To see the other types of publications on this topic, follow the link: Strategic Management Consulting Industry.
Dissertations / Theses on the topic 'Strategic Management Consulting Industry'
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 Management Consulting Industry.'
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
Akpobi, Tega Cosmos. "Dynamic capabilities and strategic management : explicating the multi-level nature of dynamic capabilities : insights from the information technology security consulting industry." Thesis, University of Stirling, 2017. http://hdl.handle.net/1893/27691.
Full textAbstract:
The dynamic capabilities perspective has become one of the most vibrant approaches to strategic management. Despite its growing popularity, it has faced criticism because of ambiguity and contradictions in dynamic capabilities literature. There has been increasing calls to address the fragmentation in the literature and provide empirically collaborated insights if it is to fulfil its potential as a distinct approach to strategic management. The microfoundations research agenda remains an emerging theme in the dynamic capabilities literature and since the overarching emphasis of a microfoundational approach is in the explanatory primacy of the micro-level especially in its relation to macro-level entities, it covers a wide array of subjects at several levels. One of the main criticisms of the microfoundations approach is a lack of multi-level analysis and there has been calls for multi-level theory development to connect levels within particular contexts since dynamic capabilities are path dependent and context-specific. This thesis explores the multi-level nature of dynamic capabilities in the Information Technology Security context and empirically investigates the impact of microfoundations of dynamic capabilities on firm capability renewal and reconfiguration. It overcomes the challenge associated with fragmentation in dynamic capabilities by presenting a conceptual model for the multi-level nature of dynamic capabilities. By explicating where dynamic capabilities reside, we can more purposely impact on them to advance our scholarly understanding and proffer practical managerial interventions to directly enhance specific abilities of sensing, seizing and reconfiguring to achieve superior outcomes. The research employed the Gioia qualitative case study research methodology and research methods used were 35 semi-structured interviews and observations. The research findings suggest that firms renew and reconfigure their capabilities to align with the changing industry and industry standards, and client needs. Firms also renew and reconfigure capabilities and capability framework due to internal strategic organisational learning and to align with firm’s specific business strategies. Capability renewal and reconfiguration is vital to achieve technical and evolutionary fitness. In addition, findings inform that dynamic capabilities in the form of ability to sense, seize and reconfigure exhibit at macro, meso and micro levels. Actor’s external engagement with significant institutions enables superior sensing ability. Accumulated experience is exploited to gain credibility with clients to win business, and demystifying firm processes and clarity of language in firm artefacts achieve superior knowledge articulation and codification processes by actors. Structuring of simple routines and capabilities enable ease of internal knowledge transfer but susceptibility to intellectual property theft by outsiders whereas complex routines and capabilities create challenges for knowledge transfer but are harder for competitors to discern and copy. Drawing on the research findings, the thesis presents a conceptual model for the multi-level microfoundations of dynamic capabilities in knowledge-intensive domains with relevance for theory and practice.
2
Vestlinder, Camilla, and Karin Olofsdotter. "Den svenska managementkonsultbranschen ochvikten av att skapa förtroende i samspeletmellan konsult och klient : - En fallstudie av Reforce International AB." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-33665.
Full textAbstract:
Begreppet managementkonsult har visat sig vara diffust och vad professionen innebär är svårt att definiera. Det faktum att managementkonsulter i princip säljer ett löfte om vad de ska leverera gör att förmågan att inge förtroende är en viktig egenskap hos en konsult. I denna studie undersöker vi hur den svenska managementkonsultbranschen ser ut och vilken betydelse förmågan att skapa förtroende har. Genom en fallstudie på företaget Reforce har vi kunnat analysera vilken position ett litet managementkonsultföretag, utan ett känt och väletablerat varumärke, kan ha på marknaden samt vilka aspekter som påverkar deras förmåga att inge förtroende. I kartläggningen av den svenska managementkonsultmarknaden framkommer att de företag som agerar på marknaden idag kan delas in i tre huvudsakliga kategorier; amerikanska, semiamerikanska och svenska företag. Det har visat sig att de olika kategorierna skiljer sig åt bland annat i avseende på vilka primära tjänster de erbjuder och på vilket sätt de arbetar. Managementkonsultbranschen är kunskapsintensiv och något som därför har uppmärksammats i denna studie är att företagen inte endast konkurrerar om kunder utan också om bra personal. Fallföretaget Reforce kallar sig själva för affärsstrateger och säger sig vara en blandning av managementkonsulter, säljkonsulter och investerare. De arbetar efter en specifik metod och hjälper sina klienter genom att ta fram strategier som de sedan operativt är med och förverkligar. Resultatet av fallstudien visar att det inte går att placera in Reforce i någon av de huvudsakliga aktörskategorierna på den svenska managementkonsultmarknaden. Detta tyder på att företaget har en unik position på marknaden i förhållande till övriga aktörer. Studien tyder även på att de utmaningar som ett mindre managementkonsultföretag står inför, både ur ett positionerings- och ett förtroendeperspektiv, beror av företagets specifika egenskaper och förutsättningar. Resultatet visar att det i dagsläget tycks finnas utrymme på marknaden för en aktör som inte går i fotspåren av de dominerande globala aktörerna. Vilket pris ett managementkonsultföretag tar för sina tjänster har visat sig vara av mindre betydelse i den förtroendegivande processen, medan konsulternas förmåga att utstråla engagemang, trygghet och erfarenhet är av stor vikt. En av de största utmaningarna för en aktör som tänker annorlunda, tycks vara att överbrygga och förändra gamla värderingar. I arbetet har Reforce endast studerats ur ett internt perspektiv och en intressant framtida utveckling av studien skulle därför kunna vara att utreda hur företagets kunder ser på Reforce och deras förmåga att inge förtroende.<br>There is no general definition of management consulting or what such consultants do. It is hard to measure the results that they deliver and one may say that they sell promises about future results. To be trustworthy is therefore one of the most important qualities for a management consultant to possess. The purpose of this study is to take a deeper look into the Swedish management consulting industry and to investigate the importance of trust. To be able to further discuss how small companies, without a well-established brand, can be positioned at the market and how they work with the creation of trust; a case study is performed at the Swedish company Reforce. The investigation of the Swedish management consulting industry shows that companies that are operating on this market, can be divided into three main categories; American, Semi-American and Swedish companies. These different categories differ in respect to, inter alia, what they offer and their method of work. Management consulting is a knowledge intensive industry, which makes the companies that operate on the market compete with each other, not only to win clients, but also to get the most talented consultants. Reforce uses the term business strategists to describe themselves. They say that they are a mix of management consultants, sales consultants and investors and have developed a specific methodology, which they use in all of their projects. They assist their clients to reposition themselves on their markets and are also operatively involved in the implementation process. Through interviews and observations it can be concluded that it is not possible to place Reforce in any of the main categories on the Swedish management consulting market. This suggests that Reforce might have a unique position relative to the other companies on the market. The challenges for small management consulting companies depend on its characteristics and the environment in which they operate. This study shows that there is room for new companies on the market, even though they do not think and act like the dominating, global companies. It has been shown that the price of the service is of minor importance when building trust. The consultant’s ability to show devotion, be confident and experienced is, on the other hand, of great importance. The main challenge for a company that differs from their competitors seems to be to overcome their clients’ conservative thoughts. This study investigates Reforce from an internal perspective and an interesting development would be to interview the company’s clients to find out how they experience Reforce ability to inspire confidence.
3
Dieter, Boris-Rolf. "Contract management in the German IT-consulting industry." München M-Press, 2005. http://deposit.ddb.de/cgi-bin/dokserv?id=2640174&prov=M&dok_var=1&dok_ext=htm.
Full text
4
Bojler, Therese, and Jeanette Björlin. "Entering the Swedish Management Consulting Industry : A qualitative study of what factors to consider when entering the Swedish management consulting industry." Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-89166.
