Dissertations / Theses on the topic 'Strategic management; Corporate strategy'
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Hořáková, Lucie. "Návrh strategie rozvoje konkurenceschopnosti obchodní firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222052.
Full textNandialath, Anup Menon. "ESSAYS ON THE ROLE OF UNOBSERVABLES IN CORPORATE STRATEGY." The Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=osu1250270664.
Full textIbrahim, Avan Abdul Razzak. "An empirical analysis of the strategic group concept within the UK construction industry." Thesis, Heriot-Watt University, 1995. http://hdl.handle.net/10399/1340.
Full textAxén, Wrigfors Caroline, and Karin Eliasson. "Strategic Management : A combination of the internal and external perspective." Thesis, Jönköping University, JIBS, Business Administration, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1495.
Full textStrategic management has long been viewed as the concept and process that link an organization
and its environment together (Leibold, Probst & Gibbert, 2002). It consists of the
analysis, decisions and actions an organization undertakes in order to create and sustain
competitive advantages (Dess, Lumpkin & Taylor, 2005).
Within the history of strategic management research there has been an unbalance between
the internal and the external perspective. During the 1980s Michael Porter, one of the most
prominent strategic management researchers, and his Five Forces model focused strictly on
the external competitive environment (Mintzberg, Ahlstrand & Lampel, 1998). Further, in
the 1990s the focus shifted from external to internal along with Jay Barney’s development
of the resource based theory in 1991 (Barney, 1991). The issue of excluding one or the
other perspective has now started to be acknowledged and researchers today are striving
for developing models integrating both perspectives. However, theoretical models existing
today that combine the two perspectives are complex and hard to apply in practice for
managers within the business world.
In order to address the complexity of the strategic management concept we have chosen to
develop a model with the purpose to connect and relate the external and internal perspectives
by conducting an in-depth analysis of a chosen company. The model also strives to be
easily communicated, applicable and understandable for managers and employees on different
levels within the organization. This leads us to the purpose of this thesis: “to develop
a simplified model that combines the external and internal perspective of strategic management
and apply this to a chosen company”.
The research was conducted through a case study based on the authors’ participation in a
PBM (Project Based Module) - project. The model was tested on the company in question
by analyzing the company’s internal and external environment with the means of analysis
tools such as PEST-analysis, strategic group analysis, threshold analysis and the SWOTanalysis.
To conclude it is important to balance an organization’s internal efforts with the external
market conditions and avoid excluding one or the other from the strategic management
process. Combining the two perspectives results in identifying the current capabilities and
competences and the direction of how to use these in order to meet market demands and
gain competitive advantage.
Botha, An-Marie. "Development of a corporate strategy for the Quicksand Group." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8576.
Full textAhmed, Hameed, and Ali Najam. "How Corporate Governance Affects Strategy of Corporations : - Lessons from Enron Corporation -." Thesis, Linköping University, Department of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-5891.
Full textCorporate governance is a subject of academic and professional debate. It has and it will continue to be a topic under scrutiny for subsequent deliberations since there are many different research dimensions and contexts associated with it. However, it has been observed that the linkage between corporate governance and strategy of a corporation remains as an untapped area with considerable avenues of research. This paper tends to explore this linkage, using Enron scandal as backdrop.
In the aftermath of the debacle of US energy giant Enron in 2001, the significance of corporate governance has come under heavy scrutiny of different researchers. Whereas different explanations have been attributed to its downfall, it has been widely accepted that this was a case of failed corporate governance.
This paper tends to explore Enron downfall from the perspective of failed corporate governance. By defining and exploring corporate governance and its underlying issues, the authors have used Agency theory as a theoretical framework in unison with internationally renowned auditing company - Ernst & Young Model - to understand the role of different actors and forces responsible for Enron collapse.
By using qualitative research method, the authors have used secondary literature as well as combination of questionnaires and telephonic interviews to obtain viewpoint of renowned international academic / professional researchers. They have been identified through convenience sampling methodology. A few internationally renowned auditing companies have also been used as part of this survey to explore diversity of perspectives in this context. Efforts have been made; to explore the main causes rather then to write just another case on Enron.
After drawing lessons from Enron, the paper concludes with the understanding that there is direct link between corporate governance and strategy of corporations. However there is diversity of perspectives in this context and hence it requires further exploration and debate.
Cilliers, Andre. "Leisurenet : a strategic analysis with reference to corporate governance as part of company strategy." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52917.
Full textENGLISH ABSTRACT: The rise of the health and fitness club, Health and Racquet Club, in the late eighties was spectacular and it came as no surprise that the company was listed on the Johannesburg Stock Exchange in 1994. The two founder members, Peter Gardener and Robert Mitchell listed a company within a short period of time and were not afraid to change their strategy and expand their operations into other sectors of the leisure industry in 1995. In the late nineties, after restructuring the subsidiaries of the group, management started to look at foreign markets for expansion of the core business, namely the Health and Racquet Clubs. The group's foreign expansion accumulated a vast amount of debt on its balance sheet and in retrospect was seen as one of the main reasons for its collapse. The company was placed under liquidation in the end of the 2000 financial year. This study will evaluate the different strategies management followed, and will identify some key strategic mistakes that was made and that led to the downfall of a seemingly financially strong organization that offered above average returns to it's stakeholders. It also aims to show that a business strategy has to rely on strong corporate governance and that the last say always lies with the stakeholders within that company.
AFRIKAANSE OPSOMMING: Die gesondheids- en fiksheidsklub, die Health and Racquet Club, het in die laat tagtigerjare ongelooflike opgang gemaak, wat uiteindelik gelei het tot notering op die Johannesburgse Effektebeurs in 1994. Die twee stigterslede, Peter Gardener en Robert Mitchell, het die maatskappy binne 'n kort tyd genoteer, en het nie gehuiwer om hulle strategie te verander en in 1995 hulle bedrywighede uit te brei na ander sektore in die ontspanningsindustrie nie. In die laat negentigerjare, nadat die filiale van die groep geherstruktureer is, het die bestuur oorsese markte begin ondersoek met die oog op uitbreiding van die kernbesigheid, naamlik die Health and Racquet Clubs. Die groep se uitbreidingsaksie het groot skuld tot gevolg gehad - een van die hoofredes vir die ineenstorting. Die maatskappy is aan die einde van die 2000 finansiële jaar gelikwideer. Hierdie studie evalueer die verskillende strategieë wat die bestuur gevolg het, en identifiseer die belangrikste strategiese foute wat gemaak is en wat gelei het tot die ineenstorting van 'n maatskappy wat oënskynlik finansieel sterk was en bogemiddelde opbrengste aan die aandeelhouers besorg het. Die studie poog ook om aan te toon dat 'n besigheidstrategie gebaseer moet wees op stewige korporatiewe beheer en dat die laaste sê altyd by die aandeelhouers van die maatskappy lê.
