefits to the ITS system.<br>När Stockholms Stad ville bygga lägenheter på mark som användes och ägdes av Stockholms Hamnar initierades ett projekt med avsikt att förfylla denna begäran. Projektet betydde en utbyggnad av ena kajen I Värtahamnen och ITS systemets implementation vid sagd kaj. Då projektet var initierat, av, vad som ansågs vara, nödvändighet utfördes ej en ordentlig bedömning av de strategiska och ekonomiska konsekvenserna. Denna uppsats diskuterar och bedömer de strategiska aspekterna av ITS systemet. De strategiska fördelarna av ITS systemet är att det bidrar till Stockholms Hamnars Konkurrensfördel, dess placering, genom att ge dem mer kontroll över hamnen eftersom infrastrukturen tidigare ägdes av deras kund, Tallink Silja. Utöver detta skapar systemet en säkrare arbetsmiljö i hamnen då systemet har bättre kontroll över containrarna och lastbilarna i hamnen samt har inprogrammerade utrymnings scenarier. ITS systemet minskar även på ”waste” i det logistiska processerna i hamnen genom adderad kontroll över in och utfarterna till hamnen samt ett digitalt sorterings och förvarningssystem. Detta erbjuder reduktioner i operativa kostnader för Tallink Silja, vilka är ansvariga för driften av kajen. Utöver detta erbjuder systemet ökat värde för slutkunden då verksamhetens reliabilitet ökar. Om dessa fördelar är tillräckliga för att justifiera ITS projectet kan inte beslutas i denna rapport då det endast är ledningen hos Stockholms Hamnar som sitter på kunskaper tillräckliga för att ta detta beslut. Men det finns bra strategiska fördelar med ITS systemet.
23
Niemann, Ilse. "Strategic integrated communication implementation towards a South African conceptual model /." Thesis, Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-10062005-100746.
Full text
24
IDOWU, HAKEEM ADEWALE. "Strategic Dilemma With ERP System Implementation : Enterprise vs Consultant Perspective." Thesis, Jönköping University, JIBS, Business Informatics, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9614.
Full textAbstract:
<p>Over the past few years and up to date, many companies around the globe have implemented Enterprise Resource Planning (ERP) systems. Implementing ERP system in an organisation is considered as an irresistible challenge, with the typical ERP system implementation approach. In correspondent, management in an organisation are facing critical challenges' to make decision on a specific ERP system implementation strategy, however, any considered decision would influence development, testing and ultimately the success of the implementation. Therefore, this thesis aims to examine solution to how organisation can decide or choose the best ERP system implementation strategy and explore the one that could be highly recommended by considering enterprise and consultant perspectives.</p><p> </p><p>In order to accomplish the purpose of this thesis, qualitative and quantitative method of collecting and analysing data were adopted. Quantitative and qualitative data were collected through the mean of questionnaire and structure interview. This is one of the reasons why this thesis can be viewed in an inductive and deductive approaches. To this end, exploratory and descriptive knowledge should be derived from this study.</p><p>Analysis of this thesis has discovered that, there are many influencing factors in which organisation needed to be considered when making choice of a particular ERP system implementation strategy. These factors include: (i) Size and Complexity of an organisation (ii) Degree of internationalisation (iii) Number of requirements (iv) Nature of integration and (v) Skills and Experience of people within an organisation.</p><p>In order to choose appropriate strategy for ERP system implementation, organisation should considered to implement a skeleton system in which other application can be added to the systems when it is in operation. Clarification of a business vision that would call for the legacy system replacement or re-modification, is also essential for an organisation to consider. Considering the above statements, organisation should be able to choose appropriate strategy that would fit their business processes.</p><p>Nevertheless, Phased strategy is considered as the best or appropriate implementation strategy in which organisation can rely upon. Exploring Phased strategy simply means that, the problem of making choice of a particular implementation strategy will be minimal. That is; organisations that are willing to implement ERP system can easily consider phased strategy as their best alternative in order to attain success implementation.</p><p> </p>
25
Rupnarain, Jyoti. "The implementation of transfer pricing for a strategic business advantage." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52307.
Full textAbstract:
The aim of this study was to investigate the impact of transfer pricing strategy and performance in terms of how this provides for a strategic business advantage. A further aim was to assess the extent that transfer pricing is primarily tax-driven or business strategy-driven. The reason for choosing this research problem was based on the gap that exists in the theory and literature on the link between transfer pricing being utilised strategically for a multinational.
This study was best served as a single quantitative exploratory case study to gain an understanding of how the implementation of transfer pricing can provide for a strategic business advantage. The non-probability sampling technique of judgment (purposive) sampling was used for this study in which primary data was collected. Relevant statistical analyses was performed in order to answer the research questions and involved descriptive statistics as well as correlation analysis.