Full textAbstract:
<p>The management consultancy, a 14 billion EUR industry in Europe, has become an attractive market in the last couple of years. The Swedish market is blooming with an economic growth of a staggering 20 % according to analysts at Konsultguiden. The attractiveness of the market has brought many foreign players into the field such as Celerant. Celerant is a UK-based company earning a total of $145 million in 2006 with about 650 employees around Europe and the USA. Their focus is mainly within operational management. A few years ago, Celerant decided to expand in to the Nordic region consisting of Denmark, Norway and Sweden and has just recently started to focus a bit extra on the Swedish market. Using Porter’s model of Five Forces we look at the Swedish management consulting industry to see what factors to consider focusing on when entering the market. Through an analysis of the current management consulting market, we compare it to Celerant’s strategy for entering the Swedish market to see if our analysis differs or is similar to the consultancy’s actual strategy. This gives us a picture of how the management consultancies perceive the market and how they act accordingly. The results show similarities with two factors: the consultants and the clients. These seem to be the main factors to focus on as a management consultancy entering the Swedish market. There seems to be a current shortage of competent consultants on the Swedish market and therefore a necessity to focus on recruitment. Clients are what make business for consultancies and business connections need to be established before entering the market. However, we found that more precaution should be taken for factors such as substitutes and new entrants as well. There is a constant change of trends in the management consultancy industry and needs to be considered in order to stay competitive on the market, since a management consultancy needs to be able to offer what the clients demand.</p>
5
Angélico, João Miguel Pires Antunes. "Europe: a market for the consulting industry." Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/11614.
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 work project analyses the evolution of the European consulting industry during the last decade. Key findings are compared with past studies comprising the evolution of the market from the 1960’s to the 1990’s in order to assess the validity of two expected trends: evolution in a convergent path (homogenization hypothesis) and dominance of American companies (Americanization hypothesis). The conclusions from this study contradict the homogenization hypothesis, characterizing Europe as a continent of diversity. While the Americanization hypothesis seems plausible, European consultancies remain relevant players. A new discussion topic arises: is Europe replicating the Americanization phenomenon (Europeanization hypothesis)?
6
Kurtz, Kristel (Kristel Edith Elaine). "Sponsorship and career progression in the consulting industry." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/72890.
Full textAbstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2012.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 39).<br>For people of equal aptitude and accomplishment, differences in career progression to the senior ranks of a professional services firm are often attributed to the presence or absence of sponsorship from senior executives. Senior advocates play a critical role in career advancement by identifying opportunities and by giving proteges the chance to compete for those opportunities. My hypothesis is that people who desire advancement need a clear sponsor within an organization in order to plan a path forward and to bring visibility to their past accomplishments and their future potential. The hypothesis was evaluated in the consulting industry. The basis for the research was a combination of field study interviews and an experimental survey. The field study involved interviewing Senior Executives in the consulting industry who have chosen to make a long-term career in the industry and those who have moved onto other industries. Vignettes of the interviewee's description of their career progression were developed and survey tested with mid-career executives. The survey participants rated the competency, level of sponsorship, and promotion readiness of the candidate. Varying the candidate's gender across the surveys also tested the effect of gender on promotion rating. From the survey results, competency was the most significant predictor of promotion with female gender having a negative, but smaller, yet still statistically significant effect. Sponsorship did not have a statistically significant effect on promotion within the survey study. However, sponsorship was identified in addition to competence and opportunity as a key factor to interviewee's success. This difference in sponsorship indicates discontinuity between described practice and observed interpretation.<br>by Kristel Kurtz.<br>M.B.A.
7
Swart, Collin. "Market analysis of the management consulting industry in South Africa." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/6449.
Full text
8
Kirsten, Kim Maria. "An investigation into the industry attractiveness of the management consulting industry in South Africa." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52678.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2002.<br>ENGLISH ABSTRACT: This Study Project is entitled: "An Investigation Into The Industry Attractiveness Of The.
Management Consulting Industry In South Africa". The management consulting industry is
by no means a new or fledgling industry, with its roots dating back to the early 1900's where
it had a strong engineering orientation. The global consulting industry experienced a massive
growth phase during the late 1980's and during the 1990's, and was not only enormously
lucrative, but also a highly attractive industry. It now appears that the management consulting
industry has been negatively affected by global economic factors (such as recession,
globalisation, technology, terrorism) over the last few years, particularly in 2000 to 2002,
where is has now reached a stage of maturity and is in a period of major consolidation. This
global industry trend has been increasingly evident in South Africa (SA), and judging from
the way consulting firms have been restructuring, consolidating and revising their recruitment
policies (on a global scale) in the last few years, it appears that the industry could be
becoming less attractive than it has been in the past.
An important objective of this Study Project was to investigate the key issues and problems
facing the consulting industry, largely from the perspective of the clients who ultimately make
the decision to bring in a consultant. By conducting a strategic assessment of the
management consulting industry in South Africa, the ultimate objective was to determine the
fundamental attractiveness of the consulting industry at present.
To achieve the above objectives, it was determined that qualitative, investigative research
would be conducted, rather than a quantitative, numerative approach to data gathering. The
research methodology used in this Study Project was a combination of secondary and primary
-
research. Firstly, secondary research, in the form of an in-depth, global literature review was
conducted on the topic. Having established the key themes and issues facing the consulting
industry, primary research could then be conducted. This was achieved by conducting indepth,
personal interviews with key decision makers across client industries in South Africa,
to determine the current industry attractiveness of the management consulting industry.
The current down phase in both global and South African general economic business cycles,
has dictated that cost and value-added issues are top of mind in organisations where clients are no longer content to pay high fees, and not see meaningful results. And so, whilst
management consulting plays a definite role in a client organisation, a large gap has been
created for the small to medium specialist firms to grow, particularly in the local marketplace.
Clients feel that the small specialist firms are able to offer better value for money, more
personalised service, lower fees (as a result of lower overheads) and build a more sustainable
long-term relationship with them. Clients are also relying less on consultants to solve all their
problems, and are realising the excellence of their own internal resources.
Overall, the management consulting industry, both globally and particularly in South Africa,
is only averagely attractive at this present moment. It has definite attractions and uses to
clients, whilst simultaneously drawing serious concerns from the client firms who require
their services. Being in a mature phase of its life cycle, and given the current down phase in
the global economic cycle, the consulting industry is poised to either go into decline or
experience a resurgence of growth. Thus, it is how the consulting firms respond to the new
economic challenges placed upon them and how they respond to the criticisms which have
been brought to light, that will dictate which firms survive and which will not.
Finally, it is recommended that the relative attractiveness of the management consulting
industry (as conducted in this Study Project) be re-evaluated on a fairly regular basis in order
to understand the next stage in the life cycle of the industry, to provide clients and industry
players with insight into the factors influencing the consulting industry. And to provide an
independent resource to the consulting industry, to guide them in shaping their future
strategies for survival.<br>AFRIKAANSE OPSOMMING: Hierdie Studieprojek is getiteld: "'n Ondersoek Na Die Aantreklikheid Van Die
Bestuurskonsultasie-industrie In Suid-Afrika". Die bestuurskonsultasie-industrie is geensins
'n jong, nuwe industrie nie. Sy wortels dateer terug na die vroeë 1900's waar dit 'n sterk
ingenieurs-oriëntasie gehad het. Die internasionale konsultasie-industrie het in die laat 1980's
en gedurende die 1990's 'n enorme groeifase beleef en was nie net geweldig winsgewend nie,
maar ook uiters aantreklik. Dit blyk egter nou dat die bestuurskonsultasie-industrie oor die
laaste paar jaar negatief beïnvloed word deur internasionale ekonomiese faktore (soos
resessie, globalisering, tegnologie, terrorisme). Dit is veral die geval in die tydperk 2000-
2002, waar dit nou 'n fase van volwassenheid bereik het en 'n tyd van konsolidasie beleef.