Steyn, Benita. "Strategic management roles of the corporate communication function." Diss., University of Pretoria, 2000. http://hdl.handle.net/2263/32454.
Full textDissertation (MCom)--University of Pretoria, 2000.
gm2013
Communication Management
Unrestricted
Taketomi, Tametsugu. "Comparative analysis of corporate strategic planning." Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/14271.
Full textTitle as it appears in the M.I.T. Graduate List, Feb. 1990: Comparative analysis of corporate planning.
Includes bibliographical references (leaves 105-109).
by Tametsugu Taketomi.
M.S.
Samaniego, Ponce Ernest. "Analytics for strategic corporate social responsibility." Thesis, Massachusetts Institute of Technology, 2020. https://hdl.handle.net/1721.1/127073.
Full textCataloged from the official PDF of thesis.
Includes bibliographical references (pages 27-28).
Often organized as disconnected philanthropic activities independent from core corporate strategy, the potential that Corporate Social Responsibility (CSR) can play in gaining competitive advantage for firms have largely been untapped. One of the challenges in unlocking the strategic advantages of CSR lies in measuring results and connecting outcomes to key business priorities. The application of data analytics can support CSR practitioners in overcoming this challenge. By adopting CSR analytics, practitioners can more transparently measure the impact of their activities, identify underlying relationships with business goals, and utilize data to make strategic choices that contribute to corporate strategy. This research focuses on the case of Wayfair, one of the largest e-commerce companies in the world. In support of the firm's corporate goal of improving human resource outcomes, analytics strategies have been developed to describe, predict, and prescribe CSR interventions. These strategies impact the five dimensions of employee engagement: employee satisfaction, employee identification, employee commitment, and employee loyalty. This research study aims to encourage firms to increase focus and investments on the adoption of analytics in CSR. By doing so, firms can achieve business goals and contribute to sustainable development.
by Ponce Ernest Samaniego.
S.M. in Management Studies
S.M.inManagementStudies Massachusetts Institute of Technology, Sloan School of Management
Ching-Ho, Liu. "A strategic activity model and management performance of American, Japanese, and Taiwanese firms." Thesis, University of the West of Scotland, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.360229.
Full textSteenkamp, Pieter. "Fidentia : a strategic and corporate governance analysis." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/802.
Full textENGLISH ABSTRACT: Fidentia became an active player in the South African financial services industry in 2005, only a few years since its inception. This was achieved through aggressive take-overs and a favourable public image boosted by employing known sports personalities and sponsorships of various sports teams, charities and other events. The Fidentia group seemed to go from strength to strength under the leadership of Mr. Arthur Brown assisted by his senior management team of which none more prominent than Mr. Graham Maddock. The group’s main business is Fidentia Asset Management (FAM) which, during 2003 and 2004, secured two of the biggest clients in Fidentia’s history. In 2003 the Transport Education Training Authority (TETA) invested R200,3 million and R1,2 billion of the Mineworkers Provident Fund was placed under its’ management in 2004. The Fidentia group was placed under final curatorship on 27 March 2007, based on reports by the then provisional curators and the Financial Services Board which claimed that their inspectors could not trace R680 million of almost R2 billion under the management of FAM. The analysis of the unfolding Fidentia case will show that without proper strategic planning and management, as well as adherence to suggestions on good corporate governance stakeholders’ risk exposure can be increased. NOTE: The information available till end August was analysed.
AFRIKAANSE OPSOMMING: Fidentia was teen 2005 ‘n aktiewe speler in die Suid-Afrikaanse finansiële dienste industrie, slegs ‘n paar jaar nadat dit gestig is. Dit is bereik deur aggresiewe oornames en ‘n publieke beeld wat versterk is deur bekende sportpersoonlikhede aan te stel en verskeie sportspanne, liefdadigheidsorganisasies en ander gebeurlikhede te borg. Die Fidentia groep het skynbaar van krag tot krag gegaan onder die leierskap van Mnr. Arthur Brown, ondersteun deur sy senior bestuurspan waarvan niemand meer prominent as Mnr. Graham Maddock. Die groep se hoofbesigheid is Fidentia Asset Management (FAM) wat gedurende 2003 tot 2004 twee van die grootste kliënte in Fidentia se geskiedenis verseker het. Gedurende 2003 het die “Transport Education Training Authority (TETA)” R200,3 miljoen by FAM belê en R1,2 biljoen van die “Mineworkers Provident Fund” is in 2004 onder FAM se bestuur geplaas. Die Fidentia group is op 27 Maart 2007 onder finale kuratorskap geplaas gebasseer op verslae deur die destydse voorlopige kurators en die Finansiële Dienste Raad wat beweer het dat hul inspekteure nie R680 miljoen van die amper R2 biljoen onder FAM se bestuur kon opspoor nie. Die analise van die Fidentia saak soos dit ontvou, sal wys dat sonder behoorlike strategiese beplanning en bestuur, asook die voldoening aan voorstelle van goeie korporatiewe bestuur belanghebbendes se blootstelling aan risiko kan verhoog. NOTA: Die inligting beskikbaar tot einde Augustus 2007 is ontleed.
Schuur, Robert G. "Corporate real estate| Strategic and leadership challenges." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10154885.
Full textThe globalization of the business community has intensified the competitive business environment. Corporations now face not only national but also international competition. As corporations strive to both survive and grow, they continuously seek new avenues for both top line revenue growth and expense control. Corporate Real Estate (CRE) is a significant component of corporate costs, often cited as being the second largest cost after payrolls. As a result of these competitive pressures and the desire to control real estate costs, Corporate Real Estate Management (CREM) emerged as a recognized management discipline in the 1980s and 1990s. With the relatively recent advent of CRE as a separate management discipline, a wide variety of theories and models have been advanced that seek to explain the practice of CREM leadership, strategy, and performance management (PM). The purpose of this study was to further the development of the CREM discipline by identifying contemporary challenges that CRE leaders face. The study also examined the leadership practices and strategies they use to respond to these challenges, and the methods they use to measure the overall success of their strategies and leadership practices. Recommendations they would make to other CRE leaders to help them achieve success in their organizations conclude the study. The study was conducted as a qualitative phenomenological study. Data was collected from 14 senior CRE leaders by means of semi-structured telephone interviews. Subsequent analysis of the interview data resulted in 49 themes being identified of which 24 were considered major themes. The findings of the study are intended to guide the further development of the practice of CREM.
Janečková, Barbora. "Corporate identity a corporate image značky PRIM." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11719.