Based on the findings it was confirmed that transfer pricing is considered to be part of the business strategy in the Process Automation division at ABB. However, it was not confirmed that ABB has a unique global environment for transfer pricing nor a unique country level environment for transfer pricing. There was agreement that it is beneficial for transfer prices to be set by a centralised control system.<br>Mini Dissertation (MBA)--University of Pretoria, 2015.<br>pa2016<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
26
Yiu, Lo. "The development and implementation of the strategic trade control system in the Hong Kong Special Administrative Region : an exploratory study /." Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B2211502X.
Full text
27
Jacoby, Wendy Ellen. "Strategic information systems planning and implementation in the U.S. financial services industry." Thesis, University of London, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.338955.
Full text
28
Seyferth, Manuel. "The role of corporate centers within implementation and control processes of strategic initiatives /." Sankt Gallen : Univ, 2007. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=016429912&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
Full text
29
Thorén, Amanda. "Succeeding with corporate sustainability strategies in multi-business organizations : Drivers and challenges in strategy formulation and implementation." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-85499.
Full textAbstract:
Purpose - The purpose of the current study was to gain a broader understanding of corporate sustainability strategy formulation and implementation in multi-business organizations. Specifically, regarding how to succeed with efficiency, alignment and consensus across strategic levels. Method - The study was conducted through a single case study in a multi-business organization operating in the defense sector globally. A qualitative method with 18 semi-structured interviews to collect data was used to gain a broad contextual understanding of the research questions. The data was inductively analyzed through thematic analysis. Findings - The primary findings of the study are 18 themes of drivers and challenges for successfully formulating and implementing corporate sustainability strategies in multi-business organizations. Considering the drivers and challenges, distinctions between the strategic levels were outlined, and predominantly indicated that the role of the corporate level enables the success. Additionally, a visual understanding of four contradictions that needs to be managed by the corporate level was provided - autonomy and compliance, cooperation and competition, exploitation and exploration, communication bottom-up and top-down. Theoretical and practical implications - The study has contributed theoretically by increasing the knowledge regarding drivers and challenges for formulation and implementation of corporate sustainability strategies in multi-business organizations. Further, the study contributes with managerial support by illustrating distinctions of the key drivers and challenges between the strategic levels, and by visualizing the strategic contradictions that needs to be balanced by the corporate level, to manage corporate sustainability strategies in multi-business organizations successfully. Limitations & Future research - The research concerned the strategic management process, with a focus on the internal organization, whereas the findings revealed the significance of incorporating an external perspective. Thus, future research could further investigate the exchange with external stakeholders. Moreover, this research was limited by being a single case study, and in future research it would be interesting to investigate other industries.<br>Syfte – Syftet med den här studien var att öka förståelsen kring formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Specifikt gällande hur man lyckas med effektivitet, en gemensam inriktning och konsensus, genom de strategiska nivåerna av ett sådant företag. Metod – Studien har genomförts som en fallstudie på en fler-företagsorganisation inom försvarsindustrin, som finns globalt över hela världen. En kvalitativ metod med 18 semi-strukturerade intervjuer för att samla in data användes för att öka den kontextuella förståelsen av forskningsfrågorna. Den insamlade informationen var sedan induktivt analyserad genom tematisk analys. Resultat – Resultatet av studien var primärt 18 teman av drivkrafter och utmaningar för att framgångsrikt lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Gällande drivkrafterna och utmaningarna har också skillnader mellan de strategiska nivåerna blivit överskådliga, vilka tydligt visar på att företagsnivån spelar den mest avgörande rollen för att lyckas. Dessutom har en visuell förståelse för fyra strategiska motsägelser som behöver hanteras av företagsnivån blivit tillhandahållen – autonomi och efterlevnad, samarbete och tävlan, kortsiktighet och långsiktighet, kommunikation nerifrån-och-upp och uppifrån-och-ner. Teoretiskt och praktiskt bidrag – Studien har bidragit teoretiskt genom att öka kunskapen kring drivkrafter och utmaningar för formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Vidare bidrar studien med praktiskt stöd genom att illustrera skillnader mellan de framträdande drivkrafterna och utmaningarna mellan dom strategiska nivåerna, och genom att visualisera de strategiska motsägelserna som behöver balanseras av företagsnivån, för att lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Begränsningar och framtida forskning – Studien hade ett fokus på den interna organisationen gällande den strategiska lednings processen, men resultatet visade på att ett externt perspektiv också är högst relevant. Så, framtida forskning skulle vidare kunna undersöka utbytet med externa intressenter. Dessutom så har den här studien blivit begränsad av att vara en fallstudie på endast ett företag, framtida forskning skulle kunna vidare undersöka andra industrier.
