Thesis (M. Sc.)--University of Hong Kong, 1996. / Includes bibliographical references.

No description available.

Appreciative Inquiry is a revolution in the way we look at our organizations, a holistic approach that begins with the health of the organization, understanding what we do well and building on our strengths, rather than focusing on our problems. Early in 2006, BC Electronic Library Network conducted an Appreciative Inquiry Interview Exercise, for two purposes: strategic planning, and communications. The results were astonishing: a collection of stories and quotes of BC ELN's best, from a great variety of perspectives and throughout BC ELN's history, that are being used to inform BC ELN communications, and will form part of the BC ELN website. The Weller Library, University of Northern British Columbia, conducted a recent strategic planning process employing the appreciative inquiry approach. This session will present a brief overview of the Appreciative Inquiry approach, and outline the processes and results of the BC ELN and University of Northern British Columbia exercises.

This is an empirical investigation of the nature of corporate strategic planning practices among major corporations operating in the ASEAN countries - Singapore, Malaysia, Thailand, Philippines and Indonesia. The study is structured along a hypothesis testing framework. The data was collected via mailed survey instruments (using mainly 5-point Likert-type scales) which were developed for each respondent type - the Chief Executive, Senior Manager, and Corporate Planner - and refined through pre-testing. Comparative analyses are made of inter-country and inter-industry differences in strategic planning practices. Hypotheses concerning the interrelationships of strategic, contextual and performance variables are then subjected to statistical testing. This study found interesting individual as well as patterns of correlationships between strategic-contextual, contextual-performance, and strategic-performance variables. The implications of these findings to management were discussed. Suggestions were also made as to the future directions of planning research.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2007. / Title from title screen (site viewed Nov. 9, 2007). PDF text: 225 p. : ill. ; 10 Mb. UMI publication number: AAT 3266777. Includes bibliographical references. Also available in microfilm and microfiche formats.

Thesis (M.S.)--Rochester Institute of Technology, 1992. / Typescript. Includes bibliographical references (leaves 41-43).

Dissertation, Jacobs University Bremen, 2008. / Includes bibliographical references.

Thesis (Ph. D.)--Waseda University, 2004. / Accompanied by summary (5 p. ; 30 cm.). Includes bibliographical references (p. 437-451).

Thesis (M.B.A.)--University of Hong Kong, 1993.