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This thesis develops the theoretical foundation of the strategic-culture paradigm. This model focuses attention upon culture and appeals to the profit requisite associated with commercial activities, and is an integrator of business / domestic cultural expectations. I describe culture as an organizational attribute integral to behavior and strategy which represents a potentially powerful resource facilitating operational effectiveness, sustained competitive advantage, and increased business social accountability. This explanation relies upon conceptualizing culture at both the national and company level, and then explicating the dependent interplay between these realms. Specifically, I submit that corporations who establish and continually adapt their culture with the aim of striving to maintain a fit with the domestic context are more inclined to realize opportunities, attract customers, and endure unanticipated business environmental pressures. Using information collected on Nucor Steel and Southwest Airlines, I provide a preliminary assessment of the virtues of the strategic-culture model as it relates to explaining these firms and their operations.

This thesis develops the theoretical foundation of the strategic-culture paradigm. This model focuses attention upon culture and appeals to the profit requisite associated with commercial activities, and is an integrator of business / domestic cultural expectations. I describe culture as an organizational attribute integral to behavior and strategy which represents a potentially powerful resource facilitating operational effectiveness, sustained competitive advantage, and increased business social accountability. This explanation relies upon conceptualizing culture at both the national and company level, and then explicating the dependent interplay between these realms. Specifically, I submit that corporations who establish and continually adapt their culture with the aim of striving to maintain a fit with the domestic context are more inclined to realize opportunities, attract customers, and endure unanticipated business environmental pressures. Using information collected on Nucor Steel and Southwest Airlines, I provide a preliminary assessment of the virtues of the strategic-culture model as it relates to explaining these firms and their operations.

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Thesis (M.M. (Strategic Marketing))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015 / This study aimed to investigate the influence of internal marketing, relationship quality and continuity as predictors of business performance in the investment management industry in South Africa. The tested relationships produced satisfactory results consistent with how they were hypothesised. Specifically, it appears that internal marketing has a positive impact on business performance. These results will have a beneficial outcome on investment management companies and may prompt them to align business strategies to focus more on internal customers which the employees. Relationship quality has a positive effect on business performance and seems to have an encouraging effect on their relationships that are long-term orientated. However, what is evident is that through the alignment of business strategies, it would be advised that investment management companies focus on the quality of relationships that they have with their clients, as this has a favourable result as indicated by the findings of the study. Finally, relationship continuity has a good impact, but there is no significant influence on business performance as indicated by the findings.

There is a significant relationship between strategy management and business performance of an enterprise. An enterprise can gain superior performance when it maintains competitive advantage. The essentiality of strategic management is to assist an enterprise to build up and maintain competitive advantage. Strategic management contains a serial of planned actions and decisions, it helps organization to achieve strategic competitiveness, maintain its competitive advantage, and gain above-average returns. Strategic management includes four major processes, they are environment scanning, strategy formulation, strategy implementation, and performance measurement and feedback and each of them has significant influence to performance of business. This research is to discuss processes of strategic management and how those processes could influence strategy formulation, management, and implementation and the key success factors of a business via study documents and a company. The purposes of this thesis include: 1. To analyze possible strategic management process that could maintain business competitive advantage and business performance at today¡¦s competitive environment via study related documents and theories. 2. To probe into the application of strategic management on a business via study strategic management process of semiconductor product division of a company. 3. To understand related issues on semiconductor¡¦s strategic management and build up a strategic management process model via study related documents and a company. 4. To provide suggestions to the company also those suggestions can be the reference of domestic¡¦s industries while formulating and implementing strategy and managing business performance and the reference of other researchers. Conclusions of this research: 1. To build up a dynamic strategic management process model. 2. Strategic management has significant influence to business performance. 3. The effectiveness of strategic management is influenced by consistence of strategy and collaboration within organization. 4. It has a positive influence to effectiveness of strategic management on confirming and managing key processes. 5. Strategic leadership has significant influence to business performance. 6. There is a significant relationship between strategy control mechanism¡¦s build up and effectiveness of strategy. Keyword : Strategic management; Business performance; Competitive advantage; Semiconductor