30
Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-05042009-002813/.
Full text
31
Herodek, Jan. "Návrh strategie firmy RICADO." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222851.
Full textAbstract:
This thesis solves the future growth of the joinery RICADO. It contains of present situation analysis and improvement proposal, which follows the analysis. It includes various options of strategies, which the company can follow to achieve a certain level of growth.
32
Coler, Megan M. "The disconnect between downtown revitalization plans and project implementation." Muncie, Ind. : Ball State University, 2008. http://cardinalscholar.bsu.edu/355.
Full text
33
Bekker, Michiel Christiaan. "A review of Sasol Technology Engineering division's strategic roadmap and the implementation thereof." Thesis, Stellenbosch : University of Stellenbosch, 1999. http://hdl.handle.net/10019.1/5032.
Full textAbstract:
Thesis (MBA (Business Management))--University of Stellenbosch, 1999.<br>ENGLISH ABSTRACT: Sasol Technology Engineering Division (SED) is part of the Sasol Group of Companies and was formally established in 1983. The organisation's immediate focus was to render technical and project management support to the operating petrochemical units of Sasol 2 and Sasol 3.
During the late 1980's and early 1990's various external drivers appeared that
necessitated a review and adjustment to Sasol's strategic direction. Sasol
decided to unlock the value in raw materials and embarked on an investment
program in major chemical production facilities. With this new drive towards
implementing large, multi-million Rand, projects, SED had to re-assess its
competencies and focus in order to support this new strategic drive of Sasol.
During 1995 an extensive management buy-out (MBO) exercise was
concluded whereby most of the technical discipline departments were
outsourced. The idea was that all modification and operations support projects
be handled by the MBO's. This enabled SED to focus on large projects.
With the new strategic direction in place SED launched a Balanced Scorecard
(BSG) exercise to convert this strategy into specific goals and communicating
the strategy to all employees. This exercise led to the development of a
document called the SED Strategic Roadmap. This document explained the
goals and interventions required for success until 2003.
The review and re-visiting of the SED Strategic Roadmap formed the main
focus of this study project. A serious concern identified from the outset was
that no realised strategy was drafted before the strategic intent was
formalised. Therefore, in order to review the SED Strategic Roadmap a study
was done on the realised organisational situation of SED by means of the
results of various organisational studies done by consultants.
With a realised situation formalised the development and contents of the SED
Strategic Roadmap were explained. Following this explanation a broad
literature review was conducted to grasp the latest thinking around the
management science of strategy. With the realised strategy and theory as
background the mere reason for SED's existence was unravelled. A very
important finding was that SED should rather focus on improving its
operational effectiveness instead of formalising a strategy. SED remains a
supporting division that should underline and align itself with the strategic
needs of Sasol.
For reviewing purposes a "new" set of goals was identified that is closer linked with the purpose of SED. An intervention was allocated to each "new" goal to ensure focused implementation of every "new" goal. A proposal was tabled to conduct and implement the interventions in terms of project-based management, meaning that all interventions are handled as projects with
budgets, time spans and specified outcomes.
The listed "new" goals serve as an alternative to those in the SED Strategic
Roadmap. The "new" goals support the vision of SED and provide the
opportunity to excel in improving its operational effectiveness.<br>AFRIKAANSE OPSOMMING: Sasol Tegnologie Ingenieursdivisie (SED) is deel van die Sasol Groep van Maatskappye en het formeel tot stand gekom in 1983. Die organisasie se onmiddelike fokus was om tegniese- en projekbestuursondersteuning te gee aan die petrochemiese bedryfseenhede van Sasol 2 en Sasol 3.
Gedurende die laat 1980's en vroeë 1990's het verskeie eksterne besigheidsdrywers na vore getree wat Sasol genoodsaak het om sy strategiese rigting te hersien en aan te pas. Dit het Sasol tot die besluit gebring om die waarde in rou materiaal te onsluit deur 'n investeringsprogram te loods vir die oprigting van verskeie groot chemiese produksie fasiliteite. Met
hierdie nuwe dryf na die implementering van groot, multi-miljoen Rand
projekte was SED genoodsaak om bevoegdhede en fokus te hersien om
daardeur ondersteuning te gee aan die nuwe strategiese rigting van Sasol.
Gedurende 1995 is 'n uitgebreide bestuursuitkoop (MBO) aksie geloods
waartydens meeste van die tegniese dissipline departemente uitgekontrakteur
is. Die gedagte was dat alle klein modifiserings- en
bedryfsondersteuningsprojekte deur die MBOs hanteer moes word. Hierdeur
kon SED fokus op groot projekte.
