Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (Ph. D.)--Illinois State University, 1980. / Title from title page screen, viewed Mar. 2, 2005. Dissertation Committee: John McCarthy (chair), James A. Hallam, J.H. McGrath, Carroll A. Taylor, Gary W. Tubb. Includes bibliographical references (leaves 91-95) and abstract. Also available in print.

Thesis (Ph. D.)--School of History, Technology and Society, Georgia Institute of Technology, 2005. Directed by Steve Usselman. / Usselman, Steve, Committee Chair ; Giebelhaus, August, Committee Member ; Krige, John, Committee Member ; Winders, William, Committee Member ; Graham, Stuart, Committee Member. Includes bibliographical references.

Thesis (MPhil)--University of Stellenbosch, 2005. / On title page: Master of Philosophy (Information and Knowledge Management). Bibliography. Also available via the Internet.

Thesis (M. Phil.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Unlike other studies incorporating the traditional Hughes and Morgan (2007) entrepreneurial orientation (EO) scale, the current study accepted the challenge issued by Lyon, Lumpkin and Dess (2000) evaluating EO in a new approach. As incorporated by Short, Broberg, Cogliser and Brigham (2009), this study too made use of content analysis to evaluate the dimensions of EO in order to comprehend whether the dimensions of entrepreneurial orientation (EO) are more associated with top performing firms in comparison to less performing firms in the context of South Africa. The study reviewed 21 highgrowth firms that initially listed on the Alternative Exchange (AltX) and subsequently promoted to the Johannesburg Stock Exchange (JSE) mainboard. / Dissertation (MBA)--University of Pretoria, 2013. / zkgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. / Mr. Cor Scheepers

M.Ing. (Engineering Management) / This mini-dissertation provides an overview of enterprise risk management and its components, while focusing on risk analysis and risk models. Since all entities face uncertainty with respect to the aspects that they interact with, enterprise risk management aims to maximize value to stakeholders. One of the tools used in the risk assessment component of enterprise risk management is a quantitative assessment technique called risk modelling. Risk modelling allows various risks to be evaluated by observing their effects on simulation outputs. Decision making under uncertainty has become heavily reliant on risk models, resulting in more complex models being formulated and utilized. As such, the risks associated with the modelling of risks are becoming increasingly more pervasive in risk management and whose effects are just as severe (if not more so, due to their lack of awareness). A more in depth examination of model risk is performed and discussed in order to highlight its lack of awareness, extent and implications, and theoretical limits in risk modelling. Using this background information, the analysis of models used in literature for pricing in telecommunications wireless mesh networks is conducted in order to evaluate their model risks. This analysis shows that very few publications acknowledge the shortcomings of their models, let alone evaluate or discuss them in any way. Further, this analysis shows that some of the models and their assumptions produce pointless results. A simple investigation of the risks associated with their models would have produced results that are more conclusive and substantiatable, and with less flaws. Although the model risk analysis has been performed on models that simulate certain billing aspects of telecommunication wireless mesh networks, the model risk a alysiscan just as easily be performed on any other models or risk models. The aim of this mini-dissertation is to provide an overview of model risk and its impact, and also highlight the importance of including the management of model risk in the enterprise risk management process.

Over the last 100 years, more than 3 million small farming operations have been replaced by large factory farms in America. This shift toward food production by conglomerations has led to severe environmental issues, food security hazards, and economic hardship in farming communities nationwide. This study investigated the extent to which a written business plan could help small farming operations meet their sales objectives and ultimately continue to operate; this study also examined the perceptions of farm owners regarding the ability of a business plan to affect sales objectives. The sample consisted of 71 Maine Farms for Future (FFF) recipients and 71 randomly selected New England farmers as identified by the Maine Department of Agriculture. The study used a mixed methods approach. Quantitative data were analyzed using a Mann-Whitney U test to determine the extent to which creating a business plan corresponds with the ability to meet sales objectives. Qualitative data were analyzed using inductive and open coding techniques to determine the extent to which farmers perceive business planning as having value. Quantitative data analysis showed the differences between the groups to be statistically significant and that a written business plan corresponded with farmers meeting sales objectives. The qualitative analysis showed that the majority of both groups identified business plans as having value due to its ability to affect sales objectives. These findings confirm resource-based theory as a valid predictor of why farmers write a business plan. This study may positively impact social change by providing small farming operations a way to increase sustainability and reduce the food security risks that are commonly caused by large factory farming practices.

by Chan Kei-Shun Keith, Yeung Yu-Hung Antonia. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 53-56). / ACKNOWLEDGEMENT --- p.ii / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / LIST OF APPENDICES --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Diversification and Firm Performance --- p.1 / The Asia Financial Crisis --- p.2 / Chapter II. --- THEORY AND LITERATURE REVIEW --- p.5 / Internationalization --- p.6 / Market Concentration vs. Market Diversification --- p.7 / Product Diversification --- p.9 / Competitive Advantage --- p.10 / Diversification Strategies for Emerging Markets --- p.10 / Chapter III. --- HYPOTHESES --- p.12 / Chapter IV. --- DEFINITION OF VARIABLES AND METHODOLOGY --- p.15 / Sample --- p.15 / Measures --- p.17 / Market (International) Diversification (GEO) --- p.17 / Diversification (DIV) - Product and Industry --- p.18 / Firm Performance --- p.19 / Methodology --- p.19 / Chapter V. --- RESULTS --- p.21 / "Market, Product, and Industrial Diversification" --- p.21 / Firm Performance --- p.25 / Categorization of Firms Based on Sales Growth/Profit Growth Standing --- p.28 / "Sales Growth as a Function of Market, Product, Industrial Diversification and 1997 Sales and Profit" --- p.35 / "Sales Growth as a Function of Market, Product, and Industrial Diversification" --- p.36 / "Profit Growth as a Function of Market, Product, Industrial Diversification, and 1997 Sales and Profit" --- p.37 / "Profit Growth as a Function of Market, Product, and Industrial Diversification" --- p.38 / Chapter VI --- DISCUSSION AND CONCLUSION --- p.40 / Implications to Managers --- p.43 / Further Research and Limitations --- p.44 / APPENDICES --- p.46 / BIBLIOGRAPHY --- p.53