Tesi: "Strategic implementation"

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Zázvorka, Tomáš. "Strategické řízení". Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-150214.

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The goal of this master's thesis is to perform a strategic analysis, to formulate a strategy on its basis and to propose the way of implementation and control of the strategy for the SAP division of the Pontech s.r.o. company and to contribute to successful implementation of strategic management system in this division and company. The thesis consists of two main parts. In the first, theroretically-metodological, part the terms and theories of strategic management and strategy are explained first and then the most common tools and methods of strategic analysis and further phases of strategic cycle i.e. formulation, implementation and control, which are used in the second, analytical, part, are mentioned. The analysis of macro and microenvironment, the analysis of internal resources and capabilities and the synthesis in the form of SWOT analysis is thus performed gradually, a strategy is formulated on that basis and after all the way of implementation and control of a strategy is performed using the principles of Balanced Scorecard system.

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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa". Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.

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This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry.
Thesis (PhD)--University of Pretoria, 2008.
Tourism Management
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Filoušová, Petra. "Návrh strategie firmy". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221622.

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This master´s work deals with the analysis of the current situation of the company and her key competitors. It includes project such as strategy of company, which helps to keep and strengthen the current position of the company on the market.

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Dostál, Lukáš. "Návrh strategie firmy KOSYKA s.r.o". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224152.

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The thesis solves a new proposal strategy of the company KOSYKA, Ltd.. The theoretical part specifies options strategy and its types. The practical part of the thesis analyzes the current condition of the company and the resulting proposal for a new strategy.

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Jägryd, Rebecka, e Amanda Sörum. "Styrning av strategisk implementering : En studie på Varbergs Stadshotell & Asia Spa". Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25592.

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Syfte: Syftet med denna studie är att beskriva samt analysera styrningen av strategisk implementering på Varbergs Stadshotell & Asia Spa. Syftet är dessutom att förklara och förstå styrning utifrån begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. Teoretisk referensram: Studiens huvudområde är styrning av strategisk implementering. För att beskriva styrning har vi brutit ner styrning till begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. I referensramen får läsaren en förståelse för uppsatsens huvudområde utifrån redan existerande teorier. Metod: Denna studie tillämpar ett hermeneutiskt synsätt och en induktiv ansats där empiri går mot teori. Resultatet av denna studie togs fram genom en kvalitativ metod med hjälp av personliga intervjuer på Varbergs Stadshotell & Asia Spa. Empiri: Empirin sammanställdes genom fem personliga intervjuer med aktörer från Varbergs Stadshotell & Asia Spa. Intervjuer genomfördes med stöd från framtagna intervjuguider. För att säkerställa trovärdigheten har samtliga intervjuer godkänts av respektive respondent före publicering i denna studie. Slutsats: Vår uppfattning är att den strategiska implementeringen på Varbergs Stadshotell & Asia Spa styrs främst av ägarna och hotelldirektören. Vi har i slutsatsen även kommit fram till att personalen på Varbergs Stadshotell & Asia Spa involveras i beslutsprocessen, genom att få komma med åsikter och idéer. Vår uppfattning är även att de strategiska beslut som rör företagets och avdelningarnas mål samt visioner fattas av ägarna och hotelldirektören.
Objective: The objective of this study is to describe and analyze the management of strategic implementation at Varbergs Stadshotell & Asia Spa. Further, the purpose is to explain and understand management based on the concepts of strategy, strategic leadership, decision-making and strategic implementation. Theoretical framework: This study focuses on the management of strategic implementation. To describe management, we have broken down the term management into the concepts of strategy, strategic leadership, decision-making and strategic implementation. The theoretical framework gives the reader an understanding of the main subject of this thesis based on existing theories. Methods: This study applies a hermeneutic perspective and an inductive approach in which the empirical evidence is analyzed against the theoretical framework. The result of this study was developed through a qualitative research method and interviews were conducted with employees from Varbergs Stadshotel & Asia Spa. Empirical evidence: The empirical data used I this study was compiled through five interviews with employees from Varbergs Stadshotell & Asia Spa. The interviews were conducted using interview guidelines developed by the authors of this study. To ensure credibility, all the interviews were approved and proof read by the respective respondent prior to publication of this study. Conclusion: In our opinion the strategic implementation of Varberg Stadshotell & Asia Spa is primarily controlled by the owners and the hotel manager. We have also reached the conclusion that the staff at Varberg Resort & Spa is involved in the decision making process, by being allowed to express their opinions and ideas. Further, our research shows that the owners and the hotel manager make the strategic decisions relating to the hotel ́s and departmental goals and visions.

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Nel, Nevin Narhan. "The effect of strategic project leadership elements on successful strategic management implementation". Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018931.

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Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.

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Pires, Carlos Hipólito Alves Mendes. "Eurofrozen: international strategic implementation plan to Brazil". Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10450.

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Thorén, Amanda. "Succeeding with corporate sustainability strategies in multi-business organizations : Drivers and challenges in strategy formulation and implementation". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-85499.

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Purpose - The purpose of the current study was to gain a broader understanding of corporate sustainability strategy formulation and implementation in multi-business organizations. Specifically, regarding how to succeed with efficiency, alignment and consensus across strategic levels. Method - The study was conducted through a single case study in a multi-business organization operating in the defense sector globally. A qualitative method with 18 semi-structured interviews to collect data was used to gain a broad contextual understanding of the research questions. The data was inductively analyzed through thematic analysis. Findings - The primary findings of the study are 18 themes of drivers and challenges for successfully formulating and implementing corporate sustainability strategies in multi-business organizations. Considering the drivers and challenges, distinctions between the strategic levels were outlined, and predominantly indicated that the role of the corporate level enables the success. Additionally, a visual understanding of four contradictions that needs to be managed by the corporate level was provided - autonomy and compliance, cooperation and competition, exploitation and exploration, communication bottom-up and top-down. Theoretical and practical implications - The study has contributed theoretically by increasing the knowledge regarding drivers and challenges for formulation and implementation of corporate sustainability strategies in multi-business organizations. Further, the study contributes with managerial support by illustrating distinctions of the key drivers and challenges between the strategic levels, and by visualizing the strategic contradictions that needs to be balanced by the corporate level, to manage corporate sustainability strategies in multi-business organizations successfully. Limitations & Future research - The research concerned the strategic management process, with a focus on the internal organization, whereas the findings revealed the significance of incorporating an external perspective. Thus, future research could further investigate the exchange with external stakeholders. Moreover, this research was limited by being a single case study, and in future research it would be interesting to investigate other industries.
Syfte – Syftet med den här studien var att öka förståelsen kring formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Specifikt gällande hur man lyckas med effektivitet, en gemensam inriktning och konsensus, genom de strategiska nivåerna av ett sådant företag. Metod – Studien har genomförts som en fallstudie på en fler-företagsorganisation inom försvarsindustrin, som finns globalt över hela världen. En kvalitativ metod med 18 semi-strukturerade intervjuer för att samla in data användes för att öka den kontextuella förståelsen av forskningsfrågorna. Den insamlade informationen var sedan induktivt analyserad genom tematisk analys. Resultat – Resultatet av studien var primärt 18 teman av drivkrafter och utmaningar för att framgångsrikt lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Gällande drivkrafterna och utmaningarna har också skillnader mellan de strategiska nivåerna blivit överskådliga, vilka tydligt visar på att företagsnivån spelar den mest avgörande rollen för att lyckas. Dessutom har en visuell förståelse för fyra strategiska motsägelser som behöver hanteras av företagsnivån blivit tillhandahållen – autonomi och efterlevnad, samarbete och tävlan, kortsiktighet och långsiktighet, kommunikation nerifrån-och-upp och uppifrån-och-ner. Teoretiskt och praktiskt bidrag – Studien har bidragit teoretiskt genom att öka kunskapen kring drivkrafter och utmaningar för formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Vidare bidrar studien med praktiskt stöd genom att illustrera skillnader mellan de framträdande drivkrafterna och utmaningarna mellan dom strategiska nivåerna, och genom att visualisera de strategiska motsägelserna som behöver balanseras av företagsnivån, för att lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Begränsningar och framtida forskning – Studien hade ett fokus på den interna organisationen gällande den strategiska lednings processen, men resultatet visade på att ett externt perspektiv också är högst relevant. Så, framtida forskning skulle vidare kunna undersöka utbytet med externa intressenter. Dessutom så har den här studien blivit begränsad av att vara en fallstudie på endast ett företag, framtida forskning skulle kunna vidare undersöka andra industrier.

