A common perception in many SMEs is that the corporate culture is fuzzy and hard to manage. A common problem is that many business owners and managers in SMEs do not understand the importance of a well-functioned culture, but instead focus on the core business. Therefore, the purpose of this thesis is to examine how SMEs can strengthen and use the corporate culture as a competitive advantage. The research contains an analysis of corporate culture in four different Swedish SMEs, two small-sized and two medium-sized enterprises. In order to fulfil the purpose of this thesis a qualitative research method, through semi-structured interviews, is used. The empirical findings indicated that some companies embrace and develop actively with corporate more proactively than others. The overreaching conclusion is that all the participating companies see corporate culture as important. However, there are differences in how to manage corporate culture and also differences in which way the companies perceive their corporate culture as a competitive advantage. Significant findings from the research are that visions and motives help corporations to make their culture more tangible. Along with proper internal information the culture becomes stronger and more functional. The CEO has an important and influential role when managing corporate culture.

Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This study focuses on corporate social responsibility from a management perspective. The study had the following objectives - to investigate the level of adoption of CSR by companies in Botswana; to find out why companies in Botswana have embraced CSR; to investigate the views of governments, pressure groups and stakeholders on companies which have embraced CSR in their communities; and to recommend to company management and stakeholders on how best they can use CSR to their best advantage. A Positivist (quantitative) strategy was used to execute this study and data capture was done through the use of a structured questionnaire. This instrument was issued to 100 members of management from companies based near Mahalapye and Gaborone. The response rate was 88%. The key findings were that many companies have CSR policies at their workplaces but they are not yet fully functional. Many companies have also embraced CSR for political mileage reasons only and to appear to be environmentally conscious. / Thesis (MBA) North-West University, Mafikeng Campus, 2013

Huawei représente un des exemples les plus remarquables de rattrapage réussi par les firmes chinoises. Ayant démarré ses activités en 1987, cette entreprise est maintenant classée deuxième équipementier de télécommunications dans le monde, derrière Ericsson. Dans cette recherche, les sources de compétitivité de Huawei sont étudiées à travers un cas longitudinal incluant tous les évènements majeurs de 1987 à 2011. Ces évènements sont analysés selon 3 unités principales : produit/marché et technologie, relations avec les autres firmes et routines. A cette fin, la littérature sur les ressources (RBV), les compétences dynamiques, les réseaux, et les routines, est mobilisée. La littérature sur le rattrapage technologique et économique est aussi utilisée. Quatre phases sont identifiées et analysées. Ensuite, une analyse longitudinale est réalisée, afin de mettre en valeur les trajectoires de Huawei selon les trois unités d'analyse. Enfin, le style stratégique de Huawei est analysé, afin d'identifier les principes généraux qui ont guidé ses décisions stratégiques au cours de son histoire. Les limitations, les contributions à la recherche à la pratique des entreprises, ainsi que des pistes de recherche sont étudiées. / Huawei is one of the most remarkable examples of sucessful catching-up among chinese companies. It started its activities nearly from scratch in 1987, and is now ranked second telecommunications equipment vendor in the world, after Ericsson. In this research the sources of competitiveness of Huawei are investigated using a longitudinal case study (of arond 100 pages) including all major events from 1987 to 2011. These events are analysed according to three main units: product/market and technology decisions, relationships with other firms, and routines. For this analysis, reference is made to several literature streams, namely the resource-based view, the dynamic capability approach, the network approach and the routines-related literature. The catching-up literature is also mobilised. Four different phases are identified and analysed. Then a longitudinal analysis is conducted for the three analysis untis in order to identify the strategic path of Huawei. Finally, an analysis of the strategic style of Huawei is conducted, in order to identify the general principles that have guided strategic decisions overt the company's history. Limitations, possible contributions to literature and practice are discussed, as well as research directions.

The objective of this study is to identify the key determinants of Australia's competitive advantage in the Non-residential construction industry. Porter's Five Competitive Forces Model has been used to analyse the existing industry structure both in Australia and Thailand. In addition. Porter's Diamond Model has been used for identifying the key determinants of Australia's competitive advantage in the industry. The study has drawn upon industry data obtained from interviews with operation managers and executives of major Australian firms in the non-residential construction industry who have been successfully operating in Thailand over the last ten years. Research, undertaken in Australia and Thailand, includes interviews and case study information gained from industry, government and academia. A key finding applicable to each case study was that Australian non-residential construction firms operating in Thailand competed successfully on higher order technological expertise in construction management and operation. Expertise and innovation was created and sustained at home through vertically integrated clusters of industry suppliers to the main contractor and replicated or adapted abroad to local circumstances. Australia's national competitive advantage in the industry has relied on the interaction of key determinants. Favourable factor conditions have provided Australia with a key advantage base, for example, skilled personnel, experience in a variety of construction areas due to the demands of Australia's geography and development needs, and adequate infrastructure provision both physical and capital. Favourable factor conditions combined with intense service rivalry at home, supportive related industries, demanding buyers, and effective competition policy are the key to Australia's success. The study goes on to explain the role that industry and government can play to ensure Australia remains internationally competitive in the industry. In addition summary recommendations are provided of the steps that Thailand needs to take to improve its competitiveness in general and the development of the construction industry in particular.

