In this thesis major challenges of creating business models at incumbents within mature industries are identified along with a mitigation plan. Pressure is upon incumbent organizations in order to keep up with the latest rapid technological advancements, the launching of startups that almost cover every field of business and the continuous change in customers’ tastes and needs. That along with various factors either forced organizations to continually reevaluate their current business models or miss out on great opportunities.How some incumbents have dealt and are dealing with business model innovation challenges over the past few years is demonstrated through several cases of incumbents. The sources surveyed include recent scientific articles, books, firsthand accounts with executives in the area of business models, innovation and business development, online sources and contemporary business publications. In order to overcome those challenges, we propose a framework which is derived mainly from the sources mentioned above.In order to overcome such challenges, thesis propose a framework that can be used to successfully engender new business models and make a transition from current to new business model. By successful business model innovation, firms can increase the extent of their offerings, meet yet unmet market demands and untapped customer segments. Additionally, organizations can create new value propositions and gain highly sustainable competitive position through business model innovation which is not easy to imitate or copy by the competition.Our findings attest to the fact that business models are highly situational however there are general steps for incumbent organizations that would lead to a successful business model innovation approach. First an organization must have a clear strategy. Establishing separate innovation centers for firms do enhance and foster the mindset of innovation as they take innovation outside the parent organization’s logic. Other approaches include open innovation, partnerships and ensuring that resources are constantly allocated to create disruptive innovations internally and is led by the right personalities. Solving customer needs should be the core of any business and finally there are no best practices in business model innovation. The significance of our findings gives insights on how to overcome some challenges in practice for incumbents to create suitable business models and contributes to theory since there were some empirical findings that weren’t pronounced in literature.

Darbo tikslas- ištirti Lietuvos nekilnojamojo turto plėtros galimybes užsienyje. Tyrimas paremtas pasaulio nekilnojamojo turto analize, Lietuvos nekilnojamojo turto įmonių interviu, gyventojų apklausa, SSGG analize, bei užsienio rinkų atrinkimo modeliu. Šiuo metu įmonės aktyviai plečia verslą tarptautiniu mastu, siekdamos didesnio pelno, ar geresnės konkurencinės padėties. Tarptautinė verslo plėtra suteikia daug galimybių, tačiau labai svarbu sugebėti tinkamai pasirinkti veslo plėtros regionus, kadangi kiekvinas iš jų turi skirtingą rinkos struktūrą bei reikalavimus. Taigi įmonės privalo mokėti analizuoti ne tik savo šalies, tačiau ir pasaulinę rinką. Darbo pradžioje pateikiama mokslinės literatūros nalizė. Tas leido atskleisti tarptautinio verslo koncepciją, jo motyvus, procesą. Taip pat įsigilintį į naudojamus verslo aplinkos analizės medotus. Interviu atliktas su Lietuvos nekilnojamojo turto įmonėmis leido išskirti šių įmonių stiprybes bei silpnybes plečiant verslą tarptautinėje rinkoje. Gyventojų apklausa atskleidė respondentų ketinimus bei tikslus nekilnojamojo turto pirkimui užsienio šalyse. Kartu su Pasaulio nekilnojamojo turto rinkos analize, buvo išskirti keletas potencialių regionų bei keletas šalių (Ukraina ir Bulgarija) išanalizuotos išsamiau, siekiant ištirti šių šalių politinę, teisinę, ekonominę, bei konkurencinę aplinkas. Darbe yra 85 puslapiai, 5 lentelės ir 25 paveikslai. / The aim of this paper is to analyze the Lithuanian real estate business development possibilities in foreign countries. The author’s research is base on the word real estate analyzes, the Lithuanian real estate companies’ interview, Lithuanian citizens survey, SWOT analyzes, and the 7 steps of analyzing foreign markets model. Nowadays companies are trying to expand their business to foreign markets, seeking bigger profit, or just trying to survive in the competitive markets. Here are a lot of possibilities to expand business in certain regions, but it is very important to choose targets markets, because each of them has its own market situation and requirements. So the companies have to analyze not only the home market, but also the targeted regions world market environments. Firstly it is made the analyze of modern science literature. That let to understand the conception of international business, it motives and process. Also, that let to reveal the business environment research methods, analyzing home, foreign, and global markets. The analyzes of the interview made with Lithuanian real estate companies results, statistical data, let to evaluate the strengths and weakness of Lithuania companies. Survey made with the Lithuanian citizens, let to know their purposes for real estate purchase abroad, the evaluation of the world market, leaded to separate the most potential countries for real estate business development. The regions were examined according to Lithuanian... [to full text]