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Thechtakerng, Sunee. "The Implementation of Strategic Alliances By Thai Firms". Doctoral thesis, Universitat Autònoma de Barcelona, 2003. http://hdl.handle.net/10803/3954.

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Aquest estudi, l'adopció d'aliances estratègiques per part de les empreses tailandeses, centrat en la relació entre la conducta dels socis, l'estructura de govern de l'aliança i la satisfacció de les empreses que participen en aquests acords en els districtes industrial a Tailàndia, s'ha operacionalitzat integrant la Teoria de Costos de Transacció (TCT), la Teoria dels Drets de Propietat (PRT) i la Teoria del Valor Transaccional (TVT). Les proposicions que s'han derivat d'aquesta integració s'han contrastat mitjançant la informació aportada per 503 empreses d'aquests districtes industrials aplicant unes regressions logístiques. Els resultats han donat suport al model plantejat i han permès contrastar pràcticament totes les hipòtesis formulades en el sentit esperat. Així, les aliances estratègiques que adopten una estructura que suposa la propietat compartida són més probables de ser més efectives com a estructura de govern d'un acord quan la col·laboració és altament complexa en termes d'incertesa, mentre que les estructures que suposen propietat separada són preferides quan els nivells de confiança entre els socis són alts. Els resultats també mostren com les estructures que impliquen propietat separada són més probables de ser escollides com a formes de govern d'una relació quan l'alta probabilitat d'observar un comportament oportunista es compensa pels beneficis futurs esperats de la relació. A més, els resultats de l'anàlisi de variança realitzat suporten amb fermesa que la satisfacció de les empreses amb l'aliança és independent de l'estructura escollida per governar-la si aquesta estructura s'ha seleccionat considerant aspectes de la Teoria dels Costos de Transacció, de la Teoria dels Drets de Propietat i de la Teoria del Valor Transaccional.
Per tant, els resultats de l'estudi suggereixen la necessitat de considerar un marc integrador, constituït per les teories abans esmentades, per estudiar la relació entre conducta dels socis d'una aliança, l'estructura que aquesta adopta i la satisfacció de les empreses participant en l'acord.
This study, the implementation of strategic alliances by Thai firms which focused on the behaviour of partners, the governance structure and the satisfaction outcome of firms in industrial districts in Thailand was operationalized integrating the Transaction Cost Theory (TCT), the Property Rights Theory (PRT), and the Transactional Value Theory (TVT). The propositions were then assessed on the basis of a survey of 503 firms in industrial districts in Thailand. Logistic regression analysis results generally supported the model and hypotheses, suggesting the need for a greater focuses on the TCT, the PRT, and the TVT to study the relationship of partners' behaviour, governance structure, and satisfaction of allied firms. We further found that collaborative alliances (Joint Ownerships) were more likely to be effective as the governance form when collaborations were highly complex in terms of uncertainty, whereas Separated Ownerships were preferred when the level of trust was high between partners. The findings also showed that Separated Ownerships were more likely to be selected when the highest probability for opportunistic behaviour was compensated by the expected future benefits. Moreover, ANOVA analysis result strongly supported that satisfaction of the firm with the alliance should be independent of the implemented structure, if this has been selected taking into account aspects from the TCT, the PRT, and the TVT.

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Herodek, Jan. "Návrh strategie firmy RICADO". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222851.

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This thesis solves the future growth of the joinery RICADO. It contains of present situation analysis and improvement proposal, which follows the analysis. It includes various options of strategies, which the company can follow to achieve a certain level of growth.

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Seilius, Nerijus, e Darius Seilius. "Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas". Master's thesis, Lithuanian Academic Libraries Network (LABT), 2007. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20070816_164139-99443.

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Strateginis valdymas yra pagrindinė magistrinio darbo „Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas“ tema. Strateginis valdymas yra pateikiamas ne tik kaip teorinis procesas, susidedantis iš strateginės analizės, strategijos formavimo ir strategijos ��gyvendinimo etapų, bet ir praktinis modelis, taikytinas bioetanolio gamybos verslo atveju. Bioetanolio verslas Lietuvos rinkoje yra pakankamai nauja veiklos sritis, pasižyminti nedideliu konkurentų skaičiumi ir nesuformuotais produkcijos realizavimo kanalais. Dėl šios priežasties didžioji dalis bioetanolio produkcijos yra eksportuojama. Tačiau palanki teisinė aplinka, sąlygoja geras vystymosi ir plėtros tendencijas ir vietinėje rinkoje. Siekiant suformuoti tikslingą bioetanolio gamybos verslo strateginio valdymo modelį, yra atlikti tiek teoriniai, tiek empiriniai tyrimai. Jų rezultatai sudarė sąlygas ne tik pasirinkti greito įsiskverbimo į vietinę rinką ir eksporto per prekybos tarpininkus strategijas, bet ir parengti veiksmų (finansų, marketingo, gamybos, organizacinių) programas bei įvertinti finansines-investicines strateginio valdymo įgyvendinimo proceso galimybes ir identifikuoti įgijamus konkurencinius pranašumus rinkoje.
Strategic management is the main Master‘s “Modelling of management strategy in business of bioethanol industry” thesis. Strategic management is considered not only as theoretical process, including strategic analysis, strategy formulation and strategy implementation stages, but also as practical model, applicable in bioethanol industry. Bioethanol industry is quite new activity field in Lithuanian market, characterized by a little number of competitors and unformed distribution channels of production. For that reason the vast majority of bioethanol production is being exported. But favourable legal enviroment causes good development and expansion tendencies in local market as well. To form a model of strategic management of bioethanol industry, it have been made and defined theoretical and empirical researches. The results caused both an opportunity to select a fast infiltration to local market and export by sales agents strategies and to formulate such operational programmes as finance, marketing, organizational and production. There is also a possibility to evaluate financial opportunities of implementation of strategic management process and to indicate the main competitive advantages in the market.

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Abdulhadi, Samer Nazmi. "Strategic Decisions Creation-Implementation (SDCI) process : an empirical study". Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9725.

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The aim of this research was to explore empirically how firms create and implement strategic decisions (SD’s). The research was inspired by the need to understand further organizational process underpinning SD’s phenomenon and potentially contribute to the overall performance of firms. Previous research on SD’s has been focusing on the formal strategic planning approaches, which have been criticized for their highly prescriptive views of SD’s, separating creation from implementation, and focusing on the content and discrete elements rather than the holistic process. Despite all these studies, our understanding of the actual nature of the SD phenomenon from creation to implementation remains incomplete. Motivated by the need to look empirically and holistically at this very complex social phenomenon, this research problematizes the above aspects of SD’s literature and positions this research within a wider social and descriptive process based approach. The research employed qualitative and Analytic Induction (AI) methodologies, and addressed the above need in three projects. The objective of each project has evolved and lead to the emergence of the final findings, which suggest a possible answer to the overall research aim. The Scoping Study proposed a theoretical framework of successful SD’s implementation factors. Project 1 went further and investigated these factors empirically. Project 2 developed empirically the process of how people actually create and implement SD’s. In Project 3, this process was analysed through the theoretical lens of the sensemaking perspective and was applied by practitioners through an empirically tested diagnostic tool. This research has made a step towards a better understanding of SD’s in practice and contributed to the academic knowledge by proposing a different, yet viable descriptive process, which can improve the overall quality of the SD’s, and potentially lead to better performance.

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Heckroodt, Steyn. "A strategic marketing approach to Internet marketing implementation". Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51625.

