Thesis (M.S. in Systems Technology)--Naval Postgraduate School, June 2003. / Thesis advisor(s): Carl R. Jones, William G. Kemple. Includes bibliographical references (p. 95-97). Also available online.

Changing conditions within an organisation's environment necessitate enactment of the strategy realisation process to produce relevant coping strategic intents to successfully reconfigure current, or potential, process networks to better exploit potential opportunities or minimise impacts of a potential threats. Literature regarding strategy realisation has not produced a coherent approach to describe and decompose the subprocesses of the strategy realisation, i.e., several different approaches have been taken to enact some components however there is no formal decomposition of such process. A revision of the strategy realisation literature was conducted and a formal decomposition model for the strategy realisation process was conceived. Various modelling tools, methods and techniques were surveyed to enable the underpinning of the proposed strategy realisation conceptualisation. Utilising a combination of static, causal and simulation modelling methods and tools, a research methodology was proposed to underpin aspects of the enterprise which would facilitate the decision making process of the strategy realisation process. Two case studies were identified in which the proposed methodology could be implemented. In the first case study, two differing strategic intents were analysed within the same organisation under opposing economic conditions. The second case study observed the implementation of a different system configuration to achieve a strategic intent. The strategy realisation process was studied using the described conceptualisation and the enterprise was modelled. Key variables, set by senior management were observed and quantitative analysis was undertaken and reported. It was concluded that the use of modelling methods providing quantitative and qualitative analysis facilitated the decision process within an organisation. A new conceptualisation of the strategy realisation process and the integration of modelling methods, tools and techniques were devised.

近年台灣少子化問題日益嚴重，根據內政部戶政司統計，台灣出生人口從2001年之260,354人，至2010僅剩166,886人。台灣文教產業受人口結構之影響甚大，面對少子化衝擊，多數業者在策略上選擇相關多角化，延伸至不同年齡層客群，以追求範疇經濟；亦有以連鎖事業為主軸，運用直營、加盟等展店方式，延伸服務之範疇，追求規模經濟以提昇經營之競爭力。然而，並非所有業者均以展店為策略主軸，本研究希望探討Z文教公司在2013年中，以課程與產品特色差異化為重心之策略主軸，在績效檢討中分析執行之問題，並制定出2014年突破經營困境之新策略。因此，本研究之目的為： (一) 分析2013年Z文教公司之經營策略，依執行之問題找出改善方向； (二) 依Z文教公司之目標、環境、條件，規劃出2014年修正後之新策略； (三) 供文教產業中類似公司作為策略擬定之參考。 研究過程中透過逐步分析，將Z文教公司之策略明確化，其2013年之策略主軸如下： (一) 將研發國中小課程合併包裝，以專業學習法課程加盟之形式，與大台北區域之終端門市業者配合，藉由售後服務、品質控管與輔導機制，作為與競爭者之區隔模式； (二) 撰寫書籍並拍攝DVD，將核心之研發技術包裝為精裝教材，結合電視購物、網購通路、終端門市文教通路，以全台灣之授課教師與家長作為銷售對象。 本研究亦針對其策略做績效檢討，在歸納其執行面之問題後，提出以下之修正建議： (一) 專注於國小低年級市場，配合政策將課程重新規劃，拉長實施時間降低課程單價，同時導入數位化課程技術，降低師資培育成本，提昇教學品質與門市端接受意願； (二) 與國小課程經銷商合作，提昇業務開發之說服力，將通路拓展至台北市、新北市、桃園市、台中市等直轄市區，並建立自我開發業務之能力； (三) 開設直營校，成為接觸國小市場之持續研發來源，充分利用公司專業師資之教學綜效，並建立加盟通路之服務能力，提高品牌建立之效率。

Conference proceeding from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ. / Developing a work environment that engages all staff, commits to continuous improvement, and promotes teaching and learning in line with University programs all while managing budget cuts. Sound impossible? We don't think so. At the University of Cincinnati, University Libraries has undergone a dramatic transformation through the introduction of a strategic planning process that embodies elements of appreciative inquiry, equal treatment of staff and faculty, training in facilitation and listening, and embracing leadership potential at all levels. Our presentation will focus on the strategic planning process implemented at UC: including; setting the stage, "planning the plan", staff input and development and implementation. We will share how we have "operationalized strategic planning" as we begin our second three-year planning cycle.

Conference proceeding from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ. / Panelists will respond to the following questions. *What are the 3 critical opportunities for libraries that we must pay attention to in the next 5 years? *What are the characteristics of strategies that we need to learn in order to be successful? *What are the risks we need to be ready to take?

Poster presentation from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ. / The Access & Delivery team was charged with providing the UA Libraries with a report summarizing recommended long and short-term strategies in directing the library for the future. This poster illustrates the path that the Access & Delivery team took to arrive at recommendations and strategies for the UA Library’s strategic plan.

No description available.

No description available.

How is it that some potentially strategic issues find themselves on a Rim's strategic agenda, while others do not? Why is a top manager more attentive to some aspects of his firm's strategic situation than to others? What shapes his interpretation of his firm's strategic reality? How does strategic issue diagnosis (SID) actually take place within a top management team? These are the types of questions that this thesis addresses. It contends that the way strategy formation in general and SID in particular have so far been studied in top management teams---through essentially cognitive lenses---has been inadequate, largely because these cognitive approaches, although concerned with the biases that affect thinking are themselves based on an incomplete and therefore biased and distorted view of people, their choices and their actions. / The findings of a single-case field study that explored strategy formation and SID in a medium-sized entrepreneurial family firm led by a still-active founder are presented. The study utilized an enlarged conceptual framework that combined the dominant cognitive approaches in this domain with certain concepts from dynamic psychology. Its findings show that the deeply-entrenched personal preoccupations of a CEO, shaped by developmental processes and formative experiences throughout his life, and of which his cognitions are only one manifestation, have the potential to profoundly influence his strategic orientations, the top management team (TMT) dynamics in his firm, and consequently SID and its outcomes. It concludes that enriching the dominant cognitive models of SID and strategy formation by incorporating concepts taken from psychodynamic theory (specifically, concepts dealing with the consistent manifestations of individual character in all aspects of an individual's life) can lead to a better understanding of the complex subjective phenomena involved.

No abstract available. / Thesis (M.Comm.)-University of Natal, Pietermaritzburg, 2000.