[pt] Imaginar o mundo atual sem a presença da internet é praticamente inconcebível. Dentro da internet, o setor de portais horizontais desempenha um papel determinante, pois estes representam os endereços mais visitados e aqueles que os clientes têm maior contato. Apesar desta importância, o futuro do setor é incerto dada a ausência de modelos de negócio suficientemente eficazes para gerar lucratividade. Em conjunto com este cenário, uma nova realidade competitiva surge. O mundo empresarial não compete mais simplesmente de forma atomística, a competição acontece, cada vez mais, entre redes formadas por empresas. Nossa pesquisa buscou desvendar como funciona o ambiente competitivo do setor de portais horizontais da internet e quais são as implicações estratégicas que as redes de alianças mantidas por estas empresas têm no nível deste ambiente. / [en] To imagine the world without the presence of internet is almost impossible. Inside internet, the internet portals sector has a determinant role because they are the most visited adresses and that wich the clients have more contact. Instead of this important position, the sector future is not clear because of the absence of business models efficient enough to produce profit. Beside this scene, a new competitive reality appears. The business world doesnt compete anymore only in na atomistic way, the competition happen between companies networks. Our research tried to find out how works the competitive environment of the internet portals sector and what are the strategic implications of the network of alliances that these companies have over this environment.

Research Purpose: Customer focus has become increasing critical in order for organisations to effectively compete. Organisations operate in continuously changing environments, with dynamic customer needs requiring that organisations frequently revisit their strategic objectives. Supply chain integration provides organisations with an opportunity to keep up with these changing environments, offering a platform for collaboration with external partners. This research explores three of the customer-focused supply chain capabilities and their relationship with organisation’s operational efficiency and overall performance Research Methodology: A quantitative and descriptive correlational research approach was conducted, with a self-administered online survey questionnaire sent to selected employees of FMCG organisations. A basis of the research was formed through a literature review focused on supply chain integration, in particular on the three forward-integration capabilities of customer-closeness, use of integrative technologies, and information and knowledge sharing. The research carried out descriptive analysis and correlational testing between the forward-integrated supply chain capabilities, and operational efficiency and overall organisational performance effects. Research Findings: analysis carried out suggests that the three forward-integration capabilities contribute positively to process improvement of supply chain integration efficiency and organisational performance. Organisations should increase focus on their relationship with customers, embrace the use of technology and employ information as a strategic resource. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Currently an overwhelming number of businesses have adopted diversification strategies and are exhibiting great success and have a prominent footprint on the global market. On the contrary, there is divergent scholarly thinking on the diversification-performance link and a wide-spread condemnation for the adoption of diversification strategies. As a result, managers of successful diversified companies are running far ahead their scholarly counterparts. Priori constructs, developed through an extensive and wide ranging literature review, focused the theory building power of the inductive case study research methodology employed. Through the lens of the emerging dynamic capabilities theory, four of the most highly successful diversified conglomerates over an extended period, were selected through the extreme case variant method, and were investigated in a longitudinal study from 1997 to 2013, to realise some of the key insights to their success. The outcomes of the research provided a rich explanation of how all five elements of dynamic capabilities are implemented in response to the increasingly dynamic environment within an entrepreneurial approach to sustain competitive advantage. The understanding of dynamic capabilities was extended through the emergence of two new themes, people and supportive structures. The findings gleaned are encapsulated within a simple framework that business practitioners can implement. In addition, the findings bring together a vast body of knowledge and provide a meaningful contribution in response to the lack empirical findings in business practice. / Dissertation (MBA)--University of Pretoria, 2013. / pagibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

D.Phil. / The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.