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Thesis (MBA)--Stellenbosch University, 2000.
Some digitised pages may appear illegible due to the condition of the original hard copy.
ENGLISH ABSTRACT: The Internet encompasses a wide range of applications. Since its arrival in the computer technology industry, it has covered substantial grounds in the development as an tool/medium to enhance commerce. It has also brought along with it problems and new challenges to each level of managerial competence in the business world. The researcher shows through this study project the importance of business strategy and functional level strategy (marketing) as the basis for the implementation and utilisation of Internet marketing as a marketing tool. Conventional business and marketing practices are used in terms of strategic planning and formulation, to illustrate the importance of the strategic factor when incorporating the Internet into the daily business practices of companies. This study project relates specifically to Internet marketing and elaborates on various aspects of the marketing function to support the premise that the Internet is merely a tool, which can extend the company marketer's existing capabilities. The researcher aims to suggest that the Internet does change/extend numerous business practices, but the core principles in so far as strategic management is concerned, still needs to be adhered to. The researcher refers to numerous real life examples to highlight these points and make the practical application of its guidelines in terms of Internet marketing implementation and utilisation as easy as possible to understand and follow by the company marketer.
AFRIKAANSE OPSOMMING: Die Internet behels 'n wye reeks toepassings. Sedert die verskyning van die Internet in die rekenaar tegnologie bedryf, het dit aansienlike vordering gemaak ten opsigte van die aanwending as 'n "medium" om besigheid te verbeter. Dit het egter ook sy eie probleme en nuwe uitdagings saam gebring vir elke vlak van bestuursvernuf in die korporatiewe besigheidsarena. Die navorser toon by wyse van hierdie werkstuk die belangrikheid aan van 'n besigheidstrategie en 'n funksionele vlak strategie - spesifiek bemarking - as die basis vir die implimentering en aanwending van Internet bemarking. Konvensionele besigheids- en bemarkings praktyke word gebruik, in terme van strategiese beplanning en formulering, om die belangrikheid van die strategiese aspek aan te toon wanneer dit kom by die inkorporering van die Internet by die daaglikse besigheid van maatskappye. Aangesien die onderwerp van hierdie werkstuk spesifiek verband hou met Internet bemarking, brei die navorser uit oor die verskeie aspekte van die bemarkingsfunksie om sodoende sy siening te ondersteun. Dit is dat die Internet slegs as 'n medium gebruik moet word om die bestaande bevoegdhede van die bemarker uit te brei. Die navorser poog om aan te dui dat die Internet wel talle bestaande besigheidspraktyke verander, maar dat die kern-beginsels in so verre strategiese bestuur aan betref, steeds aandag moet geniet. Die navorser verwys na verskeie werklike voorbeelde om hierdie punte te beklemtoon en om die praktiese toepassing van die riglyne in terme van In Internet bemarkingstrategie so maklik moontlik te maak om te verstaan en toe te pas deur die maatskappybemarker.

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COSTA, FABIO DE MOURA. "STRATEGIC OUTSOURCING: A MODEL TO SUPPORT ITS IMPLEMENTATION". PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6591@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
O outsourcing vem crescendo como uma modalidade de negócios no Brasil ao longo da última década. Inicialmente concentrado nas funções de tecnologia da informação, logo se expandiu para a indústria de telecomunicações, após a privatização das operadoras de telefonia em 1998. No entanto, apesar dos grandes negócios realizados nos últimos 4 anos, e de sua implementação continuar sendo considerada complexa e de alto risco, há indicadores que apontam para uma forte tendência de crescimento desta prática no país ao longo dos próximos anos. A inserção do outsourcing num contexto estratégico, tratando- o como uma espécie de aliança estratégica, buscaria obter, então, não só melhores resultados referentes à sua implementação, mas também a construção de vantagens competitivas sustentáveis para ambas as partes envolvidas. O objetivo principal desta tese foi o de desenvolver um arcabouço analítico que pudesse auxiliar na implementação eficaz do outsourcing de funções críticas pelas empresas atuantes no país. Para tanto, iniciou-se a pesquisa por meio do desenvolvimento de sua fundamentação teórica, a qual buscou endereçar a conceituação do outsourcing, as implicações decorrentes de sua implementação e a sua categorização como um tipo de aliança estratégia. Depois de apresentada a fundamentação teórica, foi criada uma proposta de tipologia para o outsourcing, que, juntamente com os métodos selecionados para a pesquisa, serviu de base para a realização das fases subseqüentes da tese. Por fim, foi proposto um arcabouço, estruturado na forma de passos, para auxiliar a implementação do outsourcing de funções críticas, inserindo-o num contexto estratégico de forma a possibilitar a busca por vantagens competitivas sustentáveis. Novamente um novo estudo de caso foi apresentado, desta vez com o propósito de avaliar, preliminarmente, a possibilidade de utilização do arcabouço em um caso real de outsourcing dentro de um contexto estratégico. Os resultados obtidos por esta avaliação, e sustentados pelas atividades realizadas anteriormente, permitiram a contribuição desta tese tanto no campo acadêmico quanto na prática gerencial, tratando primeiramente o outsourcing como um meio para a formação de alianças estratégicas e fornecendo, para a prática gerencial, um arcabouço para orientar sua implementação de forma a se obter melhores resultados e a se buscar desenvolver vantagens competitivas sustentáveis.
Outsourcing has been growing as a mode of business in Brazil over the past decade. Initially concentrated in information technology functions, it soon expanded to the telecommunications industry following the privatization of telephony operators in 1998. However, in spite of the major business that have been closed over the past 4 years, and the fact that their implementation continues to be considered a complex, high-risk operation, there are indicators pointing to a strong trend towards growth in this activity over the next few years in Brazil. The insertion of outsourcing in a strategic context in which it is treated as a kind of strategic alliance would therefore seek not only better results concerning its implementation, but also the construction of sustainable competitive edges for both of the parties concerned.The main purposes of this thesis was to develop an analytical framework that can help companies operating in Brazil effectively outsource critical functions. Therefore, the research started from the development of its theoretical basis, which sought to address the definition of the outsourcing concept, the implications of its implementation, and its categorization as a kind of strategic alliance. Upon introduction of the theoretical basis, an outsourcing typology was proposed which, together with the selected research methods, served as a basis for the subsequent stages of the thesis.In conclusion, a framework was proposed in a step-by-step structure to assist in the outsourcing of critical functions, inserting it into a strategic context so as to allow sustainable competitive edges to be sought. A new study case was presented, this time for the purpose to preliminarily evaluate the possibility of using the framework in an actual outsourcing case within a strategic context. The results obtained from this evolution and supported by the activities that were previously conducted allowed this thesis to contribute to both the academic area and the managerial practice, treating outsourcing firstly as a means to form strategic alliances, and providing the managerial practice with a framework to guide its implementation in such a manner as to get better results and seek to develop sustainable competitive edges.

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Pipa, Tomás Manuel Macedo Lousada Loureiro. "Papo D’Anjo - International strategic implementation plan to Brazil". Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10099.

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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
The objective of my work is to help a Portuguese company, Papo D'Anjo, to achieve its strategic goals by elaborating an International Strategic Implementation Plan to enter into Brazil. In order to succeed in this Strategic Plan I have studied the history of the company, the way it is organized, it production process, its revenues and market distribution. I did a SWOT and a TOWS analysis. Regarding the chosen market, Brazil, I did a PEST analysis to better understand it and I also conducted a detailed research into the Brazilian Textile Sector, the Luxury Children Clothes Market segment and the way the Brazilian luxury consumer behaves. After the studies and analyses that I mentioned before, I concluded the best way for Papo D'Anjo to enter the Brazilian market.

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Wiberg, Linnea, Linda Nyberg e Sjödin Viktoria. "Strategic Renewal and Management Control Systems : The Implementation Process of Strategic Renewal Through MCS". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26684.

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Background: Strategic renewal is a phenomenon where companies decide to do strategic alterations with the aim to improve their stasis in the current market (Kiesler & Sproull, 1982). This can be accomplished in several ways; in this report the focus is on management control systems and how they are incorporated in the strategic implementation process in order to drive and generate renewal. Management control systems are considered to be an important aspect of the strategy process (Simons, 1994). Purpose: The purpose of this thesis is to analyze to what extent and in what form interactive and diagnostic management control systems are employed in large organizations in order to drive strategic renewal. Methodology: This is a qualitative research with an abductive approach that is based on a single case study. Through interviews we answer how management control systems are used in the implementation process of strategic renewal on different levels of an organization; we have made ten interviews with top-, middle- and operational management. Conclusion: Our main finding is that the process of implementing a successful strategic renewal through the adoption of MCS is not a linear one. The process is continuous and conducted in a circular manner; this also implies the interrelation of the variables.