Full textTwardawski, Torsten [Verfasser]. "Four Essays in Strategic Corporate Finance / Torsten Twardawski." Konstanz : KOPS Universität Konstanz, 2018. http://d-nb.info/120815138X/34.
Full textBrounen, Dirk. "Real estate securitization and corporate strategy." [Amsterdam : Amsterdam : Thela Thesis] ; Universiteit van Amsterdam [Host], 2003. http://dare.uva.nl/document/70243.
Full textRaj, Anup. "Managerial perception of the impact of corporate social responsibility on corporate branding in Indian agribusiness firms." Thesis, University of Central Lancashire, 2016. http://clok.uclan.ac.uk/18632/.
Full textChun, Rosa. "Strategic management of corporate reputation : : Aligning image and identity." Thesis, University of Manchester, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488192.
Full textKim, Moo Sung. "Corporate Structure, Governance and Strategic Decisions." Diss., Temple University Libraries, 2013. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/216591.
Full textPh.D.
After Shleifer and Vishny (1997) introduce agency conflicts between controlling insiders and outside investors, a new research trend has emerged, which focuses on controlling insiders' incentives for opportunistic behavior and assumes that controlling insiders may want more opaque corporate information environment to mask their pursuance of private control benefits. However, there are still open issues on the topic of how different controlling shareholder types, such as business group owners, institutional owners and family owners, each affect corporate information environment. Therefore, this study aims to investigate the different roles of controlling ownership types on corporate informational environment. Chapter 1 examines earnings management behaviors of firms affiliated with business groups, using a unique dataset for South Korean business groups (chaebols) between 1993 and 2007. Contrary to predictions of agency theory, we find that group firms are actually less engaged in earnings management than non-group firms, and we offer controlling family's concern for group reputation as an explanation. Group firms are also shown to use more real cash flow-based earnings management than discretionary accruals management. The results are robust with respect to the method of control sample construction, alternative models and group definitions, and endogeneity. There is also evidence that corporate reforms undertaken in the aftermath of the Asian financial crisis, including regulations on auditing and combined group-wide financial reports, appear to have mitigated the use of earnings management by group firms. These results are consistent with the notion that concerns for group reputation may mitigate agency-based opportunistic earnings management behaviors. Chapter 2 examines whether domestic and foreign institutional investors improve corporate transparency in the presence of controlling benefits. We construct the transparency index, as well as its sub-indices based on firm- and market-level information, using group and non-group firm-level data for South Korea between 2001 and 2007. The results show that foreign institutional ownership improves overall corporate transparency, while the effects of domestic institutional ownership are insignificant. This is traceable to sub-index findings that foreign investors are associated with improvement in both firm-level and market-level transparency, while domestic institutional investors are associated with a decrease in firm-level transparency, but with an increase in market-level transparency, which may offset each other. The effects are non-linear for domestic institutional ownership, while those of foreign institutional ownership remain monotonic. These findings are consistent with the notion that domestic institutional investors are conflicted by their role as monitors to boost transparency and by their desire to pursue control benefits by exploiting insider information and promoting selective transparency. Foreign investors, lacking such controlling benefit opportunities, tend to promote general transparency. Chapter 3 examines how the dynamics between family owners and market participants, such as analysts, market makers and investors determine a firm's overall transparency, using South Korean data between 2001 and 2007. Our results show that family ownership has a positive relation with earning-based transparency, while it has a negative relation with market-based transparency. As a result, family ownership seems to have no impact on overall transparency. However, an analysis based on sorting of family ownership shows that firms with less than 30% family ownership show a positive significant relation to overall transparency, but firms with family ownership of 30% or higher have an insignificant relation with overall transparency. This discrepancy may exist because family owners may want to promote corporate transparency through better earning-based information dissemination, but market participants discount such efforts and this discount increases as family ownership increases.
Temple University--Theses
Pereira, Ana Margarida Perdigão Frutuoso Ramos. "Diversificação do Grupo José de Mello em contexto de crise económica e financeira." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12942.
Full textA crise económica e financeira de 2008 continua a ter consequências negativas na economia mundial e nacional criando desafios constantes ao nível da gestão estratégica. A gestão estratégica permite às organizações formularem ações e decisões organizacionais, afetando os três níveis de estratégia: corporativa, negócios e funcional. A estratégia a nível corporativo é definida como a forma de criar valor para toda a organização, analisando questões chave como em que mercados de produtos e negócios a empresa deve competir e a forma de os gerir. Pretende-se investigar a estratégia a nível corporativo e a respetiva evolução da diversificação nas diversas unidades de negócio, em tempos de crise, de um grande grupo económico português. O grupo escolhido foi o Grupo José de Mello, antigo grupo CUF, de controlo familiar, caracterizado como um dos maiores e mais diversificados grupos económicos portugueses. A pesquisa é um estudo de caso, com base em diversas fontes de informação. Procurando responder a como e porquê a crise económica e financeira de 2008 influenciou a evolução do desenvolvimento estratégico e respetivos investimentos do Grupo José de Mello. Os resultados revelam que o grupo continua a ser caracterizado por um grau e tipo de diversificação muito elevado e não relacionado, existindo fatores que influenciaram o desenvolvimento estratégico do GJM, nomeadamente fatores externos (crise de 2008) e fatores internos (elevado peso da dívida do grupo) obrigando o mesmo a um ajustamento e adaptação na sua estrutura e dimensão, adquirindo uma nova abordagem na estratégia de desenvolvimento e investimento de negócios.
The 2008 economic and financial crisis continues to have a negative impact on the world and national economy, creating constant challenges on the strategic management level. Strategic management allows organizations to formulate actions and organizational decisions, affecting three levels of strategy: corporate, business and functional. The corporate level strategy is defined as the way to create value for the entire organization, analyzing key issues such as in which market products and business the company should compete and how to manage them. In this sense, we intend to investigate in times of crisis, the corporate level strategy and the respective diversification evolution in the various business units, of large Portuguese business group. The chosen group was the José de Mello, former CUF group, characterized as one of the largest and most diversified Portuguese business groups. The research is a case study, based on several sources of data, seeking to respond to how and why the economic and financial crisis of 2008 had an impact on the strategic development and on the José de Mello Group's investments. The results show that the group continues to be characterized by a degree and type of very high and unrelated diversification, influencing the strategic development of the José de Mello Group through the external (the 2008 crisis) and internal factors (high group's debt burden) forcing the group to an adjustment and adaptation in its structure and dimension, through a reassessment of business growth processes, acquiring a new approach to development strategy and business investment.
info:eu-repo/semantics/publishedVersion
Scandelius, Christina. "Strategic ambiguity in corporate sustainability communications." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/12763.
Full textVan, Rooyen Roelof Petrus. "Strategic management of construction companies." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020407.