Ph.D. (Business Management) / This study is premised on the recognition that small and medium enterprises have a potential to significantly contribute to national economies through job creation, economic growth and innovation. However they have limitations with regard to resources that are required to achieve a competitive advantage, a prerequisite to survive and be successful in the globalised economy that is epitomised by intense competition. The potential that these enterprises hold can only be realised when they can compete effectively in the globalised market. The literature review conducted identified that there are a number of resources and capabilities that enterprises require to achieve a competitive advantage. There are however specific resources and capabilities that are pertinent to achieving and retaining competitive advantage under the prevailing intense competition emanating from the globalisation process. These are technology know-how, finance, human resources and leadership capabilities, the independent variables in this study. Given the resource limitations experienced by small and medium enterprises, literature reviewed further indicated that interorganisational relationships can be a source for resource gaps experienced by enterprises. In particular the relationships with large enterprises are considered to be an effective platform for accessing resources and capabilities by small and medium enterprises. However, it is recognised in literature that the identified resources and capabilities must enable small and medium enterprises to innovate, produce quality products and/or services, be efficient and effectively respond to customers if competitive advantage is to be achieved. In this study innovation, quality, efficiency and customer responsiveness were identified as mediating variables. In view of the problem identified above, that is achieving and maintaining competitive advantage in the globalised economy by small and medium enterprises, the primary objective of this study is to establish how interorganisational relationships with large enterprises influence the competitive advantage of small and medium enterprises. Competitive advantage is the dependent variable in this study and was measured in terms of cost reduction and unique and/or improved products and/or services.

This research was conducted to identify whether South African 3 star and above hotels are interested in forming alliances. The objective of this study was to group South African independent 3 star and above hotels on the alliance framework continuum, namely; cooperation, collaboration, coordination and coadunation; and to identify whether South African independent 3 star and above hotels are interested to progress from one simple form of alliance to the next complex, formal type of alliance. Hypotheses were proposed to determine the significance of the differences in preference of South African 3 star and above independent hotels. Thus, this study is descriptive in nature, to test the proposed hypotheses. An extensive investigation into the relevant literature was done. An empirical study was also conducted and the measuring instrument consisted of a selfadministered questionnaire. The population selected consisted of managers of these South African 3 star and above independent hotels. The major findings included: South African independent 3 star and above hotels seem to prefer niche personality and potential non-financial relationship, while they try to avoid economic and cultural integration with a partner firm and not interested in shared management control with the partner firm. Besides, four factors confirmed the alliance continuum developed by Bailey and Koney (2000), namely; cooperation, coordination, collaboration and coadunation. Friedman’s test indicated that there is significant difference among the different dimensions of alliance formation, namely; cooperation, collaboration, coordination and coadunation and that South African independent 3 star and above hotels are interested to form cooperation form of alliances mostly, followed by coordination form of alliances. South African independent 3 star and above hotels are neutral on whether to form collaboration type of alliances and they are not interested to involve in the coadunation form of alliances. Chi-square test indicated that there is no significant difference on the opinion of the respondents on whether the hotel they work for needs to progress from simpler form of alliances into more formal and complex format of alliances. However, those who preferred that their hotel has to progress from simpler form of alliance are higher in number than those who did not prefer. It was, inter alia, recommended that as South African 3 star and above hotels choose lower form of alliance, value chains seem the most applicable form of alliance. Hotels could share a name, reservation information and some basic IT facilities (point of sale IT reservation equipment and back office IT equipments). Finally, the study concludes by recommending that South African independent 3 star and above hotels should take alliances as an option for growth and justification of expenditures and decide the level of alliance continuum they want to engage in. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Organisations are faced with the reality of having to compete on the global market. It has therefore become critical now more than ever, for managers of these organisations to adopt strategies that will ensure competitive advantage and sustainability into the future. Knowledge has been identified as a strategic asset that can be leveraged to gain this competitive advantage. Unfortunately, the nature of organisations prevents them from having the ability to hire new individuals each time a knowledge gap is identified. Strategic alliances have identified as platforms where knowledge possessed by an alliance partner can be accessed by the other party through the process of knowledge transfer. In order for this process to be effective, both the teaching and the learning partner have to have certain organisational values that promote the transfer of knowledge. This study investigated the organisational values that promoted knowledge transfer in strategic alliances within the context of the construction industry. An additional dimension of knowledge context, i.e. whether knowledge is technical or non-technical, was also investigated to assess if it had a bearing on the organisational values required for knowledge transfer. The study also sought to establish how tensions caused by conflicting values were managed in the context of strategic alliances. The research took the form of an exploratory qualitative study where twelve managers of EPCM/construction companies were interviewed. The insights drawn from the respondents then formed the basis of the research findings. The research identified willingness to learn, willingness to teach, relationship, trust and quality focus as the top five most cited organisational values that are perceived to promote knowledge transfer in strategic alliances. The conflicting organisational values of adaptability and predictability were found to promote technical and non-technical contexts, respectively, and a model was developed on how to effectively manage tensions between alliance partners. Recommendations were then made to managers and academics. / Dissertation (MBA) --University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