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Alhilou, Moataz Mohidine E. "Strategy implementation process in SMEs : exploring multiple cases from the KSA". Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/strategy-implementation-process-in-smes-exploring-multiple-cases-from-the-ksa(265ade41-d85b-4206-a35f-5a89459726a7).html.

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Originating in, and framed by, warfare, the term strategic management first appeared in the business literature in the 1950s (Carter et al., 2008). The term then started to gain more importance as organisations’ needs for implementing strategic changes increased significantly. Despite this importance, the concept is still considered to be under-developed, with complications arising from a wide variety of disciplines. In the early literature two major schools of thought could be identified: Porter’s economic deliberate content (Porter, 1979), and Mintzberg’s emergent process view (Mintzberg, 1979). The literature has shown that the majority of studies have mainly focused on large organisations, taking the traditional Porter’s content approach. However, relatively few cases have considered smaller organisations and/or explored cases from the contemporary process view, which is considered more realistic in today’s dynamic world, where extra flexibility and speed are paramount. This thesis builds on the work of Pettigrew (1987), who viewed strategy implementation (SI) as a process. His work is extensively analysed and some recommendations are made to strengthen his ‘Triangle Model’. These recommendations allow for the development of a primitive framework for SI. The framework provides a deeper understanding of contemporary SMEs and their surrounding contexts, and can be useful for future exploratory studies of undiscovered contexts and/or for organisations of differing sizes. The paucity of research on SI in SMEs in general, and particularly in the non-Western context (e.g. Middle East, and Gulf Cooperation Council), is the major motivation for this research adopting an interpretive, qualitative and exploratory approach. Using inductive semi-structured interviews, data have been collected on the SI process of SMEs in the Kingdom of Saudi Arabia (KSA). SMEs represent 96% of the country’s enterprises and contribute to almost one third of the national economic activity (Bokhari, 2013). Their development is a major concern of the Saudi government, which aims to reduce the dependency on the oil sector (Bokhari, 2013; Sfakianakis, 2014; McKinsey Global Institute, 2015). In addition, SMEs have the potential to contribute to reducing the accelerating unemployment rate among the ever increasing youth population (Bokhari, 2013).Theoretically, this thesis contributes to a deeper understanding of SI and its enablers/ barriers in the SME sector. Following the approach suggested by Stacey (1996a), Mintzberg et al. (1998), and Okumus (2001), this research provides a more holistic understanding of the SI process. It sheds light on the individual dynamics of strategy implementation, as well as the organisational and external environment perspectives. By exploring these factors over the longitudinal process of SI (including initiation, process, and outcome), this research contributes a SI framework based on Mintzberg’s (1979) and Pettigrew’s (1985a) emerging process view. In so doing, this research adds to the SI process literature at the individual level, as an epistemological tool, and does so in order to consider the dynamic nature of SMEs and the impact that non-controllable events have on their daily routines, on ontological ground (Hart, 1992). At the methodological level, evidence from multiple cases in different Saudi industries is provided, reflecting a developing country context, rather than the dominant Western views (Okumus, 2003; Van der Maas, 2008). From the empirical research, lessons are identified to inform owners of SMEs, policy makers and future research.

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18

Black, Kurt D. "An investigation of strategic planning implementation and deployment efforts". Thesis, Virginia Tech, 1994. http://hdl.handle.net/10919/42628.

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Many American organizations have reported dissatisfaction with the results of their strategic planning, TQM, or other large-scale change efforts. Some have even abandoned their efforts all together. According to the literature, the major problem seems to be with implementation and deployment. One of the major obstacles that organizations face in the implementation and deployment phase of their planning effort is the loss of momentum. They seem to get the ball rolling and generate a lot of initial excitement but then after some period of time, the energy level begins to decline. All of the work: that was put in at the beginning seems to get cast aside in order to "get the job done" or to ''fight fires." In an effort to provide American organizations with some recommendations for successful implementation and deployment, this research addressed two questions: (1) What are the "root causes" leading to an organization's strategic planning effort to lose momentum during implementation and deployment, and (2) Does it appear that ''Hoshin'' organizations struggle with these root causes to a lesser degree than "Non-Hoshin" organizations?
Master of Science

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Boyadjian, João Paulo Paes de Barros. "A importância da abordagem de gestão de projetos visando a implementação de estratégias organizacionais". Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-01042009-143839/.

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Esta dissertação tem por objetivo principal identificar a importância do gerenciamento de projetos para o processo de implementação de estratégias. De forma mais específica, a dissertação investiga o grau de associação entre as diversas técnicas e práticas de gerenciamento de projetos, bem como de gestão estratégica para o processo de implementação de estratégias. Este trabalho é decorrente de um estudo bibliográfico inicial, por meio do qual se buscou a ampliação do conhecimento sobre o tema, seguida de uma pesquisa de campo. A pesquisa teve o caráter quantitativo-descritivo, visou à descrição do conjunto de dados e a determinação das relações relevantes entre as variáveis de interesse. Para tanto, foram definidas as variáveis independentes, dependentes e intervenientes da pesquisa, como sendo, respectivamente, a satisfação e o percentual de estratégias implementadas; as técnicas de gerenciamento estratégico e de projetos; e os níveis de maturidade. Utilizou-se uma amostragem não probabilística, selecionando a amostra por conveniência e julgamento. A amostra da pesquisa foi composta por executivos da área de gerenciamento de projetos e planejamento estratégico das 1.000 maiores empresas do Brasil. Para a coleta de dados lançou-se mão de três questionários que também serviram de guia para a entrevista com os executivos. A maioria das entrevistas foi conduzida pessoalmente e algumas, pela distância, foram feitas pelo telefone. O tratamento dos dados foi feito com o uso de métodos estatísticos: análise descritiva, análise de correlação e regressão linear múltipla. A partir dos resultados da pesquisa pôde-se concluir que: 1) a maturidade não é a variável interveniente entre gerenciamento de projetos e sucesso na implementação de estratégias; 2) somente duas áreas do conhecimento tiveram alta correlação com implementação (escopo e aquisições); 3) foram apresentadas evidências positivas entre uma série de técnicas, conceitos e práticas de gestão estratégica e de projetos, com o sucesso na implementação de estratégias; 4) as empresas que possuíam satisfação com a implementação igual ou acima de 8 ou que conseguiram implementar mais do que 60% das estratégias possuíam níveis maiores de maturidade geral, principalmente, nas áreas de aquisições, custo e escopo. Cabe ressaltar que todas essas conclusões devem ficar restritas ao âmbito desta dissertação. Para pesquisas futuras recomenda-se: 1) a utilização de uma amostra maior e mais diversificada, o que permitiria obter uma estatística ainda mais rica e a comparação entre os diversos setores da economia ou focar apenas dentro de um setor; 2) a segmentação das empresas por porte; 3) a intensificação de estudos em outras áreas importantes, como recursos humanos e comunicação; e, 4) a coleta e análise de opiniões de funcionários táticos e operacionais, comparando os resultados. Por fim, o atual cenário brasileiro favorece a realização de estudos nesta temática, atendendo às necessidades de pesquisadores que se interessam pelo assunto.
This thesis aims to identify the main importance of project management for the process of strategy implementation. More specifically, the dissertation investigates the degree of association between the various techniques and practices of project management and strategic management to the process of implementing strategies. This work is due to an initial study literature, through which it sought the expansion of knowledge on the subject, followed by a field research. The research had the character quantitative-descriptive with the objective to describe the data set and determine relations between the relevant variables of interest. In such a way, some independent, dependent and intervenient variables of the research were defined, as, respectively, satisfaction and the percentage of strategies implemented the project management and strategic management techniques ment and strategic projects and the maturity levels. There was a non-probability sampling, selecting the sample with convenience and judgement. The survey sample was composed of executives from the area of project management and strategic planning of the 1,000 largest companies in Brazil. For data collection three questionnaires were used that also served as a guide for the executive interviews. Most of the interviews were conducted personally and some were made by telephone, because of the distance. Data analysis was done with the use of statistical methods like: descriptive analysis, correlation and multiple linear regression analysis. From the research its possible to conclude that: 1) the maturity is not the variable actor (intervenient) between project management and strategy implementation success, 2) only two knowledge areas had high correlation with implementation (scope and acquisitions); 3) the analysis showed that there are some positive evidence between the strategy implementation success and a variety of techniques, concepts and practice of strategic management and projects, 4) companies with strategy implementation satisfaction equal or above 8 or who managed to implement more than 60% of the strategies, had greater levels of maturity general, particularly in the procurement, cost and scope areas. It is important to emphasizing that all of these conclusions should be restricted to the scope of this dissertation. For future research it is recommended: 1) the use of a larger and more diverse sample may give a richer statistical comparison between industries or its possible to focus in only one sector, 2) its possible to compare the survey results by companys size, 3) intensify studies in other important areas such as human resources and communication, and 4) collect and analyse the tactic and operational opinions comparing the results with the executive perspective. Finally, the current Brazilian scenario favors studies in this area, attending the researchers needs who are interested in this issue.

