Cross-company product development projects are often managed without clearly defined project goals and without an alignment of these goals to an organisations strategy and objectives. With a shift towards more decentralised and distributed development teams, and an increasing level of collaboration, project transparency is reduced and status measurement more difficult due to a lack of transparency. To overcome these difficulties, the quality of collaboration in the automotive manufacturing industry needs to be improved. The understanding of unifying goals and of the mutual purpose to produce new products is essential for efficient and effective collaboration. A methodological study in the automotive industry as part of this research lead to the conclusion that a strategic scorecard method based on the Balanced Scorecard concept by Kaplan and Norton is capable to improve cross-company project management and reduce existing difficulties in typical product development collaboration, such as communication or collaborative risk management. A common definition of project goals, leading and lagging indicators to measure the status, and defining corrective action are core elements of the Collaborative Project Scorecard concept. This thesis identifies the current problems and difficulties in automotive project management and explores solutions to improve its efficiency and effectiveness based on the Collaborative Project Scorecard. It is shown how the concept is derived from business strategies for an improved alignment of project goals with business objectives. A project impact analysis facilitates the development of project strategy maps to increase transparency of goal impact interdependencies. Furthermore, based on the results of workshops, surveys, and interviews the Collaborative Project Scorecard concept is applied to typical automotive product development projects and the identified advantages and limitations are evaluated by an application to a crosscompany project of an automotive supplier and a manufacturer. The development of the Collaborative Project Scorecard is followed by a software implementation of the results. The integration of a collaborative project management model that has a focus on time, task and communication management enables the project manager to create operational indicators that can be controlled on a strategic level by the Collaborative Project Scorecard. Additionally, it is shown how risk management and performance assessment are supported by the concept. Advantages, benefits, and limitations of the methodology are identified and further application scenarios suggested.

<p><em>Aim:</em> This study deals with Brand Management after acquisitions. Since this subject is still quite unexplored, a case study backed the theoretical review in order to answer the two research questions. Furthermore, the work educes a model which shows the ascendancies that are involved in the field of Brand Management after acquisitions. It is the aim to reveal the necessity of strong branding for acquired companies and the importance of the continuity of their presenting brand values. I hope this paper adds new knowledge in the Brand Management sector in connection with acquisitions and gives the reader a proper understanding about the issue._<em></em></p><p>_{<em>Method:</em> The study occupies a theoretical and an empirical study. The theory}part presents a selection of theories and models developed by scholars in the field of business administration. While the first research question concerning brand equity after acquisitions is addressed in the theoretical review in chapter 3, the second question regarding brand image is mainly discussed during the empirical part. The data for the latter was primarily obtained by a case study which is a qualitative method and occupies interviews and discussions.</p><p><em>Result:</em> Brand Management has become a key issue for companies and is a sensitive subject in the context of Merger and Acquisition. Hence, it is a challenge for the acquirer and the acquired company to manage control and adapt to the new situation. Brand equity as a key asset of Brand Management is the amount of loyalty a customer has towards a brand and it is certainly influenced by such transactions as M&A. In the real-life comparison of the specific case it proved to be successful for the acquirer to maintain the autonomy of the acquired brand and continue the meaning of the brand. In addition, the loyalty of the customers is of great importance to assure a smooth process of the business operations.</p><p><em>Suggestions for future research: </em>Due to the current situation and constant changes it would be interesting to repeat the study some time in the future for a final conclusion. Furthermore, since the findings for the empirical part of this study are based on a strong acquired brand, it would be interesting to investigate the case of another company of weaker nature, and maybe of a different branch. The high profile of the target firm and its strong brand values had a remarkable influence on the revelations of this study.</p><p><em>Contribution of the thesis: </em>The result of this study helps companies to maintain their brand values during an acquisition. The research adds new knowledge in the brand management sector in connection with acquisitions, and it is useful for companies which are involved in M&A activities.</p><p> </p>