In an increasingly volatile business environment, new product introduction is no longer a strategic option but a necessity for companies to sustain competitive advantage and for countries to achieve national economic prosperity. This is particularly true in such emerging economies as People's Republic of China, where traditional manufacturing enterprises are striving to achieve the move from 'Made in China' to 'Created in China'. Focusing on the issue of new product introduction by strategic alliances, I propose a theoretical model on the relationship between procedural justice, cross-functional integration and new product introduction. Albeit the notion that cross-functional integration can greatly facilitate the successful implementation of projects is widely acknowledged, contemporary research on cross-functional integration and new product introduction has paid insufficient attention to the issue of procedural justice. Research on whether, how and when cross-functional integration and new product development could be facilitated or promoted from a justice perspective is still in its infancy. Based on the findings of my field study in 2015-2016, I consider it necessary to take into account the effect of procedural justice in current streams of research on cross-functional integration and new product introduction. I argue firms that establish strategic alliances should pay greater attention to the issue of procedural justice in new product introduction. Moreover, I posit that the relationship between procedural justice and new product introduction is mediated by cross-functional integration. Finally, to address the discrepancies in previous research regarding the relationship between cross-functional integration and new product development, I test the effect of an insufficiently tested moderator, i.e., actual new product introduction strategy, on that relationship. Analyzing data from multiple sources in China, I obtain evidence in support of these arguments, finding procedural justice to exert a positive effect on new product introduction, and cross-functional integration and new product introduction strategy to exert a partial mediating effect and moderating effect, respectively.

I engage in my dissertation thesis "Formation of strategy alliances into the segment of Information technologies" with problem of strategy alliance development into sector of information and communication technologies. Strategic alliances become an important factor impacting to the company behaviour, company competition advantages, new markets entering and dealing, sales strategy and channels definition as well as the form of marketing communication decision. The companies are deciding between two basic forms of behaviour, at current days. First form is focused to the independent strategy of compete fight, the second one is fosuced to the strategy of cooperation based on strategy allicances. I occupe by the questions delimitating development of strategy alliances, defining reasons and occasions of their establishement as well as current situation at this field, delimitate role and contribution of strategy partnership and aslo problems of practise application. The dissertation thesis are focused on the fullfilment of two basic goals, the congnitional and the inventive goal, buz first of all to the confirmation and/or disconfirmation of setted hypothesis. Due to the first congnitional goal I am analysing problems of multinational ICT companies strategy aliance development and then generalizing the problem. Due to the second inventive goal I am setting new metod of strategy aliance development. The sets hypothesis, as the main target of this work, openned the questions whether is possible to define the major tools and factors of strategy aliance success? If is possible to define the basic principles of strategy cooperation? Whether is possible to create simply applicable and in the same time higly effective method of strategy allicance developing?

Unrestricted Abstract The collapse of the Soviet Union and the end of the Cold War resulted in dramatic changes in the international arena, and the American-led liberal hegemonic order declared its triumph against Warsaw Pact which it had struggled against since the post-World War II era. However, this newly formed unipolar international political system intrinsically contained the nucleus of the transition period to the ascendant multipolar world order. On the contrary to static characteristics of the Cold War period, the post-Cold War atmosphere was more dynamic. Therefore, the United States had been trying to adapt itself to these challenging circumstances at the crack of dawn of a multipolar world order which will be based on power struggle against global and regional rivals like Russia, China, India, the European Union, Iran or Turkey. In this regard, countries such as Turkey, who would like to obtain tangible benefits from these global and regional vacuums of power as a result of power struggle among various countries which is imminently stemming from rivalries in the new global context, review their traditional security alliances and seek new foreign policy alternatives in order to balance these power relations and to adapt themselves to the new international situation. Hence, this thesis focuses on...