Within the last decade research on climate change strategies and adaptive capacity emerged as the debate about climate change was intensified with the publishing of the Third Assessment Report by the Intergovernmental Panel on Climate Change in 2001. That companies are facing risks and opportunities is not new and the awareness to address these issues is growing. However, there is still need for research in the field of corporate strategic response to climate change. Recently, research focused on resilience management to address climate change. Resilience management is about being able to experience changes and remain stable getting back into the same situation before the change happen. On the contrary to resilience management adaptive capacity is about the ability to be able to adapt to uncertain and unexpected events on the long term. This includes long-term changes. This work argues that companies should think about their adaptive capacity as climate change induces short and long-term changes. Adding this dimension to the strategic planning companies need to think of how they can improve their adaptive capacity. This work investigates research in both issues adaptive capacity and climate change research and in their relation. Applying a systematic literature review this study conducted 60 references which are examined by a qualitative-quantitative analysis and answers the following questions: What is the current scientific view of adaptive capacity within strategic management literature? What are determinants of adaptive capacity? How can adaptive capacity be linked to climate change strategy and is it even antecedent to climate change strategies? The findings of this research indicate that adaptive capacity and climate change strategies exhibit a link but it cannot be proved whether adaptive capacity is antecedent. Furthermore, the term adaptive capacity is merely discussed within strategic management literature and if it is discussed and examined, several concepts and theories are applied to explain determinants of adaptive capacity. Several concepts such as dynamic capabilities, organizational learning capability, organizational learning, organizational change capacity, flexibility and more could be identified as concepts enhancing adaptive capacity. This works provides an overview of related concepts and theories.

I will look at what impact big data have had on the managerial strategic decisions in the food and beverage industry. This in order to understand the complexity and theory of organizational strategic management, an effort to define the contemporary strategic theory into a holistic conceptual model is done through a literature review on organizational strategy. This literature explicitly proposes four distinctly different types of strategies that management need to consider in the organizational context. Namely, long-term strategy, internal business strategy, external corporate strategy, and competitive strategy. The study analyzed the food and beverage industry over a decade (2005-2014), where the three of the largest actors in the industry were selected, Nestlé S.A, PepsiCo Inc, and Unilever. The choice of method was content analysis, where three structured categorization matrixes were developed which each analyzed parts of the annual reports. The study propose the role of big data as a strategic tool for managerial decision from a theoretical standpoint. The content analysis show that hypothesis 1, could be confirmed, big data have an impact on all the proposed four managerial strategic decisions. Second hypothesis could not be confirmed, since decentralization does only occur for one of the organizations, but increased external environment turbulence could be concluded for the industry in general. The third hypothesis could be confirmed, which show that there is an increase in individualization due to increased customer involvement and demand. The analysis discovered three distinct time periods during the last decade, namely pre- economic instability period (2005-2007), economic instability period (2008-2011) and finally the post-paradigm period (2012-2014). Where the year 2011 was the most turbulent in terms of economy and technology for the industry. The study clearly show that customers are now involved in the production process, customers are co-creators of the products. There is now a two-way communication and increased social responsibility awareness. This study shows that the old traditional approach of looking at markets in order to position yourself to stay competitive are obsolete as this study predicted. customers demand to be a part of the organizational culture. This conclude that big data is an important tool for all strategic managerial decisions.

[pt] O ambiente dinâmico e em constante mudança exige que as empresas sejam cada vez mais rápidas para responder eficazmente aos desafios. A estratégia empresarial hoje se preocupa em olhar para dentro da empresa, e verificar se ela tem condições de mover-se rapidamente pra aproveitar as oportunidades que o mercado oferece. A aprendizagem organizacional e a criação de conhecimento são determinantes para o sucesso da empresa nesse novo ambiente. O presente estudo define doze fatores-chave que podem estimular a aprendizagem e a criação de conhecimento dentro das empresas. Em seguida, verifica como esses fatores-chave são aplicados em quarenta empresas brasileiras de médio e grande porte. Finalmente, relaciona o grau em que esses fatores são aplicados e o desempenho de mercado das empresas. / [en] A very dinamyc and constantly changing environment forces companies to be faster and faster in responding efficiently to market demands. Corporate strategy nowadays is more worried about thecompany inside, to verify if it has conditions and necessary skills to move quickly and take advantage of market opportunities. Organizational learning and knowledgde creation are key elements to company sucess in this new environment. The present study defines twelve factors which favors organizational learning and knowmledge creation. After that, verifies how those key factors are applied in fifty medium and big sized Brasilian companies. Finally, it makes a correlation between the way those factors are applied and the companies market performance.