Full textSerfontein, Jacob Jacobus. "The impact of strategic leadership on the operational strategy and performance of business organisations in South Africa." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/5187.
Full textENGLISH ABSTRACT: The turbulent and rapidly changing world, including South Africa, has created a society craving for speed and action. Future leaders, therefore, face incredible pressures to deliver immediate results, to do more with less and to manage an ever-increasing personal workload. The pace and urgency of daily demands can make it difficult to be more than the step ahead into the future. But in a world of changing conditions and priorities, leaders and individual contributors alike must be able to look beyond the ‘now’ and take a more strategic leadership approach to their work and responsibilities. Global mega-trends are leading to increasing levels of complexity, dynamism and uncertainty in the corporate environment. In an uncertain economy, organisations need effective strategies that will enable them to thrive. Traditional leadership approaches have been rendered insufficient by the rapid changes in the knowledge economy. Businesses need to practise systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive. Despite heightened awareness and interest by both scholars and practitioners in the field of strategic leadership, the subject will always be an emerging field of inquiry. Furthermore, limited research has thus far been conducted on the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa. A review of strategic leadership literature revealed a research gap that culminated in the following research question: “What is the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa”? To address the research question stated above, a literature review on the impact of strategic leadership on the operational strategy and performance was conducted, and an empirical study was executed. The literature review emphasised the three interrelated strategic leadership constructs of action, coherence and discipline that explored the relationship between strategic leadership and the organisation’s operational strategy and performance. In this study, operational strategy includes strategic orientation as well as the operational excellence of the organisation. The factors which influence strategic orientation were identified as the organisation’s ability to create and formulate their strategy as well as the discipline of all people in the organisation to execute the strategy. Operational excellence, was influenced by product differentiation, cost management and integration. The literature review also emphasised the influence of adaptive leadership, autonomy, communication, knowledge, processes and systems, and values on self reported organisational performance which was directly related to strategic leadership. To address the research problem, empirical cross-sectional telephone surveys were conducted. The sample selected for the study was the top 200 listed organisations for 2008, as published in the Financial Mail. The key respondent was the chief executive officer (CEO), or a member of the executive team. The sample consisted of 200 organisations of which 118 valid responses were received with a response rate of 59 percent. Measurement instruments were adapted, developed and revised where necessary to ensure the reliability and validity of the data. The collected data were analysed using descriptive and inferential statistics. The findings of the study indicated that strategic leadership is directly and indirectly positively associated with operational strategy and organisational performance. It is positively associated with strategy orientation as well as operational excellence of business organisations in South Africa. Furthermore, strategic leadership can also be related to return on assets (ROA) and earnings per share (EPS). Self reported performance is also associated with higher organisational performance. Strategic leadership is unrelated to the size of the organisation, but is more likely to occur in a turbulent business environment. Product differentiation and cost management were also directly linked to strategic leadership. The most important contribution of this study is based on the testing of successful strategic leadership practices in business organisations in the South African context. Competition in the 21st century’s global economy will be complex, challenging and filled with competitive opportunities and threats. This study asserted that effective strategic leadership practices could help business organisations in South Africa to enhance their performance while competing in turbulent and unpredictable environments. Measurement instruments have also been developed, which may be used by executives, consultants and other researchers to measure these phenomena in future.
AFRIKAANSE OPSOMMING: Die turbulente en vinnig veranderende wêreld, Suid-Afrika inkluis, het ‘n gemeenskap geskep wat gewoond geraak het aan spoed en aksie. Toekomstige leiers is dus blootgestel aan oneindige druk om dadelik te presteer, resultate te lewer, om meer met minder te doen en om ‘n vootdurende en toenemende werkslading te bestuur. Die vinnige pas en dringendheid van daaglikse vereistes kan dit baie moeilik maak om ‘n stap voor die toekoms te wees. Maar, in die wêreld van veranderende omstandighede en prioriteite, moet leiers en individue oor die vaardighede en kennis beskik om verby die ‘huidige’ na die toekoms te kyk en daardeur ‘n meer strategiese leierskapsbenadering te volg ten opsigte van hulle werk en verantwoordelikhede. Die impak van globalisering het aanleiding gegee tot verhoogde vlakke van kompleksiteit, dinamika en onsekerheid in die korporatiewe omgewing. Organisasies het, veral in ‘n onsekere ekonomie, ‘n effektiewe strategie nodig om te presteer. Tradisionele leierskapbenaderings is nie meer voldoende in ‘n kundigheidsekonomie wat vinning besig is om te verander nie. Dit het dus noodsaaklik geword vir leiers in organisasies om effektiewe stelsels en ander innoverende praktyke te implementeer om kompeterend te wees in die toekoms. Nieteenstaande die verhoogde bewustheid en belangstelling van beide studente en persone wat in die praktyk werksaam is teenoor strategiese leierskap, sal dit altyd nodig wees om hierdie vakgebied verder te ontwikkel en te bestudeer. Voorts is daar tot op hede slegs beperkte navorsing gedoen oor die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika. ‘n Oorsig van strategiese leierskapliteratuur het getoon dat daar ‘n navorsingsgaping bestaan wat aanleiding gegee het tot die volgende navorsingsvraag: “Wat is die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika”? Om die bogenoemde navorsingsvraagstuk aan te spreek, is daar ‘n omvattende literatuuroorsig asook ‘n volledige empiriese studie gedoen ten opsigte van die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies. Die literatuuroorsig het beklemtoon dat die drie interafhanklike konstrukte van aksie, samehorigheid en dissipline, (wat strategiese leierskap verteenwoordig), ‘n nou verband het met operasionele strategie en prestasie in besigheidsorganisasies. In hierdie studie het strategiese oriëntasie van die organisasie sowel as die vermoë om die strategie uit te voer die beginsel van operasionele strategie verteenwoordig. Die faktore wat strategiese oriëntasie beïnvloed het, is geïdentifiseer as die organisasie se vermoë om ‘n strategie te ontwikkel en te formuleer, asook om die nodige dissipline te handhaaf om die strategie op alle vlakke suksesvol uit te voer en te implementeer. Operasionele uitnemendheid is beïnvloed deur produkdifferensiasie en die effektiewe bestuur van kostes. Die literatuuroorsig het ook die belangrike invloed van adaptiewe leierskap, outonomie, kommunikasie, kundigheid, effektiewe prosesse en sisteme asook gevestigde waardes bevestig as aspekte wat ‘n direkte en indirekte impak het op die selfgerapporteerde prestasies in besigheidsorganisasies, wat ‘n direkte verband getoon het met strategiese leierskap. Die navorsingsprobleem is aangespreek deur empiriese kruisseksionele telefoononderhoude te voer met gelyste besigheidsorganisasies in Suid-Afrika. Die geselekteerde populasie was die 200 top organisasies vir 2008, soos gepubliseer in die Financial Mail van 2009. As gevolg van die strategiese aard van die studie, was die sleutelrespondente die Hoof Uitvoerende Beampte (HUB), of ‘n lid van die uitvoerende bestuur van die organisasie. Die populasie het bestaan uit al 200 gepubliseerde organisasies waarvan 118 geldige vraelyste geprosesseer is, met ‘n respondentkoers van 59 persent. Die meetinstrument is aangepas, ontwikkel en verander waar dit nodig was om die geldigheid en toepaslikheid van die data te kon verseker. Die versamelde data is met beskrywende en inferensiële statistiek ontleed. Die bevindinge van die studie het aangetoon dat