Met die nuwe strategiese rigting uitgestippel het SED voortgegaan en 'n
"balanced scorecard" (BSG) oefening geloods waardeer die strategiese
oogmerke omgesit is in spesifieke doelwitte en na die res van die werknemers
gekommunikeer is. Hierdie oefening het gelei tot die ontwikkeling van die SED
Strategiese Padkaart dokument. Die dokument beskryf die doelwitte en
intervensies benodig vir operasionele sukses tot en met die jaar 2003.
Die hersiening en heroorweging van die SED Strategiese Padkaart vorm die
fokus van hierdie studieprojek. Vanuit die staanspoor is 'n ernstige
bekommernis uitgelig deurdat geen analise gedoen is van die gerealiseerde
strategie voordat die strategiese intensie geformaliseer is nie. Derhalwe was
dit nodig om eers 'n studie te doen waardeer die huidige, gerealiseerde
strategie beskryf kon word. Hierdie studie was gedoen na gelang van die
resultate van verskeie organisasiestudies wat deur konsultante uitgevoer is.
Met 'n gerealiseerde situasie geformuleer is die inhoud van die SED
Strategiese Padkaart verduidelik. Die verduideliking is gevolg met 'n bree
literatuuroorsig rakende die wetenskap van strategiese bestuur en die nuutste
denke rondom die onderwerp. Met die gerealiseerde strategie en
literatuurstudie as agtergrond is die werklike rede vir die bestaan van SED
opnuut ondersoek. 'n Belangrike gevolgtrekking wat gemaak kon word is dat
SED liewers moet fokus op die verbetering van die organisasie se
operasionele effektiwiteit in plaas van die formalisering van 'n strategie. SED bly 'n ondersteuningsdivisie en behoort gerig te wees tot die strategiese
behoeftes van Sasol.
Vir hersienings doeleindes is 'n "nuwe" stel doelwitte geidentifiseer wat nouer bande het met die rede vir SED se bestaan. 'n Intervensie was toegedeel aan elke "nuwe" doelwit om sodoende gefokusde implementering van elke "nuwe"
doelwit te verseker. 'n Voorstel is gemaak om alle intervensies te
implementeer in terme van projek-gebaseerde-bestuur. Hierdeur word verwys
na die hantering van intervensies as projekte met begrotings, tydskedules en
spesifieke verwagte resultate.
Die gelyste "nuwe" doelwitte dien as alternatief tot die doelwitte soos beskryf in die SED Strategiese Padkaart. Die "nuwe" doelwitte ondersteun die visie van SED en verskaf die geleentheid om die verbetering van die operasionele effektiwiteit te versnel.
34
Dlodlo, Thobani. "Factors affecting strategy implementation and the role of middle managers in implementation." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/8521.
Full textAbstract:
Thesis (MBA)--University of Stellenbosch, 2011.<br>The global business environment has evolved since 1990. This change has brought companies new realities in the form of new business opportunities for growth and, at the same time has exposed them to new competitors.
This has caused companies to invest many resources in devising new effective strategies to take advantage of the new opportunities, whilst protecting their market positions, which are crucial to their continued economic existence.
Effective implementation of strategy has become the goal of many organisations. However, in translating their grand plans into action, unacceptably high rates of failure have been reported among many companies. In most organisations, this responsibility has been left to lower levels of management.
The purpose of this research was to establish what factors affected the implementation of strategy and more specifically, what role lower levels of management play in the implementation process. A qualitative study was undertaken where in-depth interviews were held with a senior executive and middle managers of a global company.
Eight propositions were posited after a detailed review of literature on strategy implementation and middle managers. These were tested in relation to the results of the research and conclusions were then drawn. The data was analysed using content analysis and frequency tables.
The research findings showed that middle managers play a critical role in facilitating the effective implementation of strategy. It also showed that the execution process is fraught with numerous challenges, some of which are lack of sufficient budgets, high staff turnover affecting continuity and the destructive nature of internal competition.
35
Craigmiles, Raymond Gregory. "Telemedicine strategic planning and implementation issues in the Navy Medical Department." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA304137.
Full textAbstract:
Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1995.<br>Thesis advisor(s): James Scaramozzino, Carl R. Jones. "September 1995." Bibliography: p. 121-122. Also available online.
36
Albugami, S. S. "Developing a strategic approach to ICT implementation in Saudi secondary schools." Thesis, University of Salford, 2016. http://usir.salford.ac.uk/40206/.