Hierdie internasionale industrie tendens word al meer in Suid-Afrika gemerk. Dit blyk, veral
uit die wyse waarop konsultasie firmas die afgelope paar jaar herstruktureer, konsolideer en
hul aanstellingsbeleid (op 'n internasionale skaal) in heroorweging neem, dat die industrie
minder aantreklik is as in die verlede.
'n Belangrike doelwit van hierdie Studieprojek was om die sleutelfaktore en probleme wat die
konsultasie-industrie in die gesig staar, te ondersoek - grootliks vanuit die perspektief van die
klant wat uiteindelik die besluit neem om 'n konsultant te raadpleeg. Deur 'n strategiese
ondersoek na die bestuurskonsultasie-industrie in Suid-Afrika te doen, was die hoofdoelwit
om die huidige fundamentele aantreklikheid van die konsultasie-industrie te ondersoek.
Om bogenoemde doelwitte te bereik, is kwalitatiewe, ondersoekende navorsing gedoen in
plaas van 'n kwantitatiewe, numeriese benadering van dataversameling. Die
navorsingsmetodologie wat in hierdie Studieprojek gevolg is, is 'n kombinasie van sekondêre
en primêre navorsing. Eerstens is sekondêre navorsing in die vorm van 'n indiepte,
internasionale literatuurstudie oor die onderwerp gedoen. Na bepaling van die sleuteltemas
wat die industrie in die gesig staar kon primêre navorsing aangepak word. Dit is gedoen deur
indiepte, persoonlike onderhoude met sleutelbesluitnemers in die Suid-Afrikaanse
klantesektor om sodoende die huidige aantreklikheid van die bestuurskonsultasie-industrie te
bepaal. Die huidige afwaartse neiging in beide die internasionale en Suid-Afrikaanse algemene
ekonomie en sakesektor, het dikteer dat koste en waardetoevoeging prioriteit het in
organisasies waar klante nie meer geneë is om hoë fooie te betaal terwyl hulle nie
betekenisvolle resultate sien nie.
En dus, terwyl bestuurskonsultasie 'n besliste rol speel in klante-organisasies, is daar 'n groot
gaping vir klein tot medium spesialiste om te groei, veral in die plaaslike mark. Klante voel
dat die klein spesialis-firmas beter waarde vir geld bied, 'n meer persoonlike diens lewer, laer
fooie (weens laer lopende koste) het en 'n langtermyn-verhouding met hulle bou. Klante steun
ook al minder op konsultante om al hul probleme op te los en besef die uitnemendheid van
hulle eie interne bronne.
In die algemeen kan gesê word dat die aantreklikheid van die bestuurskonsultasie-industrie,
beide internasionaal en veral Suid-Afrika, net gemiddeld is. Dit het besliste waarde en gebruik
vir klante, terwyl dit gelyktydig bekommernis bring vir die firmas wat die dienste benodig.
Die konsultasie-industrie, gegewe die volwasse fase van sy lewensiklus en die huidige
afwaartse fase van die internasionale ekonomiese siklus, kan óf 'n afname beleef óf 'n
oplewing wat kan lei tot groei. Dus, dit is hoe konsultasie-firmas reageer op die nuwe
ekonomiese uitdagings wat aan hulle gestel word en hoe hulle reageer op die kritiek wat tans
uitgewys word, wat sal bepaal watter firmas sal oorleef en watter nie.
Dit word aanbeveel dat die relatiewe aantreklikheid van die bestuurskonsultasie-industrie
(soos in hierdie Studieprojek gemeet) gereeld herevalueer word om die volgende fase in die
lewensiklus van die industrie te verstaan. Sodoende sal klante en rolspelers in die industrie se
aandag gevestig kan word op faktore wat die konsultasie-industrie beïnvloed. Dit sal ook 'n
onafhanklike bron bied om die industrie te lei in die bepaling van 'n toekomsstrategie om
oorlewing te verseker.
9
Garcia-Pont, Carlos. "Strategic linkages within an industry : the emergence of strategic blocks." Thesis, Massachusetts Institute of Technology, 1992. http://hdl.handle.net/1721.1/13153.
Full text
10
Andruszkiewicz, Mary T., and Edgardo Santibañez. "Strategic positioning in the telecommunications industry." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10531.
Full textAbstract:
Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1997.<br>Includes bibliographical references (leaves 147-150).<br>Mary T. Andruszkiewicz and Edgardo Santibañez.<br>M.S.
11
Ray, Pablo M. (Pablo Miguel). "Strategic alliances in the airline industry." Thesis, Massachusetts Institute of Technology, 1992. http://hdl.handle.net/1721.1/12820.
Full text
12
Gómez, de Ortega Mary Liliana. "Strategic alliances in the oil industry." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10541.
Full text
13
Varadarajan, Vijayendra. "Managing Strategic Change using Industry Benchmarking Alternatives." Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120999.
Full textAbstract:
In this paper, we have introduced and discussed a new and evolving tool of corporate strategy - benchmarking. We have compared and contrasted it with other, and sometimes competing, business philosophies and instruments of strategy. We have considered and deliberated on its three vital and expanding applications to business functions - sales (market penetration), manufacturing and quality management, and finance (cost control) with true stories from leading organisations in North America. We have also attempted to chart the direction of its future growth and development, especially in redefining business performance measurement.
14
Baird, Alfred. "Strategic management in the global container shipping industry." Thesis, Edinburgh Napier University, 2000. http://researchrepository.napier.ac.uk/Output/3802.
Full textAbstract:
Container shipping is of immense importance to global industry, and one of the critical enablers of globalisation. Analysis of the global container shipping industry suggests the potential for significant economies of scope and scale, and hence low costs and high efficiency, both recognised benefits of a global strategy. However, the global activities of container shipping lines are subject to a series of countervailing pressures, in particular, state regulation, shipper power, and the constant threat of competition. In an industry where differentiation has been absent, or at best difficult to achieve, there exists a growing belief amongst industry leaders that competitive advantage can be secured through providing a higher level intermodal service with a global network. This project identifies these and other important strategic management issuesr elating to containers hipping. it comparess trategiesa doptedb y industry leaders Sea-Land Service Inc. and Evergreen Line, two firms appearing to exhibit different modes of operation. Key differences in the strategies adopted by these lines' are identified. Through application of an established theoretical framework to help finther analyset he strategieso f thesec ompetitors,a nd aided by in-depth interviews with executives from each firm, it has been possible to identify specific organisational pressures associated with the conflicting needs for global operationali ntegration of activities and for local responsivenessT. he study has found that, in the global container shipping industry, competitors must implement strategies that facilitate a capability for both global integration and for local responsivenessT. his means that firms participating in the global container shipping industry must be multifocal; they must seek to develop the capability to manage both sets of demands simultaneously. Nevertheless, it is evident that whilst eachf irm is subjectt o broadly similar pressuresin respecto f the needs for integration and responsiveness, they adopt rather different strategies in attempting to meet these needs. With Sea-Land there is clearly an intermodal orientation, with more emphasis placed on intermodal capabilities and landside activities than on maritime aspects. Conversely, Evergreen Line was found to have a predominantly maritime orientation, placing greater emphasis on ships and containers and rather less emphasis on landside activities. These and other differences between carrier strategies relate to the series of strategic choices global liner shipping companies must make regarding the specific assets and operations necessary to provide a global container service. Using the grounded theory approach, a theoretical framework specific to the global container shipping industry has been developed that outlines these choices, illustrating the various options open to industry competitors. Entitled Strategic Choice in Container Shipping, the framework can be used as a teaching instrument to help explain industry complexity, and as an analytical tool to aid management decision-making and strategic planning.
15
Mocke, Jan Adriaan. "Value added approached to operations management in the consulting engineering industry / J.A. Mocke." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9789.