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Hutchinson, Tanya Jane, e tanya hutchinson@gmail com. "An Exploration of Strategy Processes and Stakeholder Involvement in Implementation in Queensland Regional Economic Development Organisations". Central Queensland University. Management, 2006. http://library-resources.cqu.edu.au./thesis/adt-QCQU/public/adt-QCQU20070209.143523.

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Strategy offers regional stakeholders an opportunity to collaboratively influence the future direction of their regions economy. However, limited research has been undertaken with respect to strategy processes that are being used by regional economic development organisations. While there are suggestions for the ideal content of regional economic development strategies, the processes by which these organisations develop and implement strategy have not been investigated. This thesis documents an exploratory research project that utilises a case study methodology to identify and consider the processes applied in three different regional economic development organisations. In order to appreciate the context of regional strategy development, theory on regions, collaboration and strategy is integrated to develop a detailed theoretical framework of twenty seven elements that are thought to contribute to implementation. The presence or absence of these elements in each of the three cases is explored deductively through a review of internal documents and semi-structured interviews with a mix of regional stakeholders. Elements are investigated within cases to understand how strategy is being applied within each particular context. Analysis across cases is documented, identifying both similarities and differences in the presence and absence of elements. The research found that relationships were important to the continuing future of the organisations. Long term planning was absent in all cases and this absence was attributed to contextual factors such as a dynamic external environment, and a dependence on government funding leading to short term planning cycles. There was also a lack of clarity regarding organisational goals. The processes utilised in all cases most closely matched Mintzberg and Waters (1998) umbrella strategy, however, all organisations lacked a strategic approach. A tentative model was developed to depict elements thought to be the most significant to collaborative regional strategy implementation. These elements are: leadership on strategic planning; good member to member relationships; realism; long term goals; performance measures tied to long term goals; ongoing review and updating of the strategic plan; relevance of the strategic plan; and consistency of activities with the strategic plan. The need for further research to investigate these potential relationships was indicated.

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Chen, Keyu. "A strategic decision making framework for organisational BIM implementation". Thesis, Cardiff University, 2015. http://orca.cf.ac.uk/88267/.

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Decision making during the adoption of Building Information Modelling (BIM) in current AEC projects is believed as a key element to improve both BIM performance and project outcome. In order to provide the most informed decision and strategic plan, two vital elements are required: a comprehensive set of decision making criteria and a reasonable priority system. The literature analysis has revealed that existing assessment frameworks have limitations concerning these two elements. Therefore, this research has been designed to develop a more effective BIM evaluation Framework (BeF), to assist new BIM users and also provide a more effective implementation approach for BIM. In order to accomplish this objective, research steps of theoretical and empirical nature have been adopted: (a) a multi-dimensional BIM implementation Framework (BiF) was proposed based on the literature review; (b) use of a case study to test the proposed BiF on a real-life project; (c) a questionnaire approach to test the comprehensiveness of the proposed BiF on an industry level; (d) applying the Delphi method to further refine the proposed criteria in a specific context; (e) using the Analytical Hierarchy Process (AHP) to develop a BeF and providing priority shifting for a more preferable strategic goal in Arup ShenZhen office (ASZ); (f) developing a validation system to prove the efficacy of the proposed BeF. The adoption priority and approach of BIM could be influenced by policies, culture, business structure, legislation etc. As a result, a specific context, China has been selected for this work. The research result could assist decision making in BIM management in the ASZ for a higher BIM performance. The framework by the Delphi method is suitable for the selected context: China. The proposed Delphi and AHP methodological framework can be replicated to assist decision making of BIM management in any AEC organisation.

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Tapsell, Jane. "Change processes and team implementation : strategic and operational issues". Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/14467/.

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This is a study of the organisational change to self-managed team working in UK-based manufacturing organisations. There are few models to guide research into the organisational change to team working and this study focuses on the under-researched area of the implementation process. Descriptions of team development models imply a smooth, linear change process. Yet this strategic change involves major restructuring at an operational level and in reality is a complex and political transition process that unfolds in unpredictable directions. This research proposes a processual framework to explore team development and to increase understanding of the ways in which this transition is shaped at critical junctures. This research was based on case study data collected over periods of up to five years in four brownfield, manufacturing organisations. This data provided detailed illustrations of the major challenges facing organisations in the transition to self-management. Specifically, the research findings indicated that the change to self-managed team working was an unfolding, non-linear process and that its success was shaped not only by the congruence between team design and production setting, but also by the congruence between new work structures and supporting organisational arrangements. Senior management commitment was pivotal to the success of the change process, as were clear definitions of operational roles and required actions and behaviours. Finally, the research indicated the importance of key players adopting appropriate change-driver roles and of paying attention to political tensions and perceived threats associated with changes to traditional role demarcations. This research increases understanding of the implementation and development of self managed work teams at an operational level and the results may be of considerable practical use for organisations in determining their strategies for organisational change and development.

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Šenkeříková, Eva. "Návrh implementace metody Balanced scorecard ve společnosti Invia.cz a.s". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225284.

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The Master’s thesis deals with question of strategic management. It is focused on performance measurement Invia.cz, a.s. using the Balanced Scorecard method. Theoretical part describes concept of the Balanced Scorecard and proces of its implementation. The next part of thesis includes strategic and financial analysis which serves as the basis of this concept. A major part includes proposal of concept implementation into the strategic management. At the end, possible risks and anticipated benefits of this method are evaluated

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Mládek, Jiří. "Aplikace metody Balanced Scorecard na vysoké škole". Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-198453.

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The title of the thesis "Application of Balanced Scorecard in university" shows that the thesis is concerned with creating a strategic management system Balanced Scorecard for university. The method is further complemented by the support of IT, so this is a modification of the Balanced Scorecard and this is call IT BSC, and automated support . The thesis is divided into two parts -- the theoretical and the practical. The first part is the description of the strategy and management, is presented to the Balanced Scorecard and description of design and implementation. At the end of the theoretical section summarizes the advantages and disadvantages of Balanced Scorecard. The first part is a summary of theoretical knowledge of available resources and literature. Practical work reflects the knowledge gained from the theoretical part. First are presented and analyzed the university, where Balanced Scorecard method is applied. There is described in detail and prepared a draft of the project of Balanced Scorecard. In conclusion the thesis evaluates the overall project and is made comparison between private and public university.

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Harrington, Denis. "Empirical study of quality management practices in selected UK hotels". Thesis, London South Bank University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245040.

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Boshielo, Paulina Shela Polly. "An integrated approach to strategy implementation in the Limpopo Department of Roads and Transport". Thesis, University of Limpopo (Turfloop Campus), 2008. http://hdl.handle.net/10386/840.