Full textAbstract:
The massive advances in information and communication technology (ICT), in the last few decades, encouraged many developed and developing countries to invest in the ICT sector in education. The internet, computers, interactive whiteboards and an assortment of other technological tools have now turned out to be valuable teaching and learning resources. Saudi Arabia is not in isolation from this, they have invested heavily in the ICT field. However, the progression has often been disappointing; there is still a great gap between the availability of ICT technology and methods of implementation, resulting in a number of serious questions being raised for decision-makers and educators alike. One of the most important of these questions is 'what factors affect the successful implementation of ICT in schools’. Hence, the importance of this study is to find an answer to this question and related questions from the participants' perspective. Consequently, the research issue is addressed through a cross-sectional case study strategy, qualitative and quantitative mixed-method choices. In addition, a closed questionnaire and semi-structured interviews were used to collect data from four different perspectives (head teachers, teachers, students in Jeddah secondary school and two ICT directors in Saudi Ministry of Education). Generally, the results showed that ICT was perceived as an important tool in improving performance, collaboration, learning experience and learning outcomes. However, the study found some challenges that affect the application of ICT in Saudi schools, for example, the lack of space, resources, maintenance, a lack of ICT skills among school along with a lack in ICT training and a lack of clear ICT policies. However, the overcoming of such challenges could turn them from ‘challenges ‘into ‘positive factors’ to aid in the success of ICT implementation. Hence, the importance of this research is to suggest a strategic approach to guide decision-makers, educators and further studies in the future to promote the successful implementation of ICT in education, in general, and in Saudi secondary schools in particular.
37
Yetman, Theresa Elizabeth. "Between planning and implementation, Nelson House Medicine Lodge strategic planning process." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ51822.pdf.
Full text
38
Cheng, Paul Y. J. "A model for the strategic implementation of design policy in Taiwan." Thesis, De Montfort University, 2000. http://hdl.handle.net/2086/4139.
Full text
39
Singh, Jassel Jagdeep. "Strategic human resource managament in Malaysian hotels : formulation and implementation challenges." Thesis, Northumbria University, 2012. http://nrl.northumbria.ac.uk/8774/.
Full textAbstract:
This research explores the challenges faced by hotels in Malaysia, in formulating and implementing strategic human resource management (SHRM). The study addresses the lack of empirical research into SHRM in Malaysian hotels at a time of rapid growth in the Malaysian tourism industry. Building on current debates regarding strategic HRM, including SHRM and business strategy integration, and the role of HR as a strategic partner, this research explores the relationship between human resource management and business strategies, and the challenges of HRM strategy realisation. The thesis has a particular focus on Recruitment and Selection, and Training and Development, as these two functions lie at the heart of how businesses access and develop the critical skills required to implement SHRM initiatives. The study is conducted from a constructivist ontological stance coupled with an interpretivist epistemology. A set of three semi-structured interviews, involving the Chief Executive Officer, HR professional and line manager, were conducted in five leading hotels. Three additional interviews were conducted to gain feedback on the study’s topic from individuals with HR and/or hotel industry expertise. Data were analysed using a priori and data driven coding following King’s (2004) template analysis method. This research reveals challenges in formulating and implementing strategic HRM exist within Malaysian hotels from three analytical levels, namely, organisational, industry and societal. The challenges include the readiness of HR as a strategic partner, the absence of clearly-defined HR-related key performance indicators, labour scarcity, and government policies relating to labour and education. Although this exploratory research may not be generalisable to all Malaysian hotels, its insights into SHRM challenges may be transferable to other similar hotels and resorts. Discussion of the practical implications of the study’s results highlight the actions recommended as necessary for the three target audiences, namely, Hotel Managers (which include CEOs/General Managers, HR professionals and line managers), the Malaysian Association of Hotels, and the Government, to improve professional practice pertaining to strategic human resource management in Malaysian hotels.
40
Seyferth, Manuel. "The role of corporate centers within implementation and control processes of strategic initiatives /." St. Gallen, 2008. http://aleph.unisg.ch/hsgscan/hm00205320.pdf.
Full text
41
Schmelzer, Claire Dobson. "A case study investigation of strategy implementation in three multi-unit restaurant firms /." This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-02022007-133632/.
Full text
42
Corbeau, Jérémie, and Jānis Sijāts. "Implementation of a change process within Smaland Airport." Thesis, Växjö University, School of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-830.