Aim: This study deals with Brand Management after acquisitions. Since this subject is still quite unexplored, a case study backed the theoretical review in order to answer the two research questions. Furthermore, the work educes a model which shows the ascendancies that are involved in the field of Brand Management after acquisitions. It is the aim to reveal the necessity of strong branding for acquired companies and the importance of the continuity of their presenting brand values. I hope this paper adds new knowledge in the Brand Management sector in connection with acquisitions and gives the reader a proper understanding about the issue. Method: The study occupies a theoretical and an empirical study. The theory part presents a selection of theories and models developed by scholars in the field of business administration. While the first research question concerning brand equity after acquisitions is addressed in the theoretical review in chapter 3, the second question regarding brand image is mainly discussed during the empirical part. The data for the latter was primarily obtained by a case study which is a qualitative method and occupies interviews and discussions. Result: Brand Management has become a key issue for companies and is a sensitive subject in the context of Merger and Acquisition. Hence, it is a challenge for the acquirer and the acquired company to manage control and adapt to the new situation. Brand equity as a key asset of Brand Management is the amount of loyalty a customer has towards a brand and it is certainly influenced by such transactions as M&amp;A. In the real-life comparison of the specific case it proved to be successful for the acquirer to maintain the autonomy of the acquired brand and continue the meaning of the brand. In addition, the loyalty of the customers is of great importance to assure a smooth process of the business operations. Suggestions for future research: Due to the current situation and constant changes it would be interesting to repeat the study some time in the future for a final conclusion. Furthermore, since the findings for the empirical part of this study are based on a strong acquired brand, it would be interesting to investigate the case of another company of weaker nature, and maybe of a different branch. The high profile of the target firm and its strong brand values had a remarkable influence on the revelations of this study. Contribution of the thesis: The result of this study helps companies to maintain their brand values during an acquisition. The research adds new knowledge in the brand management sector in connection with acquisitions, and it is useful for companies which are involved in M&amp;A activities.

The paper examines the investment performance of the world automotive industry using a sample of 21 original equipment manufacturers (OEMs) based in three major continents, North America, Europe and Asia between the years 1999 and 2004. The empirical findings suggest that there exists persistent overinvestment not only in the global level but also in the major automotive production regions analyzed. Proving that none of the 3 regions gain returns on investment at least as large as their costs of capital, shareholder wealth is not maximized in the world automotive industry. Europe, among these regions, proves to gain the highest return on investment of its cost of capital. The empirical results also show that the return on investment financed by debt is high around the world and close to 100% of its cost of capital.

Multinational Corporations (MNCs) are facing the paradox of globalization and localization in entering each new market. Generally, there are two perspectives which regard to how a MNC configure its cross-border activities: The first is global convergence perspective, which focuses on leveraging corporate resources and attaining global synergies. The second is international diversity perspective, which lays more emphasis on local adaptation and harnessing diversities. Both perspectives have their pros and cons, a balance between international standardization and local adaptation is vital. For the major Auto Giants in the world operating and competing worldwide, the significance of China market is as clear as day to everyone. This paper focuses on how the major Auto Giants balance the paradox of globalization and localization in the China market. In other words, how the MNCs deal with the dilemma of globalization and localization under different strategic contexts? We adopt a model which divides their activities in China into 6 stages and which includes criteria with regard to the dilemma of localization and globalization.

Thailand is the 13th automotive manufacturer, and it is also the important part and component manufacturer in the world. After 2000, Toyota and GM established the R&D Centre and Production Base in Thailand. Now, Thailand has become ¡§Detroit of Asia.¡¨ How could we find the developmental model of Thailand automotive industry? Maybe it cannot be explained by one theory. So we try to select three theories, different ideology, to find the path of industrial development in three periods. Finally, we find the path of automotive industrial development in Thailand. Triple Alliance of dependency development theory let the industry updrade and become more and more important. And then, international division let Thailand became the key role of supply chain in the world. Laissez faire and compare advantage are the characteristics in this period, so we know the developmental model of neo-classical economic theory let Thailand shining in the world.

New product development is a challenging process which plays a significant role for the rise of the competitiveness of a firm. This process benefits from cooperative relations in the supply network of the firm, such as the collaboration in buyer- supplier relations. The automotive industry presents a good example for studying buyer supplier relations. The positive effects of supplier involvement in product design and development process have been discussed intensely in the literature due to the exceptional success of OEMs &ndash / Original Equipment Manufacturers- in the Japanese automotive industry. This study analyzes the role of suppliers in the automotive sector, the buyer-supplier interface and relations, and new product development process specific to the automotive industry in order to highlight the outcomes of supplier involvement in product development process especially during the design phase. A descriptive questionnaire study on the Turkish automotive supplier industry was conducted. The questionnaire was completed by 25 supplier firms who are members of the Association of Turkish Automotive Parts &amp / Components Manufacturers (TAYSAD) and 5 OEM firms. The questionnaire results show that the level of supplier involvement in the product design phase is low compared to the other project phases such as introduction to the project, prototype production, pre-launch, and mass production. Following this preliminary study, two in-depth interviews were conducted with one OEM and one supplier representatives, and more detailed information on suppliers&rsquo / involvement in product design was gathered. Keywords: Supplier Involvement, Automotive Industry, Product Development, Collaborative Design