Full textAbstract:
The study examined project performance (PP), operations management performance (OMP) and operational personnel’s interpretation of the value added (VA) concept with the focus falling on a consulting engineering company (service oriented organization). The primary objective of this research study was to assess these study elements and to determine whether a relationship exists between these elements in a consulting engineering company in South Africa.
A literature review was conducted to gain insight into these three study elements and to identify and discuss the different underlying elements and concepts. Afterwards an empirical study was conducted by using the knowledge gained from the literature review to develop a generic company and operations management value chain for a consulting engineering company as well as a questionnaire that could measure different aspects of these three main study elements. This questionnaire was distributed throughout a selected consulting engineering company in South Africa.
The data collected from the empirical study was statistically analysed and conclusions were drawn from the findings. The results on project performance indicated that overall project performance is of good quality, but that management is neglecting the company’s financial side. The assessment of operations management indicated an average performance and that management focuses on executing a project in an efficient and professional manner, but are neglecting important elements that may affect project performance.
The assessment of the third study element, value added perceptions of operational personnel, indicated that operational personnel perceive that most value added to the company is created through the operations management department and that other departments are less important than the operations management department.
Examining the relationship off these three main study elements, it was concluded that the perceptions on strategic planning in a consulting engineering company do affect to some extent operations management performance elements, and that operations management performance elements do affect to some extent project performance elements.
It is the researcher’s opinion that these results do not fully prove any relationship between these main study elements and therefore further studies are required.<br>Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.
16
Buschmann, Sherry L. (Sherry Lee) 1956. "Knowledge management : obstacles and opportunities-- what can NASA learn from the consulting industry?" Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8881.
Full textAbstract:
Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2001.<br>Includes bibliographical references (leaves 113-116).<br>Knowledge Management (KM) has become a strategic business practice that is credited with providing and sustaining a firm's competitive advantage. Organizations skilled at knowledge management evaluate their core processes, capture insights of their findings, combine their skills and experiences, innovate, and apply the newly refined ideas quickly. Herein lies the competitive advantage. Organizations that excel at maximizing corporate knowledge, such as consulting firms, tend to be the ones that 1) value their employees, 2) have a culture of learning, and 3) have processes for sharing information. This thesis focuses on the KM strategies of consulting firms. In consulting, knowledge is the very cornerstone of the services a firm offers its clients. An extensive literature review, combined with interviews of a crosssection of the consulting industry, provides insight into the KM systems and organizational culture of successful firms. The knowledge gained from this research will be used in the development and implementation of a KM system at the National Aeronautics and Space Agency (NASA.). NASA is facing the possibility of losing fifty percent of its civil service workforce through retirement over the next five years. Capturing and storing technical and institutional knowledge for future use will help to assure the success and continuity of the nation's space agency. Although several areas emerge from the research as being key to the success or a firm's KM system, one theme outweighs all others - organizational culture. Information technology alone is inadequate to perform the tasks of managing a firm's knowledge. The firm must create a learning and sharing culture where personal networks and information technology combine to create an environment that maximizes corporate knowledge. In this thesis, I outline a framework, with suggested diagnostic actions, to assist managers at NASA and other organizations in the assessment of different cultural aspects most likely to affect critical knowledge-related behaviors. Using this framework will allow for more informed decisions concerning the realignment of the firm's culture to effectively support the goals for leveraging organizational knowledge.<br>by Sherry L. Buschmann.<br>S.M.M.O.T.
17
Heins, Ronald K. "Developing a parish consulting service for the Wisconsin Evangelical Lutheran Synod." Theological Research Exchange Network (TREN), 1998. http://www.tren.com.
Full text
18
Yoshioka, Kenji S. M. Massachusetts Institute of Technology. "Strategic vision toward the next-generation telecom industry." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59148.
Full textAbstract:
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 111).<br>Telecommunication industry is experiencing volatile change in technology and business model. Every telecom company needs strategy that gives direction through rapidly shifting environment. NTT, Japanese telecom giant is not exception. In this thesis, Delta model is utilized to obtain strategy that leads effective management and operation of future NTT. Another objective of this thesis is to understand the effect of different strategic bias and finding way to overcome difficulty of distinction between strategic opinions. Although Delta model is containing theoretical essence from all strategic fields, it has focus on rational planning and positioning view. This results some difficulty to apply Delta model for NTT that recently biased by emergent strategic view through experiences of continuous fight against threat from emerging new technologies and services. To fill this gap, alternative theories of Disruptive Technology, Invisible Asset, Overextension, and Organizational Knowledge Creation are applied in combination with Delta model and examined. Through experimental mixture of Delta model and alternative theories, I obtained NTT's strategic perspective and recommendations for technology development, business globalization, and preparation against future threat.<br>by Kenji Yoshioka.<br>S.M.
19
Suehiro, Yasutaka 1962. "Strategic challenges of the Japanese investment banking industry." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17900.
Full textAbstract:
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2004.<br>Includes bibliographical references (leaves 86-89).<br>Since the collapse of the bubble economy in 1990, Japanese securities houses have suffered serious damage and have not been able to keep up with the progress of the global investment banking industry. During this period, foreign investment banks have grown rapidly, diversified the coverage of business, and expanded to the global market. Japanese investment banks were first developed in the late 1990s, after the "lost decade". They have competed with Japanese and foreign rivals mainly in the domestic market. This thesis explores both the external and internal strategic challenges confronting a Japanese investment bank seeking to survive and become a global player in the industry. First it confirms the findings of a recent stuffy of the Japanese investment banking industry and then explores two key lessons learned from historical experience in U.K. and U.S. financial markets. The current policy of Japanese government is also reviewed. With regard to the analysis of future challenges of Japanese investment banks, this thesis employs the game approach to understanding external challenges while the learning approach is applied to better understand internal challenges.<br>by Yasutaka Suehiro.<br>S.M.
20
Fenton, Evelyn M. "Strategic agenda building and change in the water industry." Thesis, University of Warwick, 1996. http://wrap.warwick.ac.uk/34738/.
Full textAbstract:
An investigation into the trajectory of river water quality as a strategic issue for the water industry was conducted within two water organisations. This research traced the profile of this issue on the agenda of the water authorities over twenty years and within the industry over a century. The aim was to gain insights into processes of strategic agenda building and organisational development and change, linking process to performance in the achievement of river quality. A contextualist theory of method was adopted in a comparative case study approach which sought to assess the performance of the two organisations in attaining improvements in river water quality during the time frame. The contextualist methodology necessitated examining the agenda building process from multiple levels and over time. To this end extensive archive research and 40 interviews were conducted.The influence of the wider social environment and the sector in the long term were found to be important in the formation of sector and organisational ideology which conditioned organisational developments. A structurationist approach demonstrated the key social structures and their properties implicated in the formation of organisational ideology and its change, as the water authorities were privatised. A process model of strategic agenda building was developed and extended, based on an earlier model by Dutton (1988). This emphasised the influence of multiple contexts, the role of organisational ideology, issue related activities and the actions of sponsors as important additions to the original model. Further, the use of structuration theory, underpinned by a Realist perspective, outlined a conception of agency based on the causal powers granted by the necessary relations of the organisational structure or ideology, and that agency was granted by organisational members' access to alternative structural systems outside the organisational context. This research concluded that the links between structure, process and performance are implicated in incremental and transformational change, and that the properties of structure were instrumental in the propensity for adaption and change. Finally, organisational processes should accurately reflect the rules of the system for change to work.
21
Abraham, Tewoldemedhin Fithawi, and Meiras Medeubayev. "Knowledge Hiding in Consulting Industry: the Case of EY in Kazakhstan." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-25494.