Full textAbstract:
<p>Abstract</p><p>Change process in the company nowadays is one of the main factors, for sustainable growth and development in the market. Moreover, a change process should be dynamic – the company should take into consideration many factors; not only the ones happening inside the organization, like education of the employees and their motivation, but also the processes outside the organization – change in the environment, new requirements from the state, and competition. In this thesis a company that faced a change process, due to a changing environment, is analyzed.</p><p>Smaland Airport is a small airport located in southern Sweden, five kilometers outside Växjö city. Because of its geographical location it plays an important role not only in the city but in the whole region. The airport was used by 170 000 passengers in the 2005, and the situation is improving. But that is not even close to the 270 000 passengers in year 2000. [56., 14]. What happened?</p><p>On the 11th of September, 2002, a lot of people all over the world saw on their TV screens the events in New York that changed the world forever. One of the industries that faced the most radical changes was the airline industry, along with the airports. If airlines could choose other routes, lower prices, or fly to different airports, then airports had a small, if any, possibility to change, so they had to adapt to the new situation and use the changes as an opportunity.</p><p>Smaland Airport, previously known as Växjö Airport, felt these changes almost immediately. In 4 years they lost almost 50% of their customers. [56., 14]. Big airlines (like SAS) withdrew several flights immediately after 9/11. The future of the airport was very unclear. Everyone in the airport understood – if we are not going to change our strategy on how to earn money (airport taxes), then our future will be like the other airports in our region, which were already closed down (the airport is a state-owned company, which is financed by the state in case of financial losses).</p><p>Jan Fors, the managing director of the airport, decided to change Växjö Airport into a well-known brand, which would offer clients more services. The name of the airport was changed to Smaland Airport (Småland – region in southern Sweden), therefore emphasizing the airport’s role in the whole region. Now negotiations have begun with Ryanair about further cooperation, which, unfortunately have been stopped because of the unclear situation regarding the Swedish government’s decision about extra environmental taxes for each ticket (approx. 100 Swedish crown or 11 Euros). The airport has also opened direct charter flights to several European destinations, and has signed an agreement with SAS for about 5 flights per day to Stockholm, which is an impressive number for a small city like Växjö. The airport is also attracting new companies, like car rental companies, tourist agencies, and advertising agencies.</p><p>A lot of changes have also happened inside the company – the number of employees has been reduced, but extra employees have been hired for the marketing department. Some employees had problems understanding the necessity of change. They also had trouble with having more freedom to put their ideas into action while keeping in mind that it should bring profit for the whole company.</p><p>This thesis will mainly analyze the internal changes at the Smaland Airport, and will concentrate on finding the problems which are stopping the development of the company. Of course, external factors also will be taken into consideration. This thesis has been written using the qualitative approach, comparing the existing situation with theory and then drawing the appropriate conclusions. Finally, the current situation is compared to that of the year 2002.</p><p>To get a whole picture about the change process in Smaland Airport, interviews were used as the main source of information; the reader can get acquainted with the whole text of them in the appendix. Interviews were made with the people working in the airport (like the managing director and managers), people working for the airport (security, cafeteria), as well as the owners of the airport (city council). Therefore the author has tried to obtain the information about the issue and people’s perception about change from as many points as view as possible.</p><p>In addition to the interviews, information is also obtained from the airport’s internal materials (intranet, presentations, statistics as well as yearly overviews), as well as materials about the airport (internet, information in the newspapers). In this thesis there are 103 pages, 15 figures and 2 attachments.</p>
43
Rheinecker, Matthew C. "The Implementation of a Strategic Plan at a Small, Private College in Michigan." University of Toledo / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1449857272.
Full text
44
Seilius, Nerijus, and Darius Seilius. "Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2007. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20070816_164139-99443.
Full textAbstract:
Strateginis valdymas yra pagrindinė magistrinio darbo „Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas“ tema. Strateginis valdymas yra pateikiamas ne tik kaip teorinis procesas, susidedantis iš strateginės analizės, strategijos formavimo ir strategijos ��gyvendinimo etapų, bet ir praktinis modelis, taikytinas bioetanolio gamybos verslo atveju. Bioetanolio verslas Lietuvos rinkoje yra pakankamai nauja veiklos sritis, pasižyminti nedideliu konkurentų skaičiumi ir nesuformuotais produkcijos realizavimo kanalais. Dėl šios priežasties didžioji dalis bioetanolio produkcijos yra eksportuojama. Tačiau palanki teisinė aplinka, sąlygoja geras vystymosi ir plėtros tendencijas ir vietinėje rinkoje. Siekiant suformuoti tikslingą bioetanolio gamybos verslo strateginio valdymo modelį, yra atlikti tiek teoriniai, tiek empiriniai tyrimai. Jų rezultatai sudarė sąlygas ne tik pasirinkti greito įsiskverbimo į vietinę rinką ir eksporto per prekybos tarpininkus strategijas, bet ir parengti veiksmų (finansų, marketingo, gamybos, organizacinių) programas bei įvertinti finansines-investicines strateginio valdymo įgyvendinimo proceso galimybes ir identifikuoti įgijamus konkurencinius pranašumus rinkoje.<br>Strategic management is the main Master‘s “Modelling of management strategy in business of bioethanol industry” thesis. Strategic management is considered not only as theoretical process, including strategic analysis, strategy formulation and strategy implementation stages, but also as practical model, applicable in bioethanol industry. Bioethanol industry is quite new activity field in Lithuanian market, characterized by a little number of competitors and unformed distribution channels of production. For that reason the vast majority of bioethanol production is being exported. But favourable legal enviroment causes good development and expansion tendencies in local market as well. To form a model of strategic management of bioethanol industry, it have been made and defined theoretical and empirical researches. The results caused both an opportunity to select a fast infiltration to local market and export by sales agents strategies and to formulate such operational programmes as finance, marketing, organizational and production. There is also a possibility to evaluate financial opportunities of implementation of strategic management process and to indicate the main competitive advantages in the market.