The general aim of the study was to determine the influence of entrepreneurial orientation on the perceived success of the pipeline gas company. This type of study has not been conducted previously for such a pipeline gas company and as such, a valuable contribution could be made to a more effective entrepreneurial orientation in the business environment. Two questionnaires were administered, which focused on entrepreneurial orientation and perceived success of business respectively. A response rate of 87.63% was obtained from a sample of 97 employees at management level in the pipeline gas company concerned. The results showed a statistically significant positive relationship between entrepreneurial orientation and business development as variable of business success. The data also revealed correlations among the dimensions of entrepreneurial orientation, some with significant differences for various demographic groups and their level of entrepreneurial skills. Limitations within the study were discussed and recommendations were made for future research. / MBA, North-West University, Potchefstroom Campus, 2014

Enterprise is often described as risk for reward, but it may be possible to reduce the risk while improving returns. According to SEDA, failure rates of SMMEs in South Africa range from 70 to 80 percent. The need for this study arose when it was found that most SMMEs did not have a formal system in place to mitigate their risks right from the outset in the feasibility study, the business plan design and the start–up of the business. This lack of mitigation controls could be a result of a lack of understanding of the enterprise risk management (ERM) methodology or an inappropriate ERM decision–making model to assist them in a way that would mitigate their risk and minimise financial losses. The ERM approach can anticipate unplanned occurrences and is a systematic way of foreseeing the future. Entrepreneurs and business owners take on risks to pursue new business objectives within their respective risk appetites. This study also evaluated several models of risk identification and the ERM methodology. In this study an ERM model, ISO 31000, was applied in a business case and a comparison was made between the risks identified in the business plan and the ERM approach. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Enterprise is often described as risk for reward, but it may be possible to reduce the risk while improving returns. According to SEDA, failure rates of SMMEs in South Africa range from 70 to 80 percent. The need for this study arose when it was found that most SMMEs did not have a formal system in place to mitigate their risks right from the outset in the feasibility study, the business plan design and the start–up of the business. This lack of mitigation controls could be a result of a lack of understanding of the enterprise risk management (ERM) methodology or an inappropriate ERM decision–making model to assist them in a way that would mitigate their risk and minimise financial losses. The ERM approach can anticipate unplanned occurrences and is a systematic way of foreseeing the future. Entrepreneurs and business owners take on risks to pursue new business objectives within their respective risk appetites. This study also evaluated several models of risk identification and the ERM methodology. In this study an ERM model, ISO 31000, was applied in a business case and a comparison was made between the risks identified in the business plan and the ERM approach. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Previous research has generated a substantial body of knowledge regarding the exploration and exploitation of opportunities, two of the main manifest activities of entrepreneurship. This thesis does not primarily examine any of these activities; instead it investigates an important question regarding what happens between them. It seeks to answer why some of the identified opportunities are selected for exploitation. It does so by building on, and contributing to, a research stream that struggles with the link between the entrepreneurial activity of firms and theory about strategy. One of the main contributions of this thesis is the identification of a number of strategic motive dimensions that are associated with the pursuit of corporate ventures. It also demonstrates how these motives are related to significant venture differences, thereby connecting corporate entrepreneurship to strategy in a means-ends relationship. In other words, it provides insight into how strategy is the why of entrepreneurship, and entrepreneurship is the how of strategies (that involve business development). The analysis was based on quantitative data from 274 venture attempts in 222 firms, belonging to a population of 1737 small- and medium-sized manufacturing firms in Sweden. Target respondents were the CEO:s. The findings indicate that venture selection can be influenced by both offensive and defensive strategic motives. In addition, it turned out that ventures can be of both proactive and reactive nature. Together, these two dimensions describe how the venture relates to the firm’s strategic circumstances. To better understand top managers’ intentions, the two dimensions were complimented with measurements of what the firm tries to affect with the venture, i.e. to which facet of business the venture efforts are directed (economy, competition, or competence development). The three dimensions, identified through factor analysis, were labeled “posture”, “adaptive style”, and “orientation”. Alternative non-strategic motives, as well as items for validity evaluation, were included in the survey for comparison. Combinations of the motive dimensions were then presented as “motive profiles”, for four types of ventures identified through clustering techniques. Furthermore, another important contribution is the examination of Roberts & Berry’s hypothesis: That the extent and direction of business development determine the amount of uncertainty faced during venture execution, which in turn is proposed to influence the probability of a positive outcome. Regarding these issues, the study was able to refine the mixed findings in previous research, through the investigation of larger firm- and venture-level samples. The obtained results imply that the distance between the venture and the current business of the firm, in terms of products and technologies, is unimportant for venture outcome. However, a small negative effect of market uncertainty, in turn related to market development distance, was confirmed. / QC 20100820