Full textAbstract:
Aim: This study aims to explore the knowledge hiding phenomenon among project teammembers in the consulting industry. This study investigated why, when, how and what type ofknowledge team members hide.Methodology: This research applied a qualitative research with inductive approach. Semistructuredinterviews with eleven participants from EY in Kazakhstan were conducted.Secondary data was obtained from existing scientific articles and books.Findings: Findings of the study provided that (i) variables affecting knowledge hiding atindividual level also influence at team level; (ii) the technological and organizational barriershad a minor influence on knowledge hiding at team level; (ii) tacit/explicit and key/commonknowledge are subject to hiding among team members; (iv) three additional variables arediscovered at team level, i.e. laziness, fear of being seen silly and self-study. Theoretical contributions: This study contributes to the counterproductive knowledgebehaviour by exploring patterns of knowledge hiding among team members. Additionalknowledge sharing barriers of why and when team members hide knowledge were found. Teammembers hide knowledge when they feel ownership over knowledge and territoriality servesas a mediating tool. Nevertheless, collective knowledge psychological ownership weakensknowledge hiding, because team’s success is more important than individual’s goals.Managerial implications: Organizations are encouraged to nurture team environment, becauseteam members might feel that they are obliged to share their knowledge. Also, managementshould consider to lower territoriality perspectives (e.g. by team buildings, etc.). Limitations and future research: Future research should increase the number of respondentsfrom different companies, industries and geographical areas. To validate the three newly foundknowledge hiding variables at team level, they can be tested at individual level. On top of thatfuture research can focus on the effects of interpersonal injustice on knowledge hiding on eachmember, motivational process on knowledge concealing/sharing and cross-cultural differencesof how knowledge concealing is interpreted can be researched.
22
Nel, Johlene. "The role of middle management in strategy execution : a case study in a consulting engineering firm." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/19403.
Full textAbstract:
Thesis (MBA) -- Stellenbosch University, 2010.<br>Strategy execution is a notorious challenge. Research shows that only two thirds of the employees at the best companies agree that strategic and operational decisions are quickly translated into action. Organisations have to devote as much energy into getting execution right as they spend on crafting the direction for their business. Planning and implementation are inevitably joined at the hip, with the success at both these aspects insuring the success of the business.
The sphere in which private companies operate is profit driven by nature, which requires thorough planning and communication throughout the organisation. Middle management plays a central role in these companies and, if this group is the weakest link, failure is likely to occur. In order to be able to study the role of middle management in an organisation susceptible to the challenges mentioned above, a South African consulting engineering firm has been identified as a case study. Findings from this research study can prove helpful to the case study organisation and others in understanding the process of strategic translation and execution at middle management level and identifying possible areas for improvement or refinement.
In developing an understanding of middle management’s perception of the strategic process, sense can be made of how they translate it into tasks and responsibilities and ultimately the role they play in unfolding strategic plans in the implementation process.
The findings from the study highlight the critical role performed by middle managers within the CEF. Data collected through the interviews indicate that middle management has a broad understanding of the organisation’s strategy and that the roles of middle management within the CEF as connectors, knowledge conveyors and sense-makers in the execution of the organisation’s strategy are vital in successful strategy implementation.
Lastly, the utilisation of the experience gained through the strategy implementation process is debatable. The researcher concludes with a request for further research to determine the extent to which organisations utilise the implementation roles of middle managers to provide substance to strategy plans
23
Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.
Full textAbstract:
The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.
24
Weatherburn, Michael. "Scientific management at work : the Bedaux system, management consulting, and worker efficiency in British industry, 1914-48." Thesis, Imperial College London, 2014. http://hdl.handle.net/10044/1/25296.
Full textAbstract:
Building on scholarly research into the history of management, consultancies, the British state, trade unions, and industrial activism, this thesis uses a variety of private and public archives, printed materials, and private collections, to examine the inception, development, and large scale implementation of work measurement in Britain between 1914 and 1948. It explores work measurement's origins in the American scientific management movement, particularly F.W. Taylor's unit-times, and Charles E. Bedaux's development of Taylor's unit- times into a more effective work measurement unit: the Bedaux B. It elucidates on Bedaux's commercial career and his foundation of several successful industrial consultancies in the 1920s. It explores the activities of his consultancy in interwar Britain, including the installation of the B system at Imperial Chemical Industries (ICI) and the negotiations conducted in order to introduce the B system. It also explores Charles Bedaux's demonisation by the US and British media from 1937-44. The thesis then provides case studies of the circle of managers based at the Rowntree Cocoa Works at York in the interwar period to demonstrate that, in contrast to existing historiographical claims, the Rowntree circle were important in developing, and using, additional work measurement units derived from the B such as the Rowntree Mark, the Mander Work Unit, and the Urwick Orr & Partners Point. It explores the large-scale expansion of work measurement during World War Two, particularly in the use of the B- derived ICI Standard Minute unit at the Ministry of Supply's National Filling Factories, and the endorsement of work measurement by the postwar Labour government in the form of the establishment of the British Institute of Management in 1948. It examines how, when, and why the leadership of major trade union organisations, particularly the Transport and General Workers' Union and the Trades Union Congress, accommodated themselves to the Bedaux B and other work measurement systems in the early 1930s, as well as the more vociferous response to 'Bedaux and kindred systems' by the Communist Party of Great Britain and the Amalgamated Engineering Union. It concludes by examining the uneasy political consensus around the utility and practices of work measurement in postwar British industry, both public and private.
25
Van, Rooyen Roelof Petrus. "Strategic management of construction companies." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020407.
Full textAbstract:
The research emanated from an investigation of GB7, GB8 and GB9 main contractors in the Eastern Cape Province of South Africa. The study was focussed on the strident economic times in the construction industry following the FIFA Soccer World Cup from August 2010 to December 2012. The research was conducted to identify the key strategy or combination of strategies keeping construction entities in operation. The study further investigates the key elements of a successful turnaround strategy as well as the most effective methods in implementing strategies within construction organizations. The research took the form of an empirical quantitative study where a descriptive survey was used to collect data. Structured interviews were held with the target population to collect data in the field. The study established that geographic diversification was the most effective method utilized by main contractors for survival during the study timeframe. The study also found that lowering of profit margins and preliminary and general amounts were most effective methods in the use of turn around strategies. The study finally concluded that effective steps were taken by main contractors in the Eastern Cape to implement corporate strategies within their organizations. Step by step guidance to all employees on new processes was the key element in successful strategic implementation of a strategy within construction organizations. The research conducted contributes to the strategic management competency within the built environment as well as the existing body of knowledge within the construction industry. All members of the construction industry in South Africa involved with strategic level planning of entities would value the study.
26
Van, der Westhuizen Carl Johan. "Outsourcing : understanding the strategic value in the refractory industry." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/970.
Full textAbstract:
Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: RHI Refractories believe that the process of outsourcing certain activities of a companies’ value chain goes hand in hand with a complete new way of how management think and do things. The process of outsource the refractory activity of a company’s value chain is not just a matter of outsourcing a part of the value chain that cannot influence the company’s performance negatively, but it can stop the process.
To achieve a true business relationship RHI and SASOL must have the same goals in their goal setting to make the contract successful.
RHI Refractories and SASOL shared goals: • The target to reduce the Total Cost of Ownership involving the refractory material on SASOL. • Both parties need a 100% buy-in in this concept and need to lay down a guideline on mutual profit sharing to end up with a win-win scenario. • RHI to supply SASOL with a competent installation crew and technical assistance in exchange for remuneration. • RHI and SASOL to have a long term relationship to ensure installation crew is familiar with plant conditions on contract work as well as project work.
RHI Refractory’s strategy to supply the service has two major advantages:
a. these type of contract ensures a constant monthly cash flow; b. It lifts the entry barriers for rival companies that they are unable to compete cost effective on additional project work that’s not part of the outsourcing contract scope.
From the financial results RHI was successful in their strategy by securing 100% of all the material and additional project work on the SASOL site.
RHI wanted to establish a relationship that can be classified as – NETWORK ORGANIZATION.