strategiese leierskap direk en indirek positief verbind kan word met operasionele strategie sowel as die self gerapporteerde prestasie van organisasies. Dit kan ook positief geassosieer word met strategiese oriëntasie sowel as operasionele uitnemendheid van besigheidsorganisasies in Suid- Afrika. Voorts kan strategiese leierskap ook verbind word met die opbrengs op bates sowel as die verdienste per aandeel. Selfgerapporteerde prestasie van die deelnemende organisasies kon ook direk verbind word tot verbeterde prestasie van hierdie organisasies. Daar is egter ook bevind dat strategiese leierskap geen verband het met die grootte van die organisasie nie, maar is wel geneig om ‘n positiewe impak te hê op die prestasie van organisasies in ‘n turbulente besigheidsomgewing. Produk- differensiasie en die effektiewe bestuur van kostes kan ook direk geassosieer word met effektiewe strategiese leierskap. Die belangrikste bydrae van hierdie studie is gebaseer op die toetsing van suksesvolle strategiese leierskapspraktyke in besigheidsorganisasies in die Suid-Afrikaanse konteks. Kompetisie in die 21ste eeu in ‘n globale ekonomie gaan kompleks en uitdagend wees, gevul met kompeterende geleenthede en bedreigings. Hierdie studie het empiries bevestig, dat effektiewe strategiese leierskapspraktyke besighede in Suid- Afrika kan help om uitnemend te presteer asook om winsgewendheid te verhoog, alhoewel hulle deel is van ‘n turbulente en onvoorspelbare omgewing. Meetinstrumente is ook ontwikkel wat deur uitvoerende beamptes, konsultante en ander navorsers gebruik kan word om hierdie verskynsels in die toekoms te kan meet.
Olson, Ebba, and Simon Thellsson. ""Det enda konstanta är förändring" : En studie som undersöker det beslutsunderlag som ligger till grund för strategiska förändringar, samt vilken roll ekonomistyrningen har vid dessa beslut." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-66079.
Full textBackground and problem: A company’s competitiveness and survivability is in many ways connected to their ability to change. As a tool to handle an ever-changing world, companies needs to be able to change their business strategy, both overall and on detail level. To be able to make the right decisions, companies needs to consider many aspects, it will therefore be of most importance that companies look at which basis of decisions they use in times of strategic strategic change. As a part in this, a company’s management control system could play a part in the way that this information is gathered and used. Purpose: The purpose of this study is to increase the knowledge about the reasons that companies make strategic changes, by explaining what kind of information companies use when they decide on strategic change, as well as the part that the company’s management control system plays in these situations. Method: As research method a case study was chosen, with one main case in Visma SPCS, as well as two other cases in IKEA Kalmar and the anonymous Företag C. The interviews are semi structured, via either telephone or in person. Conclusion: The thing that these companies think is most important when making decisions about strategic change is that the have an understanding about their situation and their future. Everything that the companies do should be with focus on their customers, and that affects the information they use when making these strategic decisions. Their management control system both plays a part as feedback, to see how the company’s performing, as well as involving the employees in the company’s strategic work.
Meredith, James E. "Strategic management for construction organizations : assessment and development of strategies to enhance corporate success." Diss., Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/19020.
Full textYuan, Lasheng. "Essays on strategic divisionalization and decentralization." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0009/NQ46454.pdf.
Full textHerold, David Martin. "Has Carbon Disclosure Become More Transparent in the Global Logistics Industry? An Investigation of Corporate Carbon Disclosure Strategies between 2010 and 2015." MDPI, 2018. http://dx.doi.org/10.3390/logistics2030013.
Full textBriggman, Chandra A. (Chandra Alisa). "Corporate budgeting In practice : driving strategic focus and performance." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90215.
Full textCataloged from PDF version of thesis.
Includes bibliographical references (pages 74-76).
This paper identifies insights and methods used in practice to address two weaknesses in the traditional corporate budgeting process. One point of failure is the weak linkage between organizational strategy and budgeting - resulting in the proliferation of activities that do not support strategic priorities. The second point of failure is a strong linkage between budgeting and performance evaluation and incentives that leads to behavioral dysfunctions among employees. Together, these challenges create significant barriers to successful strategy execution in organizations. This paper defines the intended role of budgeting, details the challenges that resulted from the two points of failure, and offers a sample of thought-provoking approaches to support practitioners' use of corporate budgeting to help execute organizational strategies more effectively.
by Chandra A. Briggman.
M.B.A.
Scheepers, Gideon Jacobus. "Corporate citizenship in the global context : a strategic approach." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/49894.
Full textENGLISH ABSTRACT: The world has seen a wave of globalization since the demise of communism in East Europe in the late 19805, unimaginable a generation ago. A new world order has emerged, driven by a renewed trust in the free market ideology, and largely shaped by global corporations and international trade. Moreover, new technologies and instant communication have the potential to redefine peoples' life, at work and at home. Modern business has experienced dramatic and often turbulent changes in the global arena too, presenting ongoing challenges to managers as well as the ability to think and act globally. Although some companies and nations may have benefited from this scenario, other sections of the global community did not. In a world where starvation and poverty are part of the daily existence of millions of people across the globe, there is a growing concern about the direction of globalization. Over the past few years, meetings of leaders from industrialized nations and international governmental organizations have often been marked by protest actions against the growing socio-economic disparity between developed and developing nations. While world leaders across the spectrum continue their efforts to find solutions for unstable financial systems and an unequal global trade regime that generates intense political tensions, global corporations often find themselves at the centre of these debates. But there is a growing acceptance among the business community that they too have to find solutions for socia-economic and other ethical issues. Not surprisingly, though, since the business implications of these issues are best understood by business leaders. For some time now, academics and corporate managers have studied the changing role of business in society, accepting the notion that modem business does not operate in isolation. Although corporations are still allowed to generate a return on investment, more and more emphasis is now being placed on their responsibilities with regard to society and the environment in which they operate. There is also a growing acceptance that global corporations cannot continue to benefit from open global trade without acknowledging - and responding to - their social responsibilities. It comes as no surprise then to note that the Utriple bottom line ~ concept receives increased attention in company reports across the globe. Some multinational companies go even fu rther by publishing sustainable development reports, which publicly disclose their performances with regard to issues which are of concern to society and the environment. By doing so, those businesses admit that they are in fact global corporate citizens, with an unconditional commitment to behave like any other responsible citizen. Although good governance, business ethics, corporate social responsibility and sustainable development are all important for responsible corporate citizenship, managers need to value the strategic benefits of corporate citizenship. A strategic approach to corporate citizenship also suggests a need for a corporate citizenship model. The challenge for corporate managers, though, is to ensure that their corporate citizenship models are strategically aligned with their business models. A proper fit between these two models could then serve as an important building block with regard to the development of corporate strategies.