Diante do aumento da concorrência e da complexidade dos projetos e especificidades dos serviços business-to-business, o empreendedor pode adotar estratégias corporativas para manter a competitividade e superar barreiras comerciais para atuar em novos mercados e acessar clientes de grande porte, por meio, por exemplo, de alianças estratégicas, ou seja, acordos de cooperação entre empresas para o compartilhamento de riscos e investimentos, complementaridade de competências e acesso a recursos, mercados e clientes não disponíveis de forma independente. No entanto, tais alianças, ao mesmo tempo que apresentam oportunidades como ampliação do mercado e do escopo de atuação, também implicam riscos corporativos para os agentes envolvidos, especialmente o pequeno empreendedor quando associado a uma empresa de grande porte. Este estudo tem como finalidade propor uma estrutura para analisar os principais riscos corporativos envolvidos no processo de formação e ao longo da aliança estratégica entre uma empresa de pequeno porte e uma empresa de grande porte. Para tanto, realizou-se um estudo de caso único com base no processo de formação e desenvolvimento da aliança estratégica firmada entre a Gestiona, consultoria brasileira de pequeno porte que atua no setor de gestão da inovação para empresas fixadas em território nacional de todos os portes e setores, e a PricewaterhouseCoopers (PwC). Sendo assim, este estudo identifica os elementos estruturais da aliança estratégica entre a Gestiona e a PwC, bem como os principais riscos corporativos, com forte ênfase para o relacionamento interpessoal, além de propor uma estrutura de riscos corporativos para análise de contextos correlatos. Por fim, também é objeto de investigação deste estudo o nível de maturidade dessa aliança estratégica. / Faced with increased competition and complexity of the projects and specificities of business-to-business services, the small entrepreneur can adopt corporate strategies to remain competitive and overcome trade barriers to operating in new markets and access large clients through, for example, strategic alliances, that is cooperation agreements between companies with risk-sharing objectives and investments, complementary skills and access to resources, markets and customers not available independently. However, such alliances, while presenting opportunities such as market expansion and scope of action, also imply corporate risks for the agents involved, especially the small entrepreneur when associated with a large company. This study aims to propose a structure to analyze the main corporate risks involved in the training process and throughout the strategic alliance between a small company and a large company. A single case study was carried out based on the training and development process of the strategic alliance signed between Gestiona, a small Brazilian consultancy that operates in the innovation management sector for companies established in national territory of all sizes and sectors, and PricewaterhouseCoopers (PwC). Thus, this study identifies the structural elements of the strategic alliance between Gestiona and PwC, as well as the main corporate risks, with a strong emphasis on interpersonal relationships, as well as proposing a corporate risk structure to analyze related contexts. Finally, the study also investigates the level of maturity of this strategic alliance.

