Thesis (M.B.A.)--University of Hong Kong, 1995. / Includes bibliographical references.

Thesis (Ph. D.)--University of Chicago, Dept. of Economics. / Includes bibliographical references. Also available on the Internet.

Thesis (Ph. D.)--Harvard University, 1992. / Includes bibliographical references (leaves 119-120).

Thesis (Ph. D.)--Rensselaer Polytechnic Institute, 1994. / Includes bibliographical references (leaves 202-209).

Thesis (Ph. D.)--University of North Carolina at Chapel Hill, 1991. / Includes bibliographical references (leaves 289-293).

Thesis (Ph. D.)--Golden Gate University, 1992. / Includes bibliographical references (leaves 252-266).

Thesis (Ph. D.)--University of Georgia, 1991. / Includes bibliographical references (leaves 533-551).

Thesis (Ph. D.)--University of Pennsylvania, 1932. / Published also without thesis note. Bibliography: p. 332-355.

Owing to the impact of globalisation, mining firms face significant uncertainty and turbulence emanating from their global competitive landscape. A new breed of ”dominant global firms” is emerging in a world of shrinking opportunity, where a few large firms will determine the future of the industry. Despite these realities, mining firms have in the past not been very astute in identifying and interpreting global competitive influences. Reliance on tangible assets alone will in future no longer ensure a sustainable competitive advantage. In such turbulent circumstances, competitive analysis, as part of a comprehensive competitive intelligence system, could result in competitive learning, which could enhance the ability of firms to attain a sustainable competitive advantage. Empirical research in this study confirms that competitive analysis as conducted by mining firms is deficient, and in many instances, caught up in an ”old world” approach. Such analyses tend to be too reactive for the dynamic and turbulent environment, as well as being too quantitatively oriented and are based primarily on the information that is most easily available. Accordingly, a rethink of competitive analysis is necessary, away from a narrow reactive approach focused on the quantifiable financial and operational realities of the competitive force being analysed, to include the conceptual DACSOMEF methodology, with its quantitative and qualitative dimensions. Determining the future intent of a competitive force should, furthermore, form the overall focus of competitive analysis, resulting in effective competitive learning. The study also established that analysis findings and recommendations should be applied in a competitive theatre, in order to overcome the possible discontinuity between competitive analysis and strategic decision making. In addition, the analytical process should be based upon a supportive learning culture and the intimate involvement of key decision makers. Without such an approach competitive analysis will remain a static ”old world” process. Alternatively, the implementation of the analytical model could prove an invaluable input into the strategic management process of global mining firms in their quest to achieve new levels of competitive advantage, in an increasingly dynamic and turbulent competitive environment. / Business Management / D.Comm.

Logistics has become one of the automotive industry's most crucial sub-sectors. Previously, logistics had to step aside to make way for production considerations. Today it is regarded as being every bit as crucial as production in the global village. Advancement of logistics in South Africa is crucial because original equipment manufacturers are producing to developed world standards but are having to cope with low developing world logistics standards. The logistics processes that need to be enhanced in order for the South African automotive industry to be more competitive were investigated. To examine the main problem, three sub-problems were identified. The first sub-problem that has been identified dealt with logistics processes that will enhance the competitive advantage of the South African automotive industry. The second sub-problems looked at key logistics opportunities and threats to the environment in which South African motor manufactures trade. They were investigated by assessing the nature of the South African motor manufacturing industry. Finally, the third sub-problem investigated conclusions that can be arrived at concerning the appropriateness and strategic value of the analysis.