<p>The paper examines the investment performance of the world automotive industry using a sample of 21 original equipment manufacturers (OEMs) based in three major continents, North America, Europe and Asia between the years 1999 and 2004. The empirical findings suggest that there exists persistent overinvestment not only in the global level but also in the major automotive production regions analyzed. Proving that none of the 3 regions gain returns on investment at least as large as their costs of capital, shareholder wealth is not maximized in the world automotive industry. Europe, among these regions, proves to gain the highest return on investment of its cost of capital. The empirical results also show that the return on investment financed by debt is high around the world and close to 100% of its cost of capital.</p>

The main purpose of this research is to study the impact of the empowerment Job Design (JD) techniques on the satisfaction of the blue-collars’ motivational needs in the context of assembly line system in the automotive industry. We have developed this purpose aiming to make a theoretical contribution due to the fact that only a few studies were developed and were linked to the empowerment model developed by Conger and Kanungo (1988) which is a JD model relevant for the context of assembly line work which is qualified as repetitive and monotone. To fulfil this gap, we have established a conceptual model based on the empowerment model developed by Conger and Kanungo (1988) and theories of motivational needs. We conducted our thesis with the following research question as guideline: What are the effects of the empowerment job design on the satisfaction of the blue-collars’ motivational needs in an automotive assembly line system context? Our objective of this research question was: to study the impact of the empowerment Job Design techniques on the blue-collars’ motivational needs thanks to a case study as research design. This research is made independently to the effects of the context on the blue-collar’s motivation. We have conducted a quantitative study from a positivist and objectivist perspective in two MB (Mercedes-Benz) factories: ELC Étoile du Rhône in France (sample part factory) and Rastatt MB (engine factory) in Germany. Also, we have made questionnaires to distribute these to the blue-collars located in these two MB factories which allowed us to get 67 respondents. The set of 15 questions that constitutes our questionnaire dealt with how the empowerment JD techniques affect their motivational needs. Once the data were collected, we used SPSS for statistical analysis. We retrieved some specific analysis such as descriptive statistics, correlations and regressions. In addition to that, we used Cronbach’s Alpha to test the reliability of our results. We measured the impacts of the empowerment JD techniques (participative management, feedback, modelling contingent/ competence based reward, goal setting and job enrichment) on the motivational needs (existence needs, relation-oriented needs and growth-oriented needs). The results of our findings definitely went in the way that the empowerment JD techniques have a positive impact on the satisfaction of the blue-collars’ motivational needs. Indeed, our analysis indicated positive correlations of all of the empowerment JD techniques on the motivational needs except the JD technique "modelling contingent/ competence based reward". Also, we found that the impacts on the relation-oriented needs (RN) were the strongest ones. Thus, we hope that this paper will help the assembly line managers to become aware of their blue-collars’ potential in order to increase their performance and to improve their employees job satisfaction.

High linoleic acid soybeans facilitate maximum production of soy-based polyurethane. The objectives of this study were to: 1) Evaluate environmental influence on yield and seed composition traits; 2) Estimate correlation coefficients between linoleic acid with agronomic traits; 3) Validate SSR markers associated with fatty acid QTL in multiple environments and across diverse genotypes; and 4) Evaluate the influence of fertilizers differing in P and K concentrations on seed fatty acids. RG25 was identified as the best genotype to be commercialized for polyurethane production. Strong marker-trait associations across environments included Satt_335, Satt389, Satt556 associated with palmitic and stearic, Satt389 with oleic, Satt389 and Satt537 with linoleic acid. A significant increase in linoleic acid content was observed when plants received modified Hoagland’s solution with 2×K compared to without K. Development of a high linoleic acid soybean line for polyurethane production is feasible using validated SSR markers and high K fertility. / Ontario Ministry of Agriculture, Food and Rural Affairs