This relationship would better the marketing position of RHI Refractories, it would secure a long term relationship, both companies would benefit from a shared vision and this would lead to a win-win situation.
RHI Refractories definitely benefit from outsourcing contracts as a service provider and in the same way it controls rival companies by setting high entry barriers through cost sharing between contract and project work.<br>AFRIKAANSE OPSOMMING: RHI Refractories glo dat die proses van uitkontraktering van sekere aktiwiteite van 'n maatskappy se waardeketting 'n kompleet nuwe wyse is waarop bestuur dink en besigheid doen. Die proses van uitkontraktering van die vuurvaste funksie van 'n maatskappy se waardeketting is nie net 'n geval van uitkontraktering van 'n gedeelte van die waardeketting wat die maatskappy negatief kan beinvloed nie, maar dit kan die proses stop.
Om 'n ware besigheidsverhouding te verkry, moet RHI en Sasol dieselfde doelwitte in hulle doelstelling hê om die kontrak suksesvol te maak.
RHI Refractories en SASOL se gedeelde doelwitte: • Om die Totale Koste van Eienaarskap te verminder ten opsigte van vuurvaste materiale; • Beide partye moet 100% inkoop in die konsep en moet riglyne neerlê vir wedersydse winsdeling wat lei tot ‘n wen-wen verhouding; • RHI moet SASOL voorsien van 'n bevoegde installasie span en tegniese bystand vir vergoeding; • RHI en SASOL moet 'n langtermyn verhouding opbou om te verseker dat die installasie span vertroud is met die aanleg omstandighede, kontrak- en projekwerk.
RHI se strategie om 'n diens te verskaf het twee groot voordele: • Hierdie tipe kontrakte verseker ‘n konstante maandelikse kontantvloei; • Dit lig die intree vlakke van mededingende maatskappye in so ‘n mate dat mededingende maatskapye nie koste doeltreffend kan meeding op projekte wat nie deel is van die bestaande kontrak nie.
Vanuit die finansiele resultate is dit duidelik dat RHI suksesvol was in hulle strategie deur 100% van alle materiaal en projekwerk verkry het op die SASOL aanleg.
RHI wil ’n verhouding bewerkstellig wat geklassifiseer kan word as – NETWERKVORMEND.
So ’n verhouding sal ’n beter bemarkingsaanslag vir RHI beteken, dit sal ’n langtermyn verhouding verseker, beide maatskappye sal voordeel trek uit ’n gedeelde doelwit wat sal lei tot ’n wen-wen verhouding.
RHI trek voordeel uit uitkontrakteerde kontrakte as ’n diensleweraar en in dieselfde tyd beheer dit mededingende maatskappye deur die intreevlakke te beheer deur kostedeling tussen kontrakwerk en projekwerk.
27
Fung, Leung Pik-wah. "Strategic human resources management in a civil engineering/construction company /." [Hong Kong] : University of Hong Kong, 1991. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13055045.
Full text
28
Moos, Moegamat Fatgie. "The impact of the current public sector procurement system on the consulting engineering industry." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/27820.
Full textAbstract:
The development of infrastructure in our country is seen as key to eliminating poverty and reducing inequality. This is confirmed by the establishment of the Presidential Infrastructure Coordinating Council who will coordinate the implementation of the 18 Strategic Infrastructure Projects as part of government's programme. For this infrastructure development programme to be successful, competent engineering professionals are needed. The engineering industry is currently in crisis due mainly to the effect the current public sector procurement system has had on it. The procuring of consulting engineering services is currently done primarily by competitive tendering where price is the deciding factor in the award of tenders. Tenders are evaluated solely on the basis of price and Broad Based Black Economic Empowerment requirements (also known as preference requirements). The criteria for expertise, experience and capacity are only used as qualifying criteria after which price and preference are used for the evaluation. This process is irrespective of the scale of the project or the skills required. The processes are governed by legislation such as the Public Finance Management Act, Preferential Procurement Policy Framework Act and the Municipal Finance Management Act. All public sector institutions and public entities are therefore governed by this and must ensure compliance. There has however been an acknowledgement on the part of government that the current system needs to be reviewed. National Treasury published the Public Sector Supply Chain Management Review in February 2015. This frank look at the current Supply Chain Management system highlighted the shortfalls and what is required to be done to improve the system. The important acknowledgement out of this review is that construction procurement is different to normal procurement and different systems should apply. Despite the initiatives launched by government the current procurement system for consulting engineering services remains unchanged and primarily price driven. Respondents in the private and public sectors were surveyed for their views on the current state of procurement. From the research it is clear that respondents both in the private and public sectors indicate that competition based on price should be changed. Due to low fees tendered consultants no longer have the luxury of seconding senior experienced staff to projects for extended periods of time. Training, development and mentoring of graduate staff has also become less and firms have limited ability to reinvest for growth. Public sector clients' perceptions also indicate that consultants' quality of service has deteriorated. In order to arrest the current situation the study recommends that clarity be sought on the relevant sections of the constitution dealing with procurement. Once this is achieved the National Treasury and the National Department of Trade and Industry should be engaged to get the applicable legislation amended to accommodate a quality and cost based selection system and that takes into account the scale and complexity of projects. This will lead to consultants getting paid fees commensurate with the effort required to execute projects thereby allowing consultants to reinvest in their businesses that will ensure its longevity. This will contribute positively to the infrastructure development required to eliminate poverty, reduce inequality and grow the economy.
29
Zuhdi, Muneer. "Strategic management in the Telecom industry to create competitive advantage." Doctoral thesis, Universidade de Aveiro, 2012. http://hdl.handle.net/10773/8886.
Full textAbstract:
Doutoramento em Gestão Industrial<br>O presente trabalho teve por objetivos a identificação de uma estratégia
e o desenvolvimento de um modelo que permita às operadoras de
telecomunicações a sua sustentabilidade, bem como a identificação de
caminhos para a adaptação a uma realidade sempre em mudança como
é a da indústria das telecomunicações. Numa primeira parte do trabalho
elaborou-se uma revisão de literatura do atual estado da arte das
principais estratégias relevantes e com aplicação à indústria de
telecomunicações. A pesquisa realizada investigou a estrutura atual da
indústria de telecomunicações e o estado da competitividade das
operadoras de telecomunicações. Dos resultados desta foi possível
constatar uma evolução constante da tecnologia e dos modelos de
negócio neste ecossistema, assim como a presença de uma pressão
concorrencial significativa exercida sobre as operadoras, quer por parte
das empresas já existentes no mercado quer por parte das emergentes.
As operadoras têm de transformar o seu modelo de rede e de negócios
para se adaptarem às mudanças e às tendências da indústria e do
mercado.
Com base na revisão de literatura, elegeu-se a metodologia baseada
num inquérito de pesquisa empírica para aferir o estado da indústria e
derivar as estratégias possíveis. Este inquérito foi efetuado a
especialistas da área de telecomunicações de diferentes subsectores e
países para abordar todos os elementos estratégicos do modelo de
negócio futuro. Os resultados da pesquisa revelaram que as empresas
que operam no mercado da Internet (Over The Top - OTT) representam
a maior ameaça sobre o futuro dos operadores de telecomunicações.