45
Sunassee, Nakkiran N. "An investigation of knowledge management implementation strategies." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1002770.
Full textAbstract:
The world is experiencing an era which has been termed the “knowledge age” or the “knowledge economy”. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy. The management of knowledge flows within organisations has become a crucial activity because many of the activities of organisations and the broader economic and social life today are knowledge-driven. In recent years, this managerial activity has become known as Knowledge Management. Equally important are the associated Knowledge Management implementation strategies. Driven by a need expressed by the South African Motor Vehicle Industry for a knowledge management implementation strategy tailored to their needs, this research aimed to develop a knowledge management implementation strategy suited to the needs of this industry. Following an extensive literature survey and a study of the target industry using Duffy’s Knowledge Benchmarking Questionnaire, a model of knowledge management implementation is proposed that is suited to the needs of the South African Motor Vehicle Industry. The model consists of three main interlinked components: Knowledge Management of the Organisation, People, and Infrastructure and Processes. Furthermore, the model recommends a holistic approach to managing knowledge. The critical success factors of the model were tested by means of a survey of industry opinions that validated certain aspects of the model and motivated for changes in others. Additionally, despite the focus of the model on the target industry, it is considered sufficiently appropriate for use by other organisations.
46
MALLOW, PETER JAY. "STRATEGIC PLANNING AS AN IMPLEMENTATION TOOL: MADERIA, OHIO AS A CASE STUDY." University of Cincinnati / OhioLINK, 2001. http://rave.ohiolink.edu/etdc/view?acc_num=ucin989851206.
Full text
47
Duursema, Lukas. "Analysis of the strategic planning process with specific reference to the operational implementation of strategic plans in Siemens-IC." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51587.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2000.<br>ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds
organisations and make them successful in the long term. Siemens-Information and
Communications (IC) has realised the need for strategic planning to remain
competitive and successful. The implementation of the strategic planning process at
Siemens-IC has created the opportunity to do that, but as many have realised, this
can only be achieved when the strategic plans have been successfully implemented.
The strategic planning process at Siemens-IC is not dysfunctional, in many instances
it has achieved a great deal. The problem is therefore not how to fix the strategic
planning process, but rather how to improve the implementation of the strategic
plans.
The successful implementation of strategic plans is summarised by outlining the
process used to derive the strategy, the governing principles for defining the strategy,
communication of the strategy and organisational accountabilities. These
components are supported by a strategy review process that is embedded in the
organisational process and improves the implementation of strategic plans. If all of
this occurs in the absence of a culture which promotes innovation, creativity and
strategic planning as part of all managers' functions, it is doomed to failure.
The strategic plans in Siemens-IC could be implemented better if the formulation of
strategy is seen as part of the line managers' functions. This would provide the
opportunity to improve communication, understanding and implementation of the
strategy throughout the organisation right down to the lowest levels. It is also
proposed that the implementation of strategic plans should be improved by linking
the formulation with the implementation of the strategy. This would ensure that what
has been envisioned will also be implemented. The last overall consideration for
Siemens-IC is to create an organisational culture of learning. Managers at all levels
should realise that formulating and implementing strategy is an ongoing journey that
should be managed, and where failures and successes should be seen as
opportunities to learn and improve. Achieving a culture of learning would improve the
organisation's overall success with the implementation of strategic plans.<br>AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne
vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir
strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die
maatskappy meer kompeterend en suksesvol te maak. Die implementering van
strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te
bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien
die strategiese planne suksesvol geimplementeer word.
Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is
inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die
regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die
implementering van die strategiese planne te verbeter.
Die suksesvolle implementering van die strategiese planne word saamgevat deur die
prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie
reguleer, kommunikasie van die strategie en die organisatoriese
verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie
hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die
implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie,
kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders
se funksies bestaan nie, sal implementering gedoem word om te faal.
Die implementering van strategiese planne in Siemens-IK kan verbeter word deur
strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die
geleentheid skep vir verbeterede kommunikasie, begrip en implementering van
strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste
vlakke. Daar word ook aanbeveel dat die formulering en die implementering van
strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook
geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in
die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie
formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings
en suksesse as geleenthede vir leer en verbetering beskou moet word. Die
verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor
die algemeen, meer suksesvol maak.