Bakgrund: Sjuksköterskans kliniska arbete ska präglas av ett etiskt förhållningssätt som genomsyrar omvårdnadsarbetet i att skapa vårdrelationer och patientdelaktighet. God vård är allt mer jämställt med begreppet personcentrerad vård, att se människan och personen i patienten. Syfte: Att utforska hur personcentrerad vård kan utföras i sjuksköterskans kliniska arbete. Metod: En litteraturstudie av 20 artiklar har genomförts. Resultat: Analysen genererade ett antal strategier som presenterades i fem teman: Att se personen, Att lyssna, Att skapa relationer, Att visa respekt och empati, Att skapa stödjande miljö. Slutsats: Det är essentiellt att förstå att trots varierande strategier är det nödvändigt att flera strategier bör tillgås för att uppnå personcentrerad vård i alla situationer. Klinisk betydelse: Denna studie bidrar med kunskap om vad personcentrerad vård innebär och ger ökad insikt i hur det kan uppnås i det dagliga kliniska arbetet. / Background: The nurse work within an ethical framework that provides guidelines in the requirements of establishing nurse-patient relationships and in shared decision making. Good quality in nursing care depend on to what degree the nurse meet these requirements, which is equated to patient-centered care: to place the person of the patient in the center of care. Aim: To explore how patient-centered care may be performed in the nurse’s clinical setting. Methods: A literature review of 20 articles was performed. Results: The analysis resulted in various strategies. These strategies are presented in five main themes: To see the person, To listen, To create relationships, To show respect and empathy, To create healing environments. Conclusion: Despite the fact that there are various strategies, it is essential to understand that a combination of them is needed, in order to truly fulfil person-centered care. Clinical significance: This study may contribute to knowledge on how patient-centered care may be achieved in the everyday clinical setting.

Submitted in fulfillment for the Requirements of the Degree of Master of Built Environment, Durban University of Technology, Durban, South Africa, 2018. / Finance is a critical aspect that needs to be closely monitored in a business and during the lifespan of a construction project. Emerging contractors need to develop and run sustainable businesses in the construction industry. The extent of expertise in funds management by emerging contractors directly relates to their development. Therefore, all efforts must be geared towards their expertise, development and sustenance. Emerging contractors need to manage their finances, be competitive, and deliver projects in the required quality, time and within the allocated budget. This study aims at determining challenges faced by emerging contractors, the root causes of challenges of emerging contractors in funds management, the impact of emerging contractor challenges on project delivery time. Further, the study aims to develop a flow chart that will mitigate emerging contractor challenges in funds management. The study was conducted in KwaZulu-Natal, South Africa using a questionnaire. Questionnaires were distributed in two phases and respondents to the study included emerging contractors and industry stakeholders. Random and systematic sampling techniques were employed in the selection of samples. A total of 85 questionnaires were analysed for the study. Inferential statistics was employed for analysis of data. Findings include late payment for completed work which ultimately causes delays; interference with project performance; inadequate planning; unskilled site manpower; late delivery of material; late identification of errors and resolution of drawings, specification errors and omissions; community unrest, militancy and communal crises and interference by political leaders are some of the key factors that negatively affect emerging contractors’ funds management. When adequate attention is given to these factors, it results in project success. In addition, improvement of contractor performance and quality of work; involvement of tribal authorities, provision of finances for project by funders, securing finances and materials credit; successfully managing project finances from inception to completion leads to profits being made and projects are completed successfully and within budget when payment for work done is effected on time. Recommendations include ensuring that sufficient finances are secured, allocated and properly managed from inception to completion of a project; payments are prepared, submitted and paid on time. Planning is improved to combat project delays including ordering materials in advance, identifying design and specification errors early, engaging all project stakeholders to avoid disputes and attending formal training courses to acquire skills that will assist in running projects and managing successful and sustainable businesses. It is also recommended that the new proposed programme and flowchart be adopted to assist the South African construction industry in improving the financial management practices and develop skill of emerging contractors; its adoption will alleviate challenges facing emerging contractors in funds management. / M