Os operadores só vão conseguir responder através da modernização de
sua rede, melhorando a qualidade, reduzindo o custo global, e
investindo em produtos inovadores e diferenciados e em serviços. Os
resultados do inquérito revelam-se de acordo com os pressupostos da
Blue Ocean Strategy. A aplicabilidade da Blue Ocean Strategy foi
aprofundada permitindo concluir que o valor inovador obtido
simultaneamente através da redução de custos e da diferenciação
permitem aumentar as vantagens dos operadores existentes em termos
das infra-estruturas físicas detidas e das relações estabelecidas com os
clientes. O caso particular da fibra óptica até casa (FTTH) foi
considerado como aplicação da Blue Ocean Strategy a uma nova
tecnologia que as operadoras podem implementar para criar novas
soluções e abrir segmentos de mercado inexplorados. Os resultados do
inquérito e da investigação realizada à aplicação da Blue Ocean
Strategy foram combinados para propor um novo modelo de negócio
para as operadoras de telecomunicações que lhes permite, não só
responder aos desafios existentes, mas, também, ter uma melhor
posição competitiva no futuro. Foi, ainda, realizado um estudo de caso
que destacou como a Verizon Communications foi capaz de transformar
a sua rede e o modelo de negócio em resposta ao aumento da pressão
competitiva. Através do valor da inovação transferida aos seus clientes,
a Verizon foi capaz de aumentar significativamente as suas receitas e
satisfação do cliente.<br>The present research work aims at identifying a strategy and model that
telecom operators can follow not only to survive but also to strive in the
ever-changing technology-intensive telecom industry.The first effort was
to review the current state of the art in terms of the relevant strategy work
that can be applied to the telecom industry. The research investigated the
existing structure of the telecom industry and the competitiveness of
telecom operators. This investigation has revealed that operators are
under significant competitive pressure from old and new competitors.
Meanwhile, the technology and the telecom industry continue to evolve.
Operators have to transform their network and business model to adapt to
changes and trends in the industry. A research survey was conducted
with experts representing different demographics to address the main
strategic elements in the future business model. The research revealed
that Internet companies (Over The Top - OTT) pose the highest threat on
the future of operators. This is mainly due to their low cost structure, fast
innovation, and fast growth. This growth is congesting the operators’
network while eroding their revenues. Operators can only respond by
modernizing their network, improving quality, reducing the overall cost,
and investing in innovative and differentiated products and services. The
research work found that the survey outcome was in line with elements in
the blue ocean strategy. The applicability of the blue ocean strategy was
investigated further and it was found that innovating value through
simultaneous reduced cost and product differentiation would leverage the
operators’ existing advantage in terms of owning the physical
infrastructure and having established relationship with customers. Fiber to
the home was researched to highlight how blue ocean strategy can be
applied on a new technology that operators can deploy to generate new
demand and create uncontested market space. The research findings
from the survey and the investigation of applying blue ocean strategy
were combined to propose a new business model for telecom operators to
enable them to not only respond to existing challenges but also to have
the best competitive position for the future. A case study highlighted how
Verizon Communications was able to transform their network and
business in response to the increased competitive pressure. By
innovating value to customers, Verizon was able to significantly increase
the revenues and customer satisfaction.
30
Ellis, Robert A. (Robert Adams). "The computer industry--strategic analysis of DEC and IBM." Thesis, Massachusetts Institute of Technology, 1987. http://hdl.handle.net/1721.1/14831.
Full text
31
Lo, Matthew A. (Matthew Adam(/)). "A strategic and financial analysis of the DRAM industry." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/72858.
Full textAbstract:
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2012.<br>Cataloged from PDF version of thesis..<br>Includes bibliographical references (p. 65-68).<br>The manufacturing and development of Dynamic Random Access Memory (DRAM) is a large global industry that involves various advanced technologies and significant capital expenditures. The industry has seen tremendous developments over the past few decades allowing for rapidly improving product performance. The progression of the industry has also been a fantastic model for demonstrating the basic laws of economics, including the economies of scale and consolidation in high fixed-cost businesses. The first part of this thesis provides a general overview of the DRAM industry, including a brief history of the product and an overview of the essential technologies and its manufacturing process. In addition, the key business drivers of the industry are discussed and important lessons from two pivotal stages in the industry, the rise of Japanese manufacturers and the ascension of Korean producers, are presented. The second part of this thesis provides a case study on one major industry participant - Elpida Memory Inc. A company overview is first given, and then recommendations regarding the Company's future strategy and direction are presented.<br>by Matthew A. Lo.<br>S.M.
32
Sjostrom, Johan Carl Fredrik. "Corporate effects on industry competition : a strategic groups analysis." Thesis, University of Oxford, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.320737.
Full text
33
Hodgkinson, Gerard Paul. "Strategic cognition in a mature industry : differentiation, consensus, and outcomes." Thesis, University of Sheffield, 1993. http://etheses.whiterose.ac.uk/2973/.
Full textAbstract:
This thesis reports the outcomes of a multi-level longitudinal empirical enquiry designed to test several fundamental, though previously unsubstantiated, propositions associated with the theory of competitive enactment, recently advanced by Porac and his associates as an explanation of the role of cognition in the evolution of competitive structures in industries and markets (Porac et al, 1989; Porac & Thomas, 1990). The study, which was conducted in the UK residential estate agency industry, employed a modified repertory grid based approach in order to explore three issues: the extent to which strategists' mental models of competitive space are correlated with measurable strategic behaviours and organisational performance; the extent to which strategists' mental models within this industry are homogeneous or diverse; and the extent to which strategists' mental models are stable or transient in the face of significant changes in market conditions. In all three cases substantial empirical support was obtained in keeping with the predictions of competitive enactment theory - ie mental models were found to correlate with a number of measurable strategic behaviours, mental models were found to be highly homogeneous, and mental models were found to remain stable - despite a significant down-turn in the market from Tl - T2. These findings provide a convincing demonstration of the existence and negative impact of a strongly held collective mental model, within a mature industry, on strategy and performance. The implications for theory, research methodology, and the practice of strategic management are discussed, as are the limitations of the present study. The thesis concludes with a call for further multi-level longitudinal studies, which extend the range of industries investigated and the methodologies employed for cognitive modelling, and vary the time intervals between data collection periods, in order to tease out the confounding effects of these factors.
34
Gerbetz, Kenneth S. (Kenneth Steven). "Entering a mature industry : a case study of strategic innovation." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11362.
Full text
35
Kessel-Hunter, Kathy L. "Sun Microsystems & a strategic analysis of the workstation industry." Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/14782.
Full textAbstract:
Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1988.<br>Title as it appeared in MIT Graduate list, June, 1988: Sun Microsystems and a strategic analysis of the technical workstation. Vita.<br>Bibliography: leaves 104-108.<br>by Kathy L. Kessel-Hunter.<br>M.S.
36
Parikh, Anand S. "Strategic impact of communication networks on the financial services industry." Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/61046.
Full text
37
Larsson, Andreas. "Strategic management of intrafirm R&D in process industry : six essays on technology strategic planning." Doctoral thesis, Luleå : Department of Buisness Administration and Social Sciences, Division of Industrial Organization, Luleå University of Technology, 2007. http://epubl.ltu.se/1402-1544/2007/63/.
Full text
38
Leung, C. W. "The role of strategic management in the electronics industry in China." Thesis, Swansea University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.637881.
Full textAbstract:
This study of China's electronics industry utilises the manufacturing strategy theoretical framework of Hayes and Wheelwright. The macro approach examines the influences of intra- and international environments. The micro perspective focuses on eight decision categories (facilities, capacity, technology, vertical integration, workforce, organisation, quality and production planning/materials control) and on an internal analysis (at the company level). Competitive priorities (cost, delivery, quality and flexibility) are also scrutinised and compared. The year 1978 was a watershed year for China's economy. It marked the beginning of great economic reforms under Deng Xiaoping. Since then, China has entered a new economic era and her GNP growth ranks among the healthiest in the world. China has succeeded in international production and business. Her economic environment attracts considerable foreign investment. The oft-cited low manufacturing costs are only one reason for China's success. Many new economic and industrial strategies are also responsible for the growth. The electronics industry is adopted here, as a benchmark for China's new found prosperity. One of the respondents' factories is selected for case study, in order to compare its manufacturing strategy versus the overall findings whether the individual results are typical and consistent. Inland realm for facilities location, management and operating system and workforce development, manufacturing processes technology upgrade, vertical integration implementation and industrial infrastructure improvement are recommended for further improvement. As low cost and flexible human resources are a bedrock of the competitive advantages, emerging in quality and then flexibility in-depth will strengthen the competitive edges of China's electronics industry. However, further inland reform (Yangtze Strategy), state-owned enterprises reform and some of the military industry privatisation are considered as the future strategies of China.