Este estudo foi realizado com o objetivo de investigar a percepção de executivos (as) sêniores quanto a possibilidade de empreender dentro de uma organização contemporânea, pontuar as barreiras percebidas por eles (as) e apresentar os caminhos percorridos afim de superar tais barreiras. A percepção de executivos (as) brasileiros (as) quanto a possibilidade de empreender dentro de uma organização nem sempre é positivamente unânime. As barreiras enfrentadas, muitas vezes, os (as) fazem perecer diante deste desafio. E como os (as) bem-aventurados (as) executivos (as) superam estas barreiras é de fato uma questão que requer maior entendimento. Outros fatores que merecem luz são como o poder político e a diferenciação de gêneros dentro das organizações pode influenciar o Intraempreendedorismo. Os achados da pesquisa indicaram que: 3% dos entrevistados (as) não acreditam ser possível empreender dentro de uma organização, 17% acreditam que depende do tipo de organização e 80% acreditam ser possível. De acordo com os dados pesquisados, conclui-se que empreender numa organização depende de uma combinação entre o mindset empreendedor das pessoas, um ambiente favorável que estimule as pessoas a trazerem suas ideias para mesa, uma cultura organizacional que permita a experimentação (tolerância a erros) e que as iniciativas estejam alinhadas a estratégia corporativa. A pesquisa baseou-se no depoimento de 35 executivos (as) brasileiros (as) que tiveram destaque dentro de organizações de grande porte. Como estratégia de pesquisa foi adotada a pesquisa narrativa e para a coleta de dados foram utilizadas entrevistas semi-estruturadas individuais. A interpretação dos dados se deu por meio da análise de conteúdo categorial (Bardin, 1977). É fato que o empreendedorismo está na pauta das empresas e aquelas que não vencerem os obstáculos no desafio de criar um ambiente que estimule a inovação, e não conseguir reter e atrair os profissionais adequados a essa expectativa, poderão ser insustentáveis a longo prazo e até ter sua sobrevivência ameaçada. / This study was carried out with the objective of investigating the perception of senior executives as to the possibility of undertaking within a contemporary organization, to punctuate the barriers perceived by them and to present the paths covered in order to overcome such barriers. The perception of Brazilian executives as to the possibility of undertaking within an organization is not unanimous. The barriers faced often make them perish in the face of this challenge. In addition, how blessed executives overcome these barriers is in fact a question that requires further understanding. Other factors that merit light are how political power and gender differentiation within organizations can influence intrapreneurship. At the end, it was possible to find out that: 3% of respondents do not believe it is possible to undertake within an organization, 17% believe that it depends on the type of organization and 80% believe it is possible. Given the data, it is concluded that undertaking in an organization depends on a combination of the entrepreneurial mindset of the people, a favorable environment that stimulates people to bring their ideas to the table, an organizational culture that allows experimentation (tolerance to errors) and initiatives are aligned with corporate strategy. The research was based on the testimony of 35 Brazilian executives who were prominent in large organizations. As a research strategy, narrative research was adopted and individual semi-structured interviews were used for data collection. Data interpretation was made through categorical content analysis (Bardin, 1977). It is a fact that entrepreneurship is on the agenda of companies and those who do not overcome obstacles in the challenge of creating an environment that stimulates innovation, and is unable to retain and attract professionals to that expectation, may be unsustainable in the end and until their survival threatened