48
Kiboi, Anne Wanjiru. "Factors affecting strategy implementation in state corparations in Kenya." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020963.
Full textAbstract:
The purpose of this study was to develop and empirically test a hypothetical model of factors impacting strategy implementation in state Corporations in Kenya in order to establish their statistical significance. To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterised by slow and bureaucratic processes that retard corporation‟s performance. Employees and managers in these corporations have been perceived as not performing as they should. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. There is therefore a need to investigate ways to improve strategy implementation in state corporations, collectively viewed in this study as factors affecting strategy implementation. The study investigated and analysed how the independent variables (internal-, market- and external) impact strategy implementation (dependent variable). The study reviewed literature in the areas of internal-, market- and external factors supported by Louw and Venter‟s (2006), the planning context environmental scan (2010), Zaribaf and Hamid‟s drivers for implementation outcomes (2010), and the Nortel network external environment (2010) models as presented in section 1.5 of chapter one. The hypothetical model developed was based on the models mentioned. The study sought to establish the perceptions of Kenyan state corporation‟s managers and utilised the quantitative research paradigm. A survey was conducted using a self-administered questionnaire distributed to managers in state corporations in Kenya. The final sample comprised 485 respondents. Data was collected between October, 2012 and February 2013, that is, a period of five months. The returned questionnaires were subjected to several statistical analyses. The validity of the measuring instrument was ascertained using exploratory factor analysis. The Cronbach‟s alpha values for reliability were calculated for each of the factors identified during the exploratory factor analysis. In this study, correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett‟s test of sphericity, Kolmogorov-Smirnov test for normality, multi-colinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesised between the various independent and dependent variables. The study identified twelve independent variables as significantly impacting the strategy implementation (dependent variable) of state corporations in Kenya. Five statistical significant relationships were found between the internal factors: organisational structure, human resources, financial resources, leadership, communication and strategy implementation in state corporations in Kenya. Three statistical significant relationships were found between the market factors: customers, suppliers, labour market and strategy implementation in state corporations in Kenya. Four statistical significant relationships were found between the external factors: social-cultural, technology, ecological, global forces and strategy implementation in state corporations in Kenya. The study also found three statistically insignificant variables. It was found that managers in state corporations in Kenya should be encouraged to study and clearly understand the culture of their state corporations in order for them to believe that organisational culture could have a significant impact on strategy implementation and that the culture of their corporation needs to be compatible with the strategy being implemented, because where there is incompatibility between strategy and culture, it can lead to high organisational resistance to change. The managers should also be made to understand that organisational culture shapes employees behaviour, guides strategic decisions and accommodates proposed changes and that When culture influences the actions of employees to support current strategy, implementation is strengthened. Managers should strive to achieve competitive advantage by offering distinctive or unique products or services that clearly add value to the customers. They should be made aware that the strategies of competitors who offer unique service to the customers could derail their strategy implementation. State corporation managers should acknowledge that severe competition results in pressure on prices, margins and profitability for all state corporations. There is a need for managers to ensure that the state corporation strategies are supported and aligned with government policies, directives and programmes. They should actively lobby with government to enact good policies and directives that support strategy implementation. The study has provided general guidelines at internal environmental level on how to implement strategies effectively and efficiently in state corporations in Kenya. Furthermore, general operational guidelines at market level for improving strategy implementation have been given for such corporations to become and remain competitive in the global market place. The study has also highlighted general guidelines regarding managing external environmental factors to assist in improving strategy implementation in state corporations in Kenya.
49
Mládek, Jiří. "Aplikace metody Balanced Scorecard na vysoké škole." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-198453.
Full textAbstract:
The title of the thesis "Application of Balanced Scorecard in university" shows that the thesis is concerned with creating a strategic management system Balanced Scorecard for university. The method is further complemented by the support of IT, so this is a modification of the Balanced Scorecard and this is call IT BSC, and automated support . The thesis is divided into two parts -- the theoretical and the practical. The first part is the description of the strategy and management, is presented to the Balanced Scorecard and description of design and implementation. At the end of the theoretical section summarizes the advantages and disadvantages of Balanced Scorecard. The first part is a summary of theoretical knowledge of available resources and literature. Practical work reflects the knowledge gained from the theoretical part. First are presented and analyzed the university, where Balanced Scorecard method is applied. There is described in detail and prepared a draft of the project of Balanced Scorecard. In conclusion the thesis evaluates the overall project and is made comparison between private and public university.
50
Tsang, Kwong-ping Loretta. "Offshore office : a strategic move : a post-implementation review of Cathay Pacific Airways Sydney Data Centre move /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18836732.
Full text