39
Berryman, Paul. "LABKEY - a strategic management model for the scientific analytical services industry." Thesis, University of Portsmouth, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.369435.
Full text
40
Ramirez, Juan Pablo Mendoza. "Strategic analysis of the integrated facility management services industry - approach to success." Thesis, Georgia Institute of Technology, 2002. http://hdl.handle.net/1853/23214.
Full text
41
Gruber, Harald. "Strategic product innovation : theory and evidence for the semiconductor industry." Thesis, London School of Economics and Political Science (University of London), 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.265826.
Full text
42
Appels, Gaynor. "Strategic management guidelines for construction SMEs in the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1414.
Full textAbstract:
SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
43
Lee, Kyung Ho S. M. Massachusetts Institute of Technology. "A strategic analysis of the DRAM industry after the year 2000." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/81087.
Full textAbstract:
Thesis (S.M. in Management Studies)--Massachusetts Institute of Technology, Sloan School of Management, 2013.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 42-43).<br>The DRAM industry has been growing in line with the development of information technology since the 1970's. However, the industry has become commoditized and is well known for its recurring cycle of upturns and downturns, resulting in a number of bankruptcies, mergers and acquisitions. Specifically, the years following 2000 became increasing challenging for the key DRAM producers that remained in the market. The combination of demand shifts to consumer oriented electronics and rising manufacturing costs reduced profitability across the industry. As these conditions persist, DRAM producers need to find a way to generate sustainable profit and to create buffers against imminent downturns. This thesis details the industry level problems DRAM vendors have faced in the past, the dynamics that have caused recurring industry cycles and commoditization, and how those dynamics affect the industry. In this context, the thesis concludes with two suggestions for potential strategies for market differentiation. First, DRAM producers should strengthen services that provide opportunities to differentiate their value proposition to customers while simultaneously generating new sources of profit. Second, DRAM market leaders should continue to focus heavily on R&D of high performance products while carefully managing the timing of new product launches to maximize profits.<br>by Kyung Ho Lee.<br>S.M.in Management Studies
44
Nam, Joongkwon. "The strategic importance of the "stakeholder approach" in the service industry." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/72855.
Full textAbstract:
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2012.<br>Cataloged from PDF version of thesis..<br>Includes bibliographical references (p. 110-113).<br>In countries with a market economy it is generally agreed that companies should pursue economic profitability to survive and to provide shareholders with maximal value. The view is generally summarized as "the shareholder approach" in the management of businesses. However, not many people would disagree that companies also have certain social responsibilities. Unlike the shareholder approach, "the stakeholder approach" emphasizes responsibility over profitability and sees that company's success should be measured by the satisfaction among all stakeholders around itself, not by one stakeholder- shareholders. In this thesis, I examine how the stakeholder approach is beneficial for corporation's sustainability and competitiveness in the service industry by analyzing some empirical evidences in leading companies in it; Enterprise Rent-a-Car, Whole Foods, and Trader Joe's. In the service industry, companies can't help continuing interactions and relationships with all the stakeholders in daily business operations. Without supports from them, companies are hard to succeed. The analysis finds that the stakeholder approach is a legitimate management strategy and helps companies building trust and maintaining a sustainable competitive advantage, even giving better financial return in the long term.<br>by Joongkwon Nam.<br>S.M.
45
Sharp, Lionel Scott 1949. "Strategic alliances by defense contractors in an era of industry consolidation." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/9801.
Full textAbstract:
Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 1999.<br>Includes bibliographical references.<br>In-depth interviews and case analyses were performed to classify and evaluate alliance formation in a major defense company. The industry associated with national defense has experienced dramatic change over the past decade in terms of reduced government spending levels and extensive consolidation. These events, combined with a rapid pace of technological advancement and innovation are reshaping the defense industry. Alliances with partner companies may play a distinctive role in defense company strategies to acquire new technologies, enter global markets and gain competitive advantage. To assess the role of alliances in a defense company, personal interviews were conducted with company program managers, vice presidents and a prior CEO of Detel Corporation (pseudonym), a firm with multi-billion dollar annual revenues. Evaluations of sixteen alliances determined the conditions for formation, management involvement, objectives, partner company size, current markets, and degrees of success or failure. The results highlighted the importance of CEO and senior level management involvement in initiating and implementing the alliance. In cases of fast paced technology companies, alliances with smaller firms were generally easier for this major defense company to establish and develop into strategic long-term relationships than with large technology firms. The large commercial technology firms are reluctant to form strong alliances with defense companies as manufacturing scale via defense market entry limits partner value. Smaller technology firm alliances are a superior source to obtain new technology quickly, often at less cost than internal developments. Careful selection of partners from the United States and foreign countries has potential of entry into new global defense and government markets. Alliances with competitors are possible but require significant levels of management attention. Alliances with firms whose dominant business is in commercial markets will become the norm for defense companies. They will provide access to innovative technologies and processes as well as continuing the movement towards a more homogenous commercial/defense marketplace.<br>by Lionel Scott Sharp.<br>S.M.M.O.T.
46
Haupt, Lynne Felice. "Vertical integration and strategic sourcing in the biopharmaceutical industry." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/34827.
Full textAbstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2005.<br>Includes bibliographical references (p. 77-78).<br>Biopharmaceutical companies are focusing on operational efficiency more than ever before due to cost pressures, generic competition, complex pricing, regulations, and globalization. Due to the low probabilities of success of drug development and achieving market penetration, it is critical for a company to optimize the sizing of a manufacturing facility to achieve maximum capacity utilization while avoiding or minimizing non-productive, idle capacity. In order to achieve high manufacturing efficiency and minimize capital risks, many firms elect to outsource various phases of the drug development value chain. This thesis investigates the major drivers for vertical integration and outsourcing in the biopharmaceutical industry. This work examines outsourcing and vertical integration decisions including their financial, organizational, and strategic effects on the organization. It presents a methodology and framework for strategic sourcing decisions and includes a set of quantitative tools for assessing outsourcing options and guidelines for selecting, implementing, and managing relationships with contract manufacturers. These frameworks are applied to case studies conducted at the Genzyme Corporation. The strategic sourcing decisions tools developed in this work are highly customizable and can be adopted by other companies in the biopharmaceutical industry.<br>by Lynne Felice Haupt.<br>S.M.<br>M.B.A.
47
Graham, Gary. "Defence industry structure and supplier strategies." Thesis, University of Huddersfield, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.296000.
Full text
48
Forrest, Janet E. "The management of technological innovation : strategic alliances in the new biotechnology industry." Thesis, Cardiff University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.375952.
Full text
49
Crenshaw, Scott H. (Scott Harding) 1965. "Finding growth in a maturing market : strategic implications for the software industry." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17850.
Full textAbstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2004.<br>Includes bibliographical references (leaves 124-132).<br>This thesis explores the changes occurring in the software industry and the strategic implications thereof. The software industry has historically benefited from the rapid introduction of new platforms and applications, an increasing user base and nearly contiguous cycles of growth. However, this process may have stopped or become sufficiently protracted to shift the industry to the mature phase of its life cycle. This thesis seeks a definition of industry maturity, discusses trends in the software industry and assesses the extent to which these trends are cyclical or structural. It then analyzes the maturity of the industry in aggregate and suggests strategies for firms. Finally, it segments the industry into clusters and makes observations regarding the maturity of each cluster.<br>by Scott H. Crenshaw.<br>M.B.A.
50
Schlund, Jonell E. (Jonell Elaine). "A strategic analysis of the trends in the fast-food franchise industry." Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/14539.
Full text