abstract: Restaurants have a cumulative impact on the environment, economy, and society. The majority of restaurants are small-to-medium enterprises (SMEs). Review of sustainability and industry literature revealed that considering restaurants as businesses with sustainable development options is the most appropriate way to evaluate their sustainable practices or lack thereof. Sustainable development is the means by which a company progresses towards achieving an identified set of sustainability goals and harnesses competitive advantage. The purpose of this thesis is to identify barriers to implementing sustainable practices in restaurants, and explore ways that restaurateurs can incorporate sustainable business practices. Energy consumption, water use, waste production, and food throughput are the four sustainability indicators addressed in this thesis. Interviews were conducted with five Tempe, Arizona restaurants, two of which consider their operations to be sustainable, and three of which are traditional restaurants. Results show that for traditional restaurants, the primary barriers to implementing sustainable business practices are cost, lack of awareness, and space. For sustainability-marketed restaurants, the barriers included a lack of knowledge or legal concerns. The sustainability-marketed restaurants have energy-efficient equipment and locally source a majority of their food purchases. There is a marked difference between the two types of restaurants in perception of barriers to sustainable business practices. I created a matrix to identify whether each indicator metric was applicable and present at a particular restaurant, and the potential barriers to implementing sustainable practices in each of the four indicator areas. Restaurants can use the assessment matrix to compare their current practices with sustainable practices and find ways to implement new or enhance existing sustainable practices. Identifying the barriers from within restaurants increases our understanding of the reasons why sustainable practices are not automatically adopted by SMEs. The assessment matrix can help restaurants overcome barriers to achieving sustainability by highlighting how to incorporate sustainable business practices. / Dissertation/Thesis / M.S. Sustainability 2011

The Local Business Service Centre (LBSC) programme launched by the government of the Republic of South Africa in 1995 to provide business development services to small business, moreso in the Black communities, did not live up to expectations. This is according to the responses of a sample of 400 small business owners who were researched regarding the effectiveness of the LBSC programme, with a usable questionnaire response rate of 37.8%. The purpose of this ex post facto research, conducted in 2006 and 2007, was to evaluate the impact of the LBSC programme on small businesses in the Gauteng Province of South Africa. The results will assist in developing strategies for the delivery of business development services (BDSs) that would meet the expectations of all stakeholders. This is the challenge facing South Africa. The better-known service centres include the Small Business Development Centres in the United States of America and Business Link in the United Kingdom of Great Britain; and international brands like the Enterprise Development Centres sponsored by the International Labour Organisation. These centres provide business development services such as information, basic management training and referrals to more advanced services. The quantitative research was based on a questionnaire consisting of 42 variables and one open-ended question. The questionnaire was sent to 400 small business owners who had received counselling from the LBSCs. The questionnaire was developed from a literature review on service centres in the developed and developing world; the qualitative studies of Bloch&Daze in 2000 and Urban-Econ in 2002 which were conducted nationally, and structured qualitative interviews with former government officials and existing LBSC owners. The open-ended question solicited respondents to specify the type of service centre that would meet their requirements. According to the four-point Likert scale used, most respondents “disagree” that the LBSCs were effective, and the rating was just shy of the 2.5 median. Three factors emerged from the responses: “capacity and professionalism”; “productive relationship” and “empowering association”. According to a t-test and an analysis of variance (Anova), there was no statistical difference between the means and mid-points of the independent variables for the three factors which indicated “disagree”, except “capacity and professionalism” and “empowering association” in terms of turnover. The independent variables included the age of the SMME owner, the qualifications of the owner, the turnover, the number of employees and the age of the entity. The researcher has recommended an eight-point SMME development strategy as the basis to introduce a new generation of service centres to stimulate entrepreneurship and provide business development services. The recommended eight-point strategy will also assist to assess new business development services centres being introduced by various governments. / Thesis (DCom)--University of Pretoria, 2010. / Business Management / unrestricted