No description available.

Past studies on strategic decision-making are mainly focused on large corporations in the western context. The knowledge on how strategic decisions are made in small to medium sized enterprises is limited. Its application in the context of a transitional economy like China is also lacking. The present study is conducted to fill such a knowledge gap and intended to advance the theory and practice to the context of transitional economy where institutional change is considered the most predominant variable affecting strategic decision-making behaviours. Hence, the overall objective of the present study is to identify the specific pattern of strategic decision-making processes by Chinese private enterprises and to analyse the unique characteristics of their strategic decision-making behaviours. In addition, the study will also address the question of what factors would contribute to the differences in processes and behaviours. / In order to explore the characteristics and the patterns of strategic decision-making behaviours and processes undertaken by private entrepreneurs in China, a qualitative approach using multiple case study method is justified and used in the study. Five companies are selected from various industries and locations in China. Fieldwork includes in-depth retrospective interviews, site observation/participation, document analyses, archival study, and informal discussion, etc. 15 decision events relating to strategic issues are reported, analysed and interpreted. The results are interesting. Firstly, bounded rationality is found the most dominant mode of strategic decision-making undertaken by private entrepreneurs in China. Secondly, dual mode is used in most of the decision events. The most common pattern is the combination of bounded rationality and adaptation/incremental approach or the combination of bounded rationality and political/visionary style. Thirdly, avoidance mode is not applied in all decision events, implying that private entrepreneurs in China tend to deal with strategic issues directly. / Moreover, the results suggest that the decision behaviours of private entrepreneurs in China are characterized with the following: no formality and procedure in making strategic decisions, preferred to search comprehensive decision information, obligatory government involvement but random or ad hoc staff involvement in decision situations, highly flexible and recursive decision making process, strong personal vision in the decision content, and great speed in decision-making. The unique patterns and characteristics of their strategic decision-making behaviours are attributed to four major factors: a) the psychological context of the private entrepreneurs, i.e. decision-makers, who are found “overconfident” and “optimistic”; b) the decision context, which is more opportunity-driven and goal-driven; c) the organizational context, which belongs to the type of “centralization of power” on one single person, i.e. the private entrepreneur; and d) the institutional context, which facilitates opportunistic behaviours of private entrepreneurs in making strategic decisions. / In sum, the study contributes to the understanding of the insight of strategic decision-making processes and behaviours undertaken by private enterprises in China. In particular, the institutional perspective is of more direct relevance in the explanation of strategic decision-making model under the transitional economy like China. Based on the findings of the study, practical implications are drawn to show how private entrepreneurs could make strategic decisions more effectively in the transitional economy like China, e.g. preparing to use dual mode, getting government involved in the decision process, using strong personal vision, making speedy decisions and paying due attention to institutional changes. / Thesis (PhDBusinessandManagement)--University of South Australia, 2003.

Domestic companies are increasingly trying to expand to become globalised firms or multinational corporations (MNCs). Existing business strategies, visions and information systems need to be re-analysed and perhaps reconstructed to fulfil the business goals, operations and characteristics of the global organisation. Information technology is a critical element in enabling globalisation, and enterprises need to identify and consider information technology and system management issues. Depending on the structure of multinational organisations, different emphases need to be placed on issues such as business information systems management, information technology management, people management, end-user management, and culture. A global transition issue priority model is constructed to support the following hypothesis: the global transition issue priority varies depending on the type of organisational structure. With the assistance of this model, MNCs are able to pinpoint the emphasis of issues in preparing the globalisation process according to their organisational structures. Surevsy were onducted to investigate the priority of issues, and outcomes suggest that the emphasis of each issue class is dependent on the type of organisational structure. The main contribution of this research is to develop a global information systems management priority model that will assist MNCs in preparing the strategic plan in the global transition process, and develop a global transition framework for enterprises which will facilitate construction of their global information systems. / Doctor of Philosophy (PhD)

Portfolio includes: Research paper 1. Generic business strategy taxonomy - an evolutionary perspective from conventionalism to pragmatism -- Research paper 2. Incorporating environmental dynamics into business strategy taxonomy: an empirical investigation of the global commercial aviation industry from 2000 to 2002 -- Research paper 3. Financial performance implications of multi-dimensional business strategy taxonomy: an empirical investigation of the global commercial aviation industry from 2000 to 2002.

China has been changing from a centrally planned to a market economy. Its journey has not been a smooth one and is not likely to be easy in the years to come. One of its industry sectors, the chemical industry, which represents approximately 4.6% of its national GDP, is facing challenges in the changing market dynamics. The Chinese government has applied administrative actions rather than simply relying on the market to address these challenges. Fragmentation has been reduced by closing down inefficient chemical plants; merging various companies to form groups. It has also attempted to privatise government owned enterprises by corporatisation and marketisation. Corporatisation of government-owned enterprise refers to alteration of their ownership to create joint stock companies. Marketisation refers to listing those privatised enterprises on the stock market. The objective of this research was to find out whether taking these administrative actions is the best strategy for the Chinese government-owned chemical industry rather than making it more effective by building up state owned chemical enterprises? core competencies and core capabilities. The principal argument of this thesis is based on the resource-based view (RBV). / thesis (PhDBusinessand Management)--University of South Australia, 2004.

Thesis project (D.Min)--Denver Seminary, 2005. / Includes bibliographical references (leaves 341-347).

Thesis (Ph. D.)--Virginia Commonwealth University, 2001. / Prepared for: Dept. of Information Systems. Bibliography: leaves 1-15. Available online via the Internet.

Thesis (D. Min.)--Southwestern Baptist Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 187-205).

Thesis (D. Min.)--Mid-America Baptist Theological Seminary, 1994. / Includes bibliographical references (leaves 117-125).

Thesis (Ph. D.)--University of Toronto, 2005.