技術創新成果對事業的獲利能力有正面的影響，因此，如何提昇技術創新績效，成為許多學者研究的重點。以往學者的研究，都希望發掘關鍵性的影響要素，以期經由要素的掌握、管理，提升技術創新績效。本研究亦期望藉著瞭解企業策略與研發策略內涵之間的關係，釐清二類策略之間的配適問題，始能提昇研發績效。 　　根據個案研究與問卷分析的發現，本研究歸納結論如下： 　　1. 在技術發展的重點上，一直以「產品技術」為重點，且有逐漸增加的趨勢。 　　2. 在關鍵技術來源方面，「模仿競爭者產品」的情況顯著的減少，「與國內研究機構合作開發」、「與國外廠商技術合作」的情形有顯著增加的趨勢。 　　3. 在主要技術專案之決策單位方面，隨著時間的演變，「由相關部門會議決定並呈報上級核准」、「由一特定委員會決定」以及「由特定部門決定」有顯著增加的趨勢。 　　4. 在技術專案的管理方式上，「由研發部門統籌管理」有逐漸式微的趨勢；而「成立委員會管理」、「矩陣式的新產品專案管理」等兩種情境，有隨時間演進而顯著增加的趨勢。可見，隨著時間的演進，企業常用的技術專案之管理方式，已漸漸走向整合協調各部門資源的管理模式。 　　5. 個案公司所進行的研究以應用研究為主（除了宏碁與聲寶有從事基礎研究），而研發經費佔營業額的比例約在3%左右，可見電子資訊業研發經費比例有較高的傾向。

相較於國外成熟而廣泛的資訊技術應用，台灣在這一方面則顯得落後許多，同時環顧國內的研究，在資訊管理方面的研究實屬少數，且大多數以資訊技術的工具性為主要之探討對象。在講求以策略應用資訊技術的今日，對國內產業如何策略應用資訊技術的研究應為各研究者共同努力之方向。本研究以個案研究法對此一課題進行探索性研究，期對資訊管理領域的研究發展盡一己之力。 　　Porter與Miller的研究中以價值鏈資訊密集度與產品資訊密集度為兩個構面對各產業進行研究，在此一資訊密集度矩陣中，壽險業居於高價值鏈資訊密集及高產品資訊密集的地位，同時國外在資訊管理領域的研究中以針對壽險業所進行的研究所得之結果較為一致，亦即資訊技術對企業經營績效有著的顯著的正向影響。為使研究結果具有實際之貢獻，本研究以國內壽險業為研究對象，進行實地查訪，透過個案的比較分析，期從中發現國內壽險業者在資訊技術應用方面的策略機會。 　　前人的研究結果顯示：大多數壽險公司因為經營上的特質，龐大的費用支出成為各公司努力提高效率的對象，研究者亦大多以資訊技術應用所能帶來的費用減省為研究之變數，然則在策略應用資訊技術的領域雖已受到研究者的肯定，但則少有將策略變數納入研究者，為此本研究以策略觀點出發對此一課題進行研究。由是得出本研究之研究目的如下：1.藉個案研究的方式，由深入的公司策略探討對國內各壽險公司在資訊技術的方面的應用情形作一觀察，並嚐試從中發展出壽險業者在資訊技術應用上的命題。2.透過對策略深入的觀察，了解各公司資訊技術作為支持公司策略的程度，從中發現資訊技術在壽業中策略應用價值，並據之發展出本研究之命題。3.最後從資訊技術對壽險業經營績效的影響進行策略一資訊技術作為一績效的探討，以了解在公司策略影響之下，資訊技術作為如何對經營績效產生影響，及其影響如何。 　　結論有三：1.目前在台灣人壽保險產業之中，資訊技術的應用尚處於保健因素的地位，多以提高事務處理之效率為主，於策略上的考量尚無，在這裡給業者一個重要的提示─在競爭日趨激烈的壽險產業，如何應用資訊技術創造競爭優勢己成為一重要課題，亦是各公司在未來競爭中脫穎而出的關鍵。2.資訊技術作為對策略的支持度愈高則公司績效愈好，此一研究發現與國外之研究相當吻合，在高資訊密集的壽險產業中，掌握資訊技術支持策略的重點，將為業者帶來可觀的經濟價值及競爭優勢。3.資訊技術對壽險業的經營方式無明顯影響，但在國外的研究中發現，資訊技術的應用實為組織變革的課題，亦即在公司策略之後，以資訊技術作為組織改造的重要工具，使組織得以更合理的形式進行營運，如此方可得到資訊技術所帶來的策略價值。

裕隆企業集團創辦人嚴慶齡先生與夫人吳舜文女士，本著工業報國的理念，於1953年創立裕隆汽車製造公司，發展代表「火車頭」的汽車工業，希望「為中國人裝上自己的輪子」。1987年，裕隆集團由董事長吳舜文女士帶領，自創台灣第一個國人自行設計車身的汽車品牌－Feeling101(飛羚101)，然而並未妥善規劃的品牌策略，最終宣告失敗。 2003年起，裕隆集團董事長嚴凱泰憑藉著多年來與日本日產汽車(NISSAN)技術合作累積的組裝與研發能力、代理與經銷中華汽車的通路與營運管理能力，輔以2005年政府獎勵國內廠商自創品牌的契機、充分利用台灣的IT產業優異的能力，以及策略聯盟等資源的累積之下，於2007年成立納智捷汽車股份有限公司(以下簡稱納智捷)，推出自有汽車品牌LUXGEN，以SUV與MPV的車款切入車市，並同時以海外市場為目標，佈局全球通路。 裕隆集團不將角色侷限於汽車製造商，而是以企業思維在汽車產業鏈上耕耘，透過子公司建置、併購以及技術合作等模式，擴充其核心資源與能力。 LUXGEN將汽車定位為「移動價值鏈」。有別於傳統休旅車以家庭溫馨為宣傳主軸，納智捷以科技、生活、樂趣等創新定位，重新詮釋SUV與MPV休旅車，並結合集團內的造車技術，以及台灣國際知名的IT技術，創造出納智捷獨特的品牌價值。 裕隆集團歷經近五十個年頭，透過資產與能力的累積，企業策略逐漸由整合式策略邁向多角化的策略，其中，汽車本業的垂直與水平整合更為顯著。在垂直面上，裕隆集團已將汽車業價值鏈，從上游製造整車、中游行銷、下游行銷通路，甚至到汽車產業的週邊服務拓展完備；而在水平整合部分，早期由兩大汽車中心廠－裕隆汽車與中華汽車，擔綱製造與整車的核心，近年來轉以合資或技術合作方式，代理裕隆日產、東風裕隆等至集團名下，達成企業的多品牌策略。 LUXGEN透過以科技智慧的差異化定位，以品牌商身分向前整合通路，透過LU特有的汽車生活館，以體驗行銷的模式與消費者建構品牌意象與品牌價值。在可控制的通路管理制度下，間接節省企業營運成本，維護品牌形象。 本研究也發現，納智捷在進入國內外市場係透過海內外的策略聯盟、技術合作廠商與合資合作廠商等，來建立產品的功能與效益；部分的技術專利也透過技術合作取得。也就是說，策略聯盟與合作夥伴，支撐與豐沛了LUXGEN自創品牌的資源與效益。 2011年11月，LUXGEN高層管理幹部出訪俄羅斯約莫兩週，計畫將以CKD的方式拓展歐亞市場；2011年12月，LUXGEN又於台北國際世貿車展發表了最新的轎車產品－Neora，以「Cross over」的思惟，欲切入競爭最激烈的轎車市場。LUXGEN的知名度與外銷市場規模，已透過創立初期積極參與的國際車展加速：於國內的銷售量迄今已晉升為國內第七名。 LUXGEN是裕隆集團第二次自創品牌，由董事長嚴凱泰承接創辦人的使命。本研究在於剖析裕隆集團自創品牌的歷史因素與動機，以及如何運用競爭優勢，以各項企業策略的角度支撐自有品牌LUXGEN。 / With the spirit of “contribution to the country by developing industry.” , Mr. Tjing-Ling Yen, founder of Yulon Group, was accompanied by his wife, Mrs. Vivian Wu Yen, established Yulon Motor Co. in 1953. The company engaged in the production of automobiles, and led relevant companies to boost Taiwan's auto-related industry which was a capital and technology intensive one. In 1987, Yulon Group, led by the chairman of Mrs. Vivian Wu Yen, created the car brand－Feeling101, which was the first self-designed body of car in Taiwan. However, not well-planned brand strategy failed ultimately. Since 2003, Mr. Kenneth K.T. Yen , chairman of Yulon Group ,with long term technical and R & D cooperation with NISSAN ,and been agency of Mitsubishi for years, has accumulated capabilities in car assembly, distribution , and operational management. Supported by government policy for encouraging companies who build its own brand in 2005, Yulon launched his own car brand LUXGEN, and found LUXGEN automobile Co., Ltd. (hereinafter referred to as LUXGEN) in 2007, entering the automobile market with SUV and MPV cars focused on overseas markets and global distribution channels by taking full advantages of Taiwan`s excellent IT technology and alliance strategy. Yulon Group not only positioned itself in an automobile manufacturer, but also put a lot of efforts on the value chain of the automotive industry by setting up subsidiaries, acquisitions, and technical cooperation etc. to expand its core competences and capabilities. LUXGEN define the car as a “mobile value chain.” Unlike traditional sport utility vehicles (SUVs) for the promotion of family-groups , LUXGEN interpret the automobile features as technologic, life, fun , and innovative etc. creating a unique brand equity and customer value. LUXGEN is the second own brand, by the founder, Mr. Kenneth K.T. Yen undertake the mission. This study is to clarify the historical factors and motivations of building own brand of Yulon Group, and analyze how Yulon use competitive advantages, its` own resources, group`s equities, and corporate strategy to support its own brand LUXGEN.

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Background – The energy sector is experiencing instability and energy companies must embrace more flexible structures and strategic initiatives to remain relevant. Purpose – To gain understanding about the challenges with implementing strategic congruence and integrated control in umbrella organizations and how their interplay can contribute to achieving a common business logic. Methodology – In the scope of a single case study, we conducted 20 interviews on corporate, business and functional level at Tekniska verken in Linköping AB. The ‘tentative model’ of Nilsson and Rapp (2005) was re-assessed to examine a common business logic. Findings – Our empirical findings indicated that the businesses of umbrella organizations can be diverse while simultaneously being congruent. When addressing strategic congruence, it is challenging because transparent communication and collaboration between business areas as well as optimizing organizational structures and designing clear responsibility areas is difficult to achieve. Regarding integrated control, it is not easy to realize because the corporate plan needs wide acceptance and breaking down complex content to the business areas is challenging. Not to mention that a common frame of reference regarding terminology and alike control standards requires high commitment.