AFRIKAANSE OPSOMMING: Sedert die verval van kommunisme in Oos-Europa in die laat 1980s, het die wereld 'n golf van globalisering ervaar wat 'n generasie gelede ondenkbaar was. 'n Nuwe wereldorde het verskyn, gedryf deur 'n hernude vertroue in die vrye mark ideologie, en grootliks gevorm deur globale ondernemings en internasionale handel. Voorts het nuwe tegnologiee en intydse kommunikasie die potensiaal om mense se lewens by die werk en tuis te verander. Moderne besigheid het ook 'n dramatiese en soms turbulente verandering in die globale arena ondervind, wat deurlopende uitdagings aan bestuurders stel sowel as die vermoë om globaal te dink en op te tree. Alhoewel sommige maatskappye en nasies wel voordeel kon verkry met hierdie scenario, het ander gedeeltes van die globale gemeenskap nie. In 'n wereld waar hongersnood en armoede deel is van die daaglikse bestaan van miljoene mense oor die aarde, is daar groeiende kommer oor die rigting waarin globalisering beweeg. Vergaderings van leiers van nywerheidslande en internasionale owerheidsinstellings is die afgelope aantal jare telkens gekenmerk deur protesaksies teen die groeiende sosioekonomiese gaping tussen ontwikkelde en ontwikkelende nasies. Terwyl wereldleiers oor die die hele spektrum voortgaan met hul pogings om oplossings te vind vir onstabiele finansiele stelsels en 'n ongelyke globale handelsbewind wat intense politieke spanninge skep, bevind globale ondernemings hulself dikwels sentraal in hierdie debatte. Daar is egter 'n groeiende aanvaarding onder die sakegemeenskap dat ook hulle oplossings behoort te vind vir sosio-ekonomiese en ander etiese sake. Dit is egter nie verrassend nie, aangesien sakeleiers die besigheidsimplikasies van hierdie sake die beste begryp. Reeds vir 'n geruime tyd word die veranderende rol van besigheid in die gemeenskap deur akademici en korporatiewe bestuurders bestudeer, met aanvaarding van die siening dat moderne sake nie in isolasie funksioneer nie. Ofskoon ondernemings steeds toegelaat word om 'n opbrengs op belegging te genereer, word meer en meer klem geplaas op hul verantwoordelikhede ten opsigte van die gemeenskap en die omgewing waarbinne hulle funksioneer. Daar is ook 'n groeiende aanvaarding dat globale ondernemings nie kan aanhou om voordeel te verkry uit internasional handel sonder erkenning van - en reaksie op - hul sosiale verantwoordelikhede nie. Dit kon dus as geen verrassing nie om kennis te neem dat die "drieledige basislyn" konsep toenemend aandag geniet in maatskappyverslae dwarsoor die wereld. Sommige multinasionale maatskappye gaan selfs verder deur die publisering van volhoubare ontwikkelingsverslae wat hul vertoning openbaar ten opsigte van sake wat van belang is vir die gemeenskap. Daardeur erken daardie besighede dat hulle in werklikheid globale korporatiewe burgers is, met die onvoorwaardelike onderneming om soos enige ander verantwoordelike burger op te tree. Alhoewel goeie regering, besigheidsetiek, korporatiewe sosiale verantwoordelikheid en volhoubare ontwikkeling almal belangrik is vir verantwoordelike korporatiewe burgerskap, behoort bestuurders die strategiese voordele van korporatiewe burgerskap te waardeer. 'n Strategiese benadering tot korporatiewe burgerskap impliseer ook 'n behoefte vir 'n korporatiewe burgerskapmodel. Die uitdaging vir korporatiewe bestuurders is egter om te verseker dat hul korporatiewe burgerskapmodelle strategies in Iyn is met hul sakemodelle. 'n Behoorlike passing van hierdie twee modelle kan dan dien as 'n belangrike bousteen met betrekking tot die ontwikkeling van korporatiewe strategie.
cmc2013
Bethmann, Nicola [Verfasser]. "Essays on corporate structure and strategic decision making / Nicola Bethmann." Hannover : Gottfried Wilhelm Leibniz Universität Hannover, 2019. http://d-nb.info/1197227458/34.
Full textSjostrom, 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 textToyer, Ayesha. "The value of corporate communications as a strategic management function to top management." Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/2316.
Full textThis mini dissertation reports on the findings from a study on Chief Executive Officers of dually listed companies which, measures the value they place on Corporate Communication professionals. Using the Hill and Knowlton quantitative framework, the study explicates the role Corporate Communication professionals play within the organisational context and identifies their strategic legitimacy. Much of the literature on the topic of strategic Corporate Communication asserts that this function is drastically marginalised and its value disputed within the inner circle of organisations. The literature states that Corporate Communication managers and strategists are expected to validate their presence within the top levels of management in organisations. CEOs of companies listed on the Johannesburg Stock Exchange and at least one other international stock exchange were surveyed. Findings include evidence of inconsistency and confusion on the part of CEOs, with regard to the understanding of Corporate Communication as a discipline and business function, as well as its location within the organisational structure. Further study is recommended to investigate the determinants of value within Corporate Communication for CEOs, to bridge the current strategic and knowledge gap.
Chiang, Timothy S. M. Massachusetts Institute of Technology. "Capturing and measuring the strategic value in corporate venture capital." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/118556.
Full textCataloged from PDF version of thesis.
Includes bibliographical references (page 66).
