<p>The project-based nature of construction organisations creates a learning opportunity from most of the activities carried by these organisations. Knowledge is being created in the course of carrying core and non-core activities in the organisation. For organisations to make the most of this knowledge, a mechanism for tapping has to exist. Such tapping can occur through the organisation’s various activities and organisations stand to benefit if these activities are done strategically not only to tap, but also to create and transfer knowledge and ultimately enhance performance.</p><p>The study has henceforth analysed the knowledge transfer process of construction organisations in the Tanzania construction industry and explored how these organisations facilitate creation and transfer of knowledge. A survey in a pilot study in the year 2001 was conducted to refine and focus the study’s questions and propositions and a case study strategy of inquiry has been adopted for the main study. Four construction organisations in the Tanzania construction industry are studied.</p><p>The analyses from findings support the propositions set forth in the study and among others establish: the specificity of the knowledge transfer process in construction organisations, the situational nature of the knowledge being transferred, the ephemeral nature of goals and the “selling of jobs” in construction sites influencing incentives for knowledge management initiatives. The study further establishes that there are inadequate attributes towards knowledge creation in the organisations. That: there is limited practice of on-the-job training, peer assist and learning by imitation; codification of procedures, rules, and checklists is done insignificantly or absent completely; networking of knowledge is poor; experience sharing and learning by doing is low.</p><p>In effect the study proposes an optimal knowledge transfer process for construction organisations in Tanzania using an IDEF0 business process model, and explores the cost-effectiveness for organisations in the industry pursuing knowledge management initiatives such as the knowledge transfer process. Lastly, recommendations for construction organisations at policy and functional level are made.</p>

<p>This paper examines how internal branding can be integrated into the management control system to overcome the challenges faced by divisionalised companies regarding goal congruence and suboptimisation. A theoretical synthesis pointing out the similarities between management control and internal branding has been used together with the obtained information from interviews to create a new model on how to integrate internal branding into the management control system. Four organisations were included in the empirical research, namley SAS, Länsförsäkringar, Handelsbanken and LiU, which all have divisionalised structures. All of the organisations are in some way using internal branding, implicitly or explicitly, to control behaviour.</p><p>Our results show that internal branding on its own is not sufficient to control the behaviour within the organisation. However, integrated in the management control system and combined with the general informal control, internal branding is a rather inexpensive and effective way of coordinating divisional behaviour. We argue that a deeper understanding for behavioural control is needed and that internal branding should be given more importance within the management control area.</p>

<p>This study was performed during the period March – May of 2007 in Kampala and Gulu district, Uganda, and it was made possible due to a scholarship from the Swedish International Development Cooperation Agency (Sida). The main focus of the study is to examine and analyse the peace process taking place in Juba (the Juba talks), southern Sudan, with the goal to solve the 20 year old conflict in northern Uganda between the government of Uganda and the rebel group the Lord’s Resistance Army. I am doing this by, first; identify the actors involved by using John Paul Lederach’s pyramid which includes three levels of actors, second; study different methods for peacebuilding and thereafter identify which methods have been used in the Ugandan case and third; discover to what extent the civil society and more specifically women’s organisations have contributed to this process.</p><p>The data collected consist of qualitative literature studies, analyses of articles dealing with the peace talks and interviews with representatives from different levels of the Ugandan society.</p><p>The analyse of the material shows that all levels of the society have been involved to some extent, but that the peace process is mainly characterized by the top-down approach to peacebuilding, with the top level leaders as the main actors. I also found that women’s organisations in Uganda want to engender the peace talks, for example by bringing women to the negotiation table and let them participate in high level decision-making. Finally, the civil society has in general contributed to a large extent to the negotiations in order to bring peace, yet with different results.</p>

Dissertation--Wuppertal--Universität, 2001. / Bibliogr. p. 187-207.

Texte remanié de: Th. univ.--Economics--London--London School of Economics. / Bibliogr. p. 311-337.

Texte remanié de: Thèse de doctorat--Droit international public--Paris 1, 2000. / Bibliogr. p. [555]-585.

Reproduction de : Thèse de doctorat : Sciences de l'information et de la communication : Toulon : 2006. / Titre provenant du cadre-titre. Bibliographie f. 293-309.

Thèse de doctorat : Sciences de gestion : Lyon 3 : 2006. Thèse de doctorat : Estudios organizacionales : Universidad autónoma metropolitana, Iztapalapa : 2006. / Thèse soutenue en co-tutelle. Texte en espagnol. titre en français et en espagnol. Bibliogr. p. 200-209.

Reproduction de : Thèse de doctorat : Sciences de gestion : Reims : 2007. / Titre provenant de l'écran-titre. Bibliogr. p. 321-339. Index.

Reproduction de : Thèse de doctorat : Sciences de gestion : Lyon 3 : 2005. / Bibliogr.