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Thesis (M.A. (Business administration)) University of Limpopo, 2008
This research report is based on an integrated approach to strategy implementation in the Limpopo Department of Roads and Transport. The purpose of this research was to investigate which factors are key in the implementation of strategies and how can they be integrated to achieve the stated goals of the Limpopo Department of Roads and Transport. This report included both qualitative and quantitative research methods. The major finding of the study was that there are four key drivers of strategy implementation. These key drivers are management and leadership, organizational culture, organizational structure and organizational processes/systems. The integration of these key drivers is essential for the implementation of strategy, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy implementation in an integrated manner, the following should take place: (1) managers who are responsible for strategy implementation should also be involved in strategy formulation processes; (2) organizational culture should be changed to create a conducive environment for the managers to be motivated; (3) leadership and management should guide the vision and mission; (4) organizational processes/systems should be coordinated and integrated for efficiency and effectiveness

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Polúch, Eduard. "Návrh obchodní strategie SBU". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224164.

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The main subject of this thesis is creating a proposal of business strategy of SBU. The work includes theoretical knowledge related to the issue of the proposal of business strategy and strategic analysis of the current state of SBU. The outcomes of the thesis are the processing and evaulation of the real proposal of business strategy, which will be the basis for subsequent implementation.

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Lagosha, Olena. "Implementation of the Strategic Management of a Selected Multinational Company in the Selected Country". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-16839.

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In terms of the world globalization multinational companies are becoming more significant in the international trading system. One of the main conditions for opening the new market by a multinational company is an effective system of the strategic management. This thesis is aimed at analyzing the ways of LUKOIL operations in Ukraine. Moreover, the specific attention of the paper is devoted to the LUKOIL activities in the country. Taking into account all the particularities of the Ukrainian market, the conclusion provides clear evidence about the successful implementation of LUKOIL formulated strategy in Ukraine.

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Niemann, Ilse. "Strategic integrated communication implementation towards a South African conceptual model /". Thesis, Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-10062005-100746.

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IDOWU, HAKEEM ADEWALE. "Strategic Dilemma With ERP System Implementation : Enterprise vs Consultant Perspective". Thesis, Jönköping University, JIBS, Business Informatics, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9614.

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Over the past few years and up to date, many companies around the globe have implemented Enterprise Resource Planning (ERP) systems. Implementing ERP system in an organisation is considered as an irresistible challenge, with the typical ERP system implementation approach. In correspondent, management in an organisation are facing critical challenges' to make decision on a specific ERP system implementation strategy, however, any considered decision would influence development, testing and ultimately the success of the implementation. Therefore, this thesis aims to examine solution to how organisation can decide or choose the best ERP system implementation strategy and explore the one that could be highly recommended by considering enterprise and consultant perspectives.

In order to accomplish the purpose of this thesis, qualitative and quantitative method of collecting and analysing data were adopted. Quantitative and qualitative data were collected through the mean of questionnaire and structure interview. This is one of the reasons why this thesis can be viewed in an inductive and deductive approaches. To this end, exploratory and descriptive knowledge should be derived from this study.

Analysis of this thesis has discovered that, there are many influencing factors in which organisation needed to be considered when making choice of a particular ERP system implementation strategy. These factors include: (i) Size and Complexity of an organisation (ii) Degree of internationalisation (iii) Number of requirements (iv) Nature of integration and (v) Skills and Experience of people within an organisation.

In order to choose appropriate strategy for ERP system implementation, organisation should considered to implement a skeleton system in which other application can be added to the systems when it is in operation. Clarification of a business vision that would call for the legacy system replacement or re-modification, is also essential for an organisation to consider. Considering the above statements, organisation should be able to choose appropriate strategy that would fit their business processes.

Nevertheless, Phased strategy is considered as the best or appropriate implementation strategy in which organisation can rely upon. Exploring Phased strategy simply means that, the problem of making choice of a particular implementation strategy will be minimal. That is; organisations that are willing to implement ERP system can easily consider phased strategy as their best alternative in order to attain success implementation.

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Rupnarain, Jyoti. "The implementation of transfer pricing for a strategic business advantage". Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52307.

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The aim of this study was to investigate the impact of transfer pricing strategy and performance in terms of how this provides for a strategic business advantage. A further aim was to assess the extent that transfer pricing is primarily tax-driven or business strategy-driven. The reason for choosing this research problem was based on the gap that exists in the theory and literature on the link between transfer pricing being utilised strategically for a multinational. This study was best served as a single quantitative exploratory case study to gain an understanding of how the implementation of transfer pricing can provide for a strategic business advantage. The non-probability sampling technique of judgment (purposive) sampling was used for this study in which primary data was collected. Relevant statistical analyses was performed in order to answer the research questions and involved descriptive statistics as well as correlation analysis. Based on the findings it was confirmed that transfer pricing is considered to be part of the business strategy in the Process Automation division at ABB. However, it was not confirmed that ABB has a unique global environment for transfer pricing nor a unique country level environment for transfer pricing. There was agreement that it is beneficial for transfer prices to be set by a centralised control system.
Mini Dissertation (MBA)--University of Pretoria, 2015.
pa2016
Gordon Institute of Business Science (GIBS)
MBA
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Hutchinson, Collette. "How are strategy tools used in practice in a university context?" Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1977.

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Many business schools teach the importance of using strategy tools when engaging in strategizing activities. Despite this fact there is an ongoing debate concerning what is taught in business schools and what is actually used in practice. In spite of this debate there has been little research done regarding how these strategy tools are used in practice. This study seeks to address this through the adoption of a strategy as practice perspective which helped to identify what is actually practiced by managers while engaging in strategizing activities. Managers use strategy to respond to complex forces (social, political, economic) in their business environments. However to develop and implement strategy encompasses a full range of strategizing activities such as strategic thinking, strategic analysis, strategic decision making and implementation. Many business schools teach strategy tools are techniques which managers use to structure and influence strategizing activities. Previous research on strategy tools played emphasis on the benefits that can be derived if tools are used in different context. Others have highlighted the frequency of tool usage. Nevertheless, there is a need to make a review what is taught and how strategy tools are used in practice.

A qualitative study was conducted in two universities through the use of semi structured interviews to gather data. The use of an inductive and interpretivism perspective through a case study helped the researcher identify the context in which events were taking place. The choice of a small yet deliberate sample size was done to focus in on the various levels of management within these universities and to review how strategy tools were used at these levels. After each interview the interviewees were given a list of 15 strategy tools (all of which were taught in the researcher’s masters programme) to identify whether they used any of the strategy tools on the list and if they did how did they use them. It was noted from the empirical data acquired that quite often strategy tools were not always being used for the purpose for which they were taught nevertheless managers were altering components of various tools to meet their individual business needs. Strategy tools were often used to assist in strategic thinking and strategic decision making. Managers’ perception of strategy tools affected the extent to which tools were used and the frequency of usage. While strategy tools were often used for growth and development, communication and persuasion and best practices it was its use in sense-making and evaluation which indicated that there is a need for a greater understanding into how managers make sense of strategy tools. The study answers how strategy tools are used in practice in a university context by giving illustrations and quotations from the various interviewees regarding strategy tools.

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Seyferth, Manuel. "The role of corporate centers within implementation and control processes of strategic initiatives /". Sankt Gallen : Univ, 2007. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=016429912&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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34

Byington, Randy Lee. "Healthcare Strategic Management: The Impact of State and Federal Funding Levels on the Implementation of Strategic Plans at Tennessee Hospitals". [Johnson City, Tenn. : East Tennessee State University], 2003. http://etd-submit.etsu.edu/etd/theses/available/etd-0819103-152940/unrestricted/ByingtonR090203f.pdf.

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Thesis (Ed. D.)--East Tennessee State University, 2003.
Title from electronic submission form. ETSU ETD database URN: etd-0819103-152940. Includes bibliographical references. Also available via Internet at the UMI web site.

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Mabuela, F. M. "The implementation of strategic planning and management in the Waterberg Municipalities, Limpopo Province". Thesis, University of Limpopo, 2015. http://hdl.handle.net/10386/1213.