Corporations are increasingly utilizing corporate venture capital (CVC) as a significant component of their external innovation strategy. Over the past several years, these CVCs have grown to contribute a large percentage of all startup funding in the US. The growing role of CVCs in the innovation ecosystem presents pressing questions around the structures, objectives, and stability of this particular source of funding. After several decades of CVC history, nearly all CVCs have converged onto the dual objective of investing for both strategic and financial returns. It is the existential need to return strategic value back to the parent corporation that separates CVCs as distinct from institutional venture capital (VC) firms. While the survivability and growth of institutional VCs depend solely on financial return performance, the survivability and growth of CVCs depend on demonstrations of both a respectable financial return, as well as relevant and significant strategic returns. This research explores and examines the capture and measure of strategic value in CVC investments through a series of interviews with prominent CVC units representing a cross section of various industries. A framework for characterizing four taxonomies of strategic investment objectives is proposed and used to landscape a sample of CVCs in order to determine whether the capture of strategic value in CVCs is emergent from the system design of a CVC's structure, practices, and organizational linkages. A survey on how CVCs measure direct and indirect strategic value revealed that the vast majority of CVCs were unable to, or do not attempt to measure the performance of this primary investment objective. Both quantitative and qualitative treatments were given to the analysis of the research data on the structures, practices, and strategies related to value capture in strategic VC investments. This research found a wide range of approaches towards capturing strategic value in CVC investments. However, the measurement of such value remains elusive. Very few instances of actual measurement of strategic value were observed, which paints a picture of a significant funding source of US innovation largely unjustified by the lack of performance measurements on existential investment objectives.
by Timothy Chiang.
S.M. in Engineering and Management
Fashho, Musallam Nicolás, and Eirini Samara. "Developing a strategic model for aligning a Talent Management Life Cycle with corporate practices." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-21525.
Full textŠmerda, Jiří. "Posun k servisně orientované ekonomice a jeho dopad na strategii firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221701.
Full textAslak, Thore. "Strategy as ethical persuasion : how Aristotle can make strategy ethical : a thesis submitted to the Victoria University of Wellington in fulfilment of the requirements for the degree of Master of Management Studies /." ResearchArchive@Victoria e-thesis, 2009. http://researcharchive.vuw.ac.nz/handle/10063/951.
Full textMartin, Nigel Timothy. "Controlling from within : developing a process for strategic corporate identity management." Thesis, University of Strathclyde, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.400289.
Full textDauderstädt, Philipp [Verfasser], and Volker [Akademischer Betreuer] Trommsdorff. "Success Factors in Strategic Corporate Venturing / Philipp Dauderstädt. Betreuer: Volker Trommsdorff." Berlin : Universitätsbibliothek der Technischen Universität Berlin, 2013. http://d-nb.info/1032989971/34.
Full textDauderstädt, Philipp Verfasser], and Volker [Akademischer Betreuer] [Trommsdorff. "Success Factors in Strategic Corporate Venturing / Philipp Dauderstädt. Betreuer: Volker Trommsdorff." Berlin : Universitätsbibliothek der Technischen Universität Berlin, 2013. http://nbn-resolving.de/urn:nbn:de:kobv:83-opus-39007.
Full textFagerholm, Sebastian, Patrik Lorentzson, and Robin Moritz. "Strategic Human Resource Management : A study of EWES Stålfjäder AB's HR Strategies alignment to corporate strategies." Thesis, Jönköping University, JIBS, Business Administration, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12857.
Full textBackground: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.
Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.
Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.
Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.
Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.
Akande, Oyebola Bejide. "Corporate Governance Issues in the Nigerian Banking Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2467.
Full textHeimdahl, Pettersson Gustav, and Niclas Thulin. "HÅLLBARA STRATEGIER FÖR SME-FÖRETAG I TJÄNSTESEKTORN : En kvalitativ studie om drivkrafter och utmaningar tillatt integrera hållbarhet i företagsstrategier." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-152442.
Full textLiu, Wei-Chung. "Development of a strategically driven production facilities management (PFM) framework." Thesis, Cranfield University, 2000. http://dspace.lib.cranfield.ac.uk/handle/1826/3647.
Full textKarlsson, Hilda, Andersson Nathalie Lager, and Elin Wiberg. "Strategiarbete under en rådande kris : En intervjustudie av företag inom resturang- och hotellbranschen." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105570.
Full textBackground: When covid-19 spread in Sweden in the spring of 2020, both society, business and other important societal factors were affected. The government designed several restrictions during the year and the restaurant and hotel industry was particularly affected. For companies, it quickly became important to adapt and apply the right strategy to survive. When covid-19 hit the world in modern times, it created a unique opportunity to examine strategy choices companies have applied during a crisis. Purpose: The purpose of this study is to gain a deeper understanding of how companies worked with strategy changes as a result of covid-19 and how planning is used in companies' strategy work. Method: In this study, a qualitative research method with an abductive approach is applied. In order to investigate the research question, an interview study has been conducted. Data have been collected through semi-structured interviews from six different companies that form the basis of the empirical data. Conclusion: The study shows that all companies have had to apply new strategy changes in order to stay in business due to the covid-19. The companies have not used any long-term planning in their strategy work. Their strategy work in covid-19 has instead focused on short-term planning, collaboration, communication and creative entrepreneurship.
Holfert, Eric, and Maria Villamide. "Corporate Real Estate Management Practices in Sweden." Thesis, KTH, Fastigheter och byggande, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-50039.
Full textSchwarz, Mirela. "The evolution of strategic ideas and its interplay with corporate culture." Thesis, University of Southampton, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310560.
Full textBalta, Maria Elisavet. "The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies." Thesis, Brunel University, 2008. http://bura.brunel.ac.uk/handle/2438/3495.
Full textHabtay, Solomon Russom. "Enabling industry inflection and corporate innovation : utilising complexity thinking for innovative strategic management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53407.
Full textENGLISH ABSTRACT: In the new economy, many industries - more specifically those that can be replaced electronically - are generally believed to be in peril of strategic inflection points. Scrutiny of available researches on the drivers of discontinuity indicates that some strategic inflection points can be foreseen, but many cannot be anticipated, because initially inflection points emerge very small, and can often be missed, but then they suddenly strike hard without warning. A strategic point of inflection occurs when existing ways of doing business and industry structure subtly but profoundly change. This study proposed to review the application of the complexity theory to strategic management for enabling industry inflection and corporate innovation. The study describes a couple-phased complexity approach for enabling industry inflection. The first phase starts by building organisational fitness through designing complex adaptive systems, internal to the organisation, and nurturing healthy co-evolution with external key players. The application of "communities of practice" into complex adaptive systems of organisational design is demonstrated as an essential means to drive the organization to the edge of chaos through which new businesses may evolve that can potentially trigger an inflection point. The co-evolutionary approach is explained as a process to develop patterns of co-adaptation with key players, whereby co-adapters collaborate to adapt effectively, although they still remain free to compete for a prime-movers hip position. This is hypothetically postulated to be space transition at the edge of chaos at the socio-cultural business system level, where active members, driven by the moving self-organization, engage in exploratory dialogue to explore space possibilities for systemic innovations. The second phase is described in four strategic stages for enabling industry inflection and corporate innovation. The strategic inflection point begins with a definition of a customer value proposition. This leads to the co-experimentation stage where co-creators jointly experiment with diverse new business models comprising a variety of customer value propositions that appeal to different segments. The success of new business model may cause industry inflection, subsequently leading to the third stage where the inflection point creates uncertainty to both the co-creators and their competitors, because the final success of a proactive strategic inflection point depends on the market dynamics. The salient conclusion of this study is that the complexity theory does not guarantee the complete success of a proactive strategy for enabling industry inflection. An inflection point can barely result from a deliberate strategic process only. Neither is a strategic inflection point a function of perfectly unexplainable market factors. Recommendations have been provided for further research to address, among others, the conceptual gap between the scientific analysis and the non-linear assumption of the complexity theory.