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Thesis ( MPA.) --University of Limpopo, 2015
The aim of the study is to evaluate the implementation of the strategic planning and management in Waterberg District municipalities and to identify any constraints that might be affecting the implementation of strategic planning and management which is the basis for poor service delivery, which in turn, causes service delivery protests by members of the public against municipalities, and in order to provide policy recommendations. Therefore, the approach to the research is qualitative because the study solicited for views and opinions of respondents, in this case, public officials, politicians and members of the public. The secondary data aspect included the reviewing of documents of different municipalities in terms of planning and their own management styles. The quantitative approach is also applied in this study to validate the municipal performance score cards which is a content analysis. Data were collected through questionnaires and interviews. The findings reflected the key issues with regard to the impact of the implementation of strategic planning and management in municipalities in the Waterberg district Limpopo Province. The study revealed appropriate opportunities for possible interventions to improve the implementation of strategic planning and management. The general conclusion as revealed by the study is that the municipal strategic plans are not successfully implemented and not properly managed. The audit opinions awarded to the municipalities bear reference to the matter. The study provided recommendations for municipalities to improve on the implementation of strategic planning and management. For instance, strategic plans need to be aligned with other municipal plans and the plans of other government spheres, namely, the provincial and national spheres of government; it is imperative that skilled personnel be appointed, the staff and councillors of a municipality must be trained and retained in order to ensure a high level of service provision; municipal capacity building should be a core element of a broader performance management strategy and all stakeholders of the municipalities should be capacitated and trained in terms of policy formulation so that they understand what is expected of them in terms of policy analysis, formulation and policy evaluation

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Andersson, Eric. "Evaluating the Strategic Benefits of the ITS Implementation at the Värta Port". Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-246066.

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When City of Stockholm wanted to build apartments on land used and controlled by Ports of Stockholm a project was initiated with the purpose of accommodating this request. The project meant that one of the piers at the Värta Port was expanded and the ITS system was implemented at said pier. Since the project was initiated from, what was considered, necessity an extensive evaluation of the economic and strategic consequences was not preformed. This thesis discusses and evaluates the strategical aspects of the ITS implementation at the Värta Port. The strategical benefits of the ITS system is that it enhances the competitive advantage, the location, of Ports of Stockholm through giving them more control over the port since the infrastructure was previously owned by their customer, Tallink Silja. Furthermore, the system creates a safer work environment at the port through better controlled container and truck management and preplanned emergency scenarios. The system also removes wastes in the logistical process in the port through the added control of entries and exits and a fully digital sorting and storing system. This can provide operational cost reductions to Tallink Silja who is responsible for the operation of the port. Additionally, the system provides added value for the end customer as the reliability of the shipments increase. If these benefits are enough to justify the ITS system cannot be determined in this thesis as it is only the management at Ports of Stockholm that possesses the implicit knowledge required, but there exist substantial strategical benefits to the ITS system.
När Stockholms Stad ville bygga lägenheter på mark som användes och ägdes av Stockholms Hamnar initierades ett projekt med avsikt att förfylla denna begäran. Projektet betydde en utbyggnad av ena kajen I Värtahamnen och ITS systemets implementation vid sagd kaj. Då projektet var initierat, av, vad som ansågs vara, nödvändighet utfördes ej en ordentlig bedömning av de strategiska och ekonomiska konsekvenserna. Denna uppsats diskuterar och bedömer de strategiska aspekterna av ITS systemet. De strategiska fördelarna av ITS systemet är att det bidrar till Stockholms Hamnars Konkurrensfördel, dess placering, genom att ge dem mer kontroll över hamnen eftersom infrastrukturen tidigare ägdes av deras kund, Tallink Silja. Utöver detta skapar systemet en säkrare arbetsmiljö i hamnen då systemet har bättre kontroll över containrarna och lastbilarna i hamnen samt har inprogrammerade utrymnings scenarier. ITS systemet minskar även på ”waste” i det logistiska processerna i hamnen genom adderad kontroll över in och utfarterna till hamnen samt ett digitalt sorterings och förvarningssystem. Detta erbjuder reduktioner i operativa kostnader för Tallink Silja, vilka är ansvariga för driften av kajen. Utöver detta erbjuder systemet ökat värde för slutkunden då verksamhetens reliabilitet ökar. Om dessa fördelar är tillräckliga för att justifiera ITS projectet kan inte beslutas i denna rapport då det endast är ledningen hos Stockholms Hamnar som sitter på kunskaper tillräckliga för att ta detta beslut. Men det finns bra strategiska fördelar med ITS systemet.

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Kwock, Yongsub. "A Theoretical Integration and Empirical Test of Strategic Management: Environment, Strategy, Structure, Implementation, and Performance in the Hospitality Industry". Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/37653.

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The main purposes of this study were to investigate the causality, congruence, and relationships among the constructs in the strategic management process. Perceived environmental certainty, organizational structure, types of strategy, types of strategy implementation, and satisfaction level with performance were selected as relevant constructs for this study. A total of 184 responses to a survey given to top management in the hospitality industry, including restaurant and lodging firms, were analyzed. The various relationships among the constructs were hypothesized and tested by utilizing exploratory factor, confirmatory factor, and structural equation modeling analyses. The exploratory factor analysis revealed several dimensions of both strategy and strategy implementation constructs. The reliabilities, validities, and model fits of each construct and of all constructs together were assessed by utilizing confirmatory factor analysis. Finally, the various structural relationships among the constructs were tested by structural equation modeling. Results revealed the existence of causality in the model. Results also indicated a positive relationship between perceived environmental certainty and the defender type of strategy. A negative effect of the defender type of strategy and a positive effect of the prospector type of strategy on organic organizational structure were revealed. Perceived environmental certainty had a positive effect on the collaborator type of strategy implementation. An organic organizational structure had a positive effect on the commander type of strategy implementation. A positive effect of the defender type of strategy on the commander type of strategy implementation, and the positive effect of the prospector type of strategy on the collaborator type of strategy implementation were identified. There were positive effects of the prospector type of strategy and the collaborator type of strategy implementation on the satisfaction level with performance. Finally, a positive effect of the congruence between the prospector type of strategy and the collaborator type of strategy implementation on the satisfaction level with performance was revealed. Several hypothesized relationships were not supported: a negative effect of perceived environmental certainty on the prospector type of strategy, a negative effect of perceived environmental certainty on organic organizational structure, a positive effect of perceived environmental certainty on the commander type of strategy implementation, a positive effect of an organic organizational structure on the collaborator type of strategy implementation, a positive effect of the defender type of strategy on the satisfaction level with performance, and a positive effect of the commander type of strategy implementation on the satisfaction level with performance. The results of statistical analysis implied that top management in the hospitality industry did not perceive the environment as an important factor contributing to a firmâ s performance. In addition, top management was reluctant to change organizational structure. Also, many firms in the industry still practice a defensive strategy and strategy implementation with the traditional pyramid type of organizational structure, which does not contribute positively to a satisfaction level with performance. Finally, the prospector type of strategy and the collaborator type of strategy implementation were important contributors to the satisfaction level with performance. In spite of some limitations, including the problems associated with generalizability, the advantages that could have been gained by a longitudinal study, the lack of some relevant variables, and subjective nature of the data, the findings of this study contribute to a better understanding of the strategic management process in the hospitality industry by revealing various relationships among the constructs in the strategic management process.
Ph. D.

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Jacoby, Wendy Ellen. "Strategic information systems planning and implementation in the U.S. financial services industry". Thesis, University of London, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.338955.

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Yiu, Lo. "The development and implementation of the strategic trade control system in the Hong Kong Special Administrative Region : an exploratory study /". Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B2211502X.

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Machabaphala, Sello Nelson. "The integration of strategy formulation and implementation in the Greater Sekhukhune District Department of Basic Education, Limpopo Province". Thesis, University of Limpopo (Turfloop Campus), 2010. http://hdl.handle.net/10386/360.

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Thesis (MBA) --University of Limpopo, 2010
This research report is based on integration of strategy formulation and implementation in the Greater Sekhukhune District Department of Basic Education, Limpopo Province. The purpose of this research is to investigate the key drivers in the formulation and implementation of strategies and how can they be integrated to achieve the formulated goals and objectives of Greater Sekhukhune District Department of Basic Education. This report deals only with qualitative research method. The major findings of the study are that there are key drivers of strategy formulation and key drivers of strategy implementation and their outcomes. The key drivers of strategy formulation are the vision and mission statements, long-term objectives, and generation and selection of grand strategies; whereas the key drivers of strategy implementation are leadership, organizational culture and organizational structure .The integration of these key drivers is essential for the implementation of strategies, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy formulation and strategy implementation in an integrated manner, the following should take place : (1) managers and staff members who are responsible for strategy implementation should also be involved in strategy formulation processes ; (2)organizational culture should be changed to create a conducive environment for the managers and the employees to be motivated to render quality services at service points ; (3) leadership and management to guide vision and mission of the district; (4) organizational structure to ‘fit’ implementation of strategies for efficiency and effectiveness of the integration of strategy formulation and implementation to achieve formulated goals and objectives.

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41

Svobodová, Veronika. "Hodnocení výkonnosti podniku". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225076.

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The thesis is focused on the evaluation of business performance using the Balanced Scorecard concept. The theoretical part defines the concept of business performance and describes the method of Balanced Scorecard. In the analytical part is being assessed the current state of the company DINA-HITEX, spol. s.r.o. through selected analytical methods. Subsequently, as a conclusion of the thesis, is drafted implementation of the Balanced Scorecard concept to this company. In this section are draw up strategic goals of selected perspectives, strategic map, budget, time schedule of the project implemen-tation and evaluation of the benefits of adopting this method to the enterprise.

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Roberts, Ian. "The role of management in the turnaround process". Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/the-role-of-management-in-the-turnaround-process(9ac4e2c1-cd5f-4f56-a16f-f323c9f59c78).html.

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This thesis is entitled The Role of Management in the Turnaround Process and is presented for the degree of Doctor of Business Administration at the University of Manchester by Ian Roberts in April 2015. Inquiry into turnaround has largely has been carried forward in two broad areas of study: strategy and management. Strategy research has attempted to identify a single or limited number of strategies which apply in all turnaround situations, while management studies have concentrated on managers themselves or some of the techniques they employ. Neither school has systematically analysed how turnarounds are actually implemented in dysfunctional organisations and both schools are weak in extant theory. As a consequence, a holistic explanation of the process leading from crisis to viability is lacking. This thesis addresses these lacunae in three ways. Firstly, it provides a systematic study of how professional turnaround managers implement the turnaround process over time. Secondly, it applies a unique and complementary mix of extant theory which addresses both cognitive and organisational aspects of strategy formulation and implementation. Thirdly, it presents a holistic turnaround model based on six core constructs which are argued to be necessary and sufficient to explain the dynamics of the turnaround process. The thesis adopts a mixed-methods approach. A survey is used in order to gather data from turnaround professionals on implementation methods. This data is then subjected to statistical analysis in order to identify the most important factors for implementation. These concepts are then blended into a conceptual framework which is tested for its explanatory and predictive power on a matched pair of turnaround case studies of two mid-sized UK manufacturing companies in the household goods sector, one of which executed a successful turnaround and one of which failed in the attempt. The model is able to explain and predict the outcome in both cases. The thesis is one of only a handful of turnaround studies which employs a rigorous case study research protocol. Its principal contribution is that of a middle range turnaround theory of the causal factors leading from organisational crisis to dissolution or viability.

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Craigmiles, Raymond Gregory. "Telemedicine strategic planning and implementation issues in the Navy Medical Department". Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA304137.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1995.
Thesis advisor(s): James Scaramozzino, Carl R. Jones. "September 1995." Bibliography: p. 121-122. Also available online.

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Yetman, Theresa Elizabeth. "Between planning and implementation, Nelson House Medicine Lodge strategic planning process". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ51822.pdf.

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Singh, Jassel Jagdeep. "Strategic human resource managament in Malaysian hotels : formulation and implementation challenges". Thesis, Northumbria University, 2012. http://nrl.northumbria.ac.uk/8774/.

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This research explores the challenges faced by hotels in Malaysia, in formulating and implementing strategic human resource management (SHRM). The study addresses the lack of empirical research into SHRM in Malaysian hotels at a time of rapid growth in the Malaysian tourism industry. Building on current debates regarding strategic HRM, including SHRM and business strategy integration, and the role of HR as a strategic partner, this research explores the relationship between human resource management and business strategies, and the challenges of HRM strategy realisation. The thesis has a particular focus on Recruitment and Selection, and Training and Development, as these two functions lie at the heart of how businesses access and develop the critical skills required to implement SHRM initiatives. The study is conducted from a constructivist ontological stance coupled with an interpretivist epistemology. A set of three semi-structured interviews, involving the Chief Executive Officer, HR professional and line manager, were conducted in five leading hotels. Three additional interviews were conducted to gain feedback on the study’s topic from individuals with HR and/or hotel industry expertise. Data were analysed using a priori and data driven coding following King’s (2004) template analysis method. This research reveals challenges in formulating and implementing strategic HRM exist within Malaysian hotels from three analytical levels, namely, organisational, industry and societal. The challenges include the readiness of HR as a strategic partner, the absence of clearly-defined HR-related key performance indicators, labour scarcity, and government policies relating to labour and education. Although this exploratory research may not be generalisable to all Malaysian hotels, its insights into SHRM challenges may be transferable to other similar hotels and resorts. Discussion of the practical implications of the study’s results highlight the actions recommended as necessary for the three target audiences, namely, Hotel Managers (which include CEOs/General Managers, HR professionals and line managers), the Malaysian Association of Hotels, and the Government, to improve professional practice pertaining to strategic human resource management in Malaysian hotels.

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Cheng, Paul Y. J. "A model for the strategic implementation of design policy in Taiwan". Thesis, De Montfort University, 2000. http://hdl.handle.net/2086/4139.

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Albugami, S. S. "Developing a strategic approach to ICT implementation in Saudi secondary schools". Thesis, University of Salford, 2016. http://usir.salford.ac.uk/40206/.

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The massive advances in information and communication technology (ICT), in the last few decades, encouraged many developed and developing countries to invest in the ICT sector in education. The internet, computers, interactive whiteboards and an assortment of other technological tools have now turned out to be valuable teaching and learning resources. Saudi Arabia is not in isolation from this, they have invested heavily in the ICT field. However, the progression has often been disappointing; there is still a great gap between the availability of ICT technology and methods of implementation, resulting in a number of serious questions being raised for decision-makers and educators alike. One of the most important of these questions is 'what factors affect the successful implementation of ICT in schools’. Hence, the importance of this study is to find an answer to this question and related questions from the participants' perspective. Consequently, the research issue is addressed through a cross-sectional case study strategy, qualitative and quantitative mixed-method choices. In addition, a closed questionnaire and semi-structured interviews were used to collect data from four different perspectives (head teachers, teachers, students in Jeddah secondary school and two ICT directors in Saudi Ministry of Education). Generally, the results showed that ICT was perceived as an important tool in improving performance, collaboration, learning experience and learning outcomes. However, the study found some challenges that affect the application of ICT in Saudi schools, for example, the lack of space, resources, maintenance, a lack of ICT skills among school along with a lack in ICT training and a lack of clear ICT policies. However, the overcoming of such challenges could turn them from ‘challenges ‘into ‘positive factors’ to aid in the success of ICT implementation. Hence, the importance of this research is to suggest a strategic approach to guide decision-makers, educators and further studies in the future to promote the successful implementation of ICT in education, in general, and in Saudi secondary schools in particular.

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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa". Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-05042009-002813/.

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Martínková, Marie. "Hodnocení výkonnosti podniku". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241195.

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This master´s thesis evaluates the performance of the LAC, s.r.o. company. The theoretical part of the work introduces both a system of performance measurement and also the key principles of strategic analysis. Following this there is an introduction to the company, and to its business activities, together with an evaluation of its current status, utilising strategic and financial analysis. Based on the outputs of the analyses that were carried-out, the analytical part of this thesis presents the design of the Balanced Scorecard method. The final part of the work discusses a proposal for the implementation of a Balanced Scorecard in a corporate environment, with the aim of increasing the company performance and facilitating its future development.

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50

Seyferth, Manuel. "The role of corporate centers within implementation and control processes of strategic initiatives /". St. Gallen, 2008. http://aleph.unisg.ch/hsgscan/hm00205320.pdf.

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Tesi sul tema "Strategic implementation"

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