AFRIKAANSE OPSOMMING: Daar word in die hedendaagse ekonomie algemeen aanvaar dat baie nywerhede - in die besonder dié wat elektronies vervang kan word - gevaar loop van strategiese invalspunte. Noukeurige ondersoek van beskikbare navorsing oor die aanvoorders van diskontinuïteit dui daarop dat sommige strategiese invalspunte verwag kan word, maar baie kan nie geantisipeer word nie, aangesien invalspunte aanvanklik baie klein voorkom, en dan dikwels misgekyk kan word, maar dan slaan hulle vinnig toe, sonder waarskuwing. 'n Strategiese invalspunt kom voor wanneer bestaande maniere van sake doen en die struktuur van die industrie subtiel, maar wesenlik verander. Met hierdie navorsing is beoog om 'n oorsig te kry van die toepassing van die kompleksiteitsteorie op strategiese bestuur ten einde geleentheid te verskaf vir industrieinfleksie en korporatiewe innovering. Die navorsing beskryf 'n aantal gefaseerde kompleksiteitsbenaderings om industrie-infleksie aan te help. Die eerste fase begin met die opbou van organisatoriese geskiktheid deur die ontwerp van komplekse aanpasbaarheidstelsels wat intern aan die organisasie is en deur die kweek van gesonde koevolusie met eksterne sleutelrolspelers. Die toepassing van "algemeen aanvaarde praktyk" in komplekse aanpasbaarheidstelsels van organisatoriese ontwerp word gedemonstreer as 'n essensiële middelom die organisasie tot op die rand van chaos te dryf waardeur nuwe ondernemings kan ontwikkel wat moontlik 'n invalspunt kan veroorsaak. Die ko-evolusionêre benadering word verduidelik as 'n proses om patrone vir ko-adaptasie met sleutelrolspelers te ontwikkel, waardeur medebewerkers saamwerk om doeltreffend aan te pas, alhoewel hulle steeds vry is om vir 'n posisie as hoofkragbron mee te ding. Daar word hipoteties gepostuleer dat dit paradigmatiese oorgang op die rand van chaos op die sosiokulturele sakevlak is, waar aktiewe lede, gedryf deur die vinnig bewegende self-organisasie, betrokke raak by verkennende dialoog om die paradigmatiese moontlikhede vir sistemiese innovering te verken. Die tweede fase word in vier strategiese stadia beskryf om industrie-infleksie en korporatiewe innovering moontlik te maak. Die strategiese invalspunt begin met 'n definisie van 'n aanbieding van kliëntwaarde. Dit lei tot die ko-eksperimentele stadium waar medeskeppers gesamentlik eksperimenteer met diverse nuwe sakemodelle wat bestaan uit variasies op aanbiedings van kliëntwaarde wat vir verskillende segmente aanloklik is. Die sukses van 'n nuwe sakemodel kan moontlik industrie-infleksie veroorsaak, wat dan lei tot die derde stadium waar die invalspunt onsekerheid skep vir die medeskeppers en hulle mededingers, aangesien die finale sukses van 'n proaktiewe strategiese invalspunt van die markdinamiek afhanklik is. Die belangrikste gevolgtrekking na aanleiding van hierdie navorsmg IS dat die kompleksiteitsteorie nie die algehele sukses van 'n proaktiewe strategie verseker om industrie-infleksie te bemagtig nie. 'n Invalspunt kan beswaarlik slegs uit 'n doelbewuste industrie-infleksie voortspruit. Die strategiese invalspunt is ook nie 'n funksie van volkome onverklaarbare markfaktore nie. Aanbevelings word gemaak vir verdere navorsing wat aandag kan gee aan, onder andere, die konseptueie gaping tussen die wetenskaplike analise en die nie-lineêre aanname van die kompleksiteitsteorie.
Mashile, Lordwick. "The link between effective communication and implementation of corporate strategy in an information and communication technology firm." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/18573.
Full textFawaz, Marc. "Strategic and Corporate Social Entrepreneurship| A Comparative Case Study of Best Practices in Global Corporate Social Responsibility." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10928282.
Full textStrategic and Corporate Social Entrepreneurship (SCSE) is a practice intended to support corporate endowments in developing effective, executable and impactful forms of Corporate Social Responsibility (CSR), which is a movement designed to encourage companies to engage in sustainable development, working toward ensuring social, environmental, and financial benefits for society and the environment. SCSE is grounded in a conceptual framework based on the three pillars of corporate responsibility: (a) social, (b) environmental, and (c) financial. Social Entrepreneurship (SE) literature from the last two decades reveals that a comprehensive theoretical framework for SE does not exist, and that most existing SE concepts fail to consider the important role of change agents. The purpose of this study was to determine best practices in corporate policies for creating, implementing, and measuring CSR. More specifically, this study compared corporate responsibilities and policies based on a review of (a) qualitative data pertaining to CSR located on selected corporations? websites and (b) literature on Corporate Social Responsibility, Strategic and Corporate Social Entrepreneurship, Corporate Entrepreneurship, Social Entrepreneurship, and both historical and contemporary leadership. The study also pointed to leadership theories and attributes that may be best suited to implementing CSR best practices. Analysis of this study?s findings provided a detailed comparison of corporate responsibilities and policies for creating, implementing, and measuring CSR for the seven companies included in the study?s purposive sample: Apple, Allergan, Alibaba, BMW, Disney, FedEx, and Google. For these companies, most contemporary, global CSR leaders were (a) global, (b) ethical, and (c) transformational. These leaders acted as transformational change agents and demonstrated four overarching best CSR practices for publicly-traded, global corporations: (a) creating a clear mission, (b) having a global outlook, (c) setting measurable goals, and (d) leading ethically. Most importantly, this study shows that of the seven global corporations included in the study, the three companies demonstrating the most impactful and comprehensive best CSR practices?Apple, BMW, and Disney?employed female CSR leaders. Gender appears to have played a role in successfully leading CSR initiatives, and so it seems highly advantageous for global companies to be selective with CSR leaders.