Adopting a triangulated approach, this thesis consists of three separate but related qualitative studies, the collective objectives of which are to (i) gauge current levels of concern of Australian public universities with rapid intensification of the higher education sector globally; (ii) evaluate strategies developed by universities in response to increasing competition; and (iii) develop a conceptual framework to guide competitive behaviour of universities. Study 1 is a systematic content analysis of published strategic plans of universities using Leximancer (Version 2.20). Relative prominence of concepts identified in this content analysis give rise to propositions relating both to levels of concern with competition and strategies being implemented to protect market position. In Study 2, these propositions are tested in a sample of the universities by means of case studies based on face-to-face interviews with senior academics and administrators. Study 3 draws upon findings of Studies 1 and 2 to develop a strategic model to guide future strategy development. Overall, findings of the studies provide valuable insights into the management of higher education in a dynamic environment in which the intensity of competition is likely to escalate as the pace of globalisation and technological change quickens, as deregulation of the domestic higher education sector continues, as per capita funding is further reduced, as even greater elements of competition and contestability are introduced in the interests of productivity and efficiency, and as overseas student demand slackens in traditional markets.

Background: The rise in ethical consumerism has become evident through an increase in sales of fair trade products in recent years. Consumers are prepared to pay a premium for fair trade chocolate, and with a steady future growth in the fair trade movement, this is an attractive market for new entrants. Of particular focus are the Swedish and German markets for fair trade chocolate as they show promising growth rates and interest in this field. Problem:       The chocolate industry is very competitive, and the observation that consumers reward companies that act socially responsible presents an opportunity for ethical companies to compete. This is attractive for entrepreneurial firms, but there exist numerous motivations why firms choose to engage in fair trade. Purpose:        The purpose of this thesis is to understand the role of fair trade in corporate strategy (either in partial or entire assortment), its relation to entrepreneurial opportunity-seeking behaviour, and examining how the strategic resource of Fairtrade certification is used to gain competitive advantage. Method:         A qualitative interview study was applied, and ten chocolate companies active in the Swedish and German markets were included in the sample. Data was collected through semi-structured interviews (four telephone interviews and six email responses), and complemented with secondary data from company websites and press releases. The interviewees were mainly representatives of the marketing department and CEOs. Empirical findings were analysed using relevant models and theories, and organized under the two categories of ‘firm use of fair trade’ and ‘visibility of fair trade.’ Conclusion:   The findings in this thesis show that there are multiple reasons why chocolate companies engage in fair trade including reputation, spreading awareness, proactive opportunity-seeking behaviour, strategic differentiation, as a means of communicating to producers and consumers, and for quality insurance of raw ingredients. Fair trade engagement is visible through its role as a social resource. This image is created by ethical and social commitment and wholeness in values, non-exploitative respectful business network relationships, consistency in firm behaviour, and through wealth creation in terms of benefiting the firm, society, and the environment. The Fairtrade label is not imperative to achieving a state of competitive advantage, but can inevitably lead to that result through the firm wholeness created by mission- and vision-driven values.

In recent years, corporate social responsibility (CSR) becomes more and more popular not only in  academic world but also in practical world. Many transnational companies adopted CSR practices base on kinds of motivations. There is also a rising trend on CSR program among Chinese SME. Moreover we noticed that, despite the challenges and misunderstandings, some Chinese textile SME successfully created competitive advantage with strategic CSR. However, there are few previous researches try to study on Chinese company in field of strategic CSR, especially on Chinese SME. This research intends to discover how the competitive advantage was created by strategic CSR in Chinese textile SME and try to explain the process by the existing theories. A case study approach was adopted in the study. From the case study and interview results, we aim to explain the behaviours of case firm by existing theories and conclude a Chinese SME specific CSR strategy. In the end, differentiated corporate social strategy, special CSR concept and CSR communication were concluded as the key factors influencing the success in the Chinese textile SME.

Abstract Semiconductor Distributor regulate the market supply and demand functions, Also playing a bridge for the upstream IC suppliers and downstream system manufacturers. With the development of the industry, life cycle of end products is getting shorter, the upstream supplies can not precisely hold the marketing trend of end products.However, a professional IC distributor has marketing capability to grasp the trend of end products, to provide the integration of application consulting, logistics resources, services and therefore to provide a complete total solution of helping customers to develop new products . So the distributors increased in self-value-added and gained customer trust . Moreover, it enhanced the connection to customers and could lead the market gradually. So it still is a key position in the components supply chains. Small- medium distributors not only face with the large domestic distributors but also on the face of international distributors competitive threat. By changing the marketing strategy, it may affect small-medium semiconductor distributor to choose a differentiated way, so they may develop of a unique competitive advantage. If distributors increase their technical capability for products application and provide a total solution to customers, they could lower the pressure to sell total solution instead of single parts. By providing total solutions and modules as selling point, it can raise the profit and also increase the connection between customers, therefore, strengthen the competitive power of enterprise. This study focused on the transformation strategy of small and medium distributors. The study found that when facing marketing competition, small and medium distributors will have three kinds of Business Transformation strategies: 1. To go with the medium, and large distributors direction. 2. To go with technology-intensive direction to be a solution provider. 3. To make diversification strategy direction. In this study, small and medium semiconductor distributors are main subject case study. The study through empirical analysis of the case and found out the business transformation of the three possible directions. And we are looking forward to providing a direction of thinking and hoping next researcher for further improvement.

Abstract As technology advances, new computer, telecommunications and consumer electronic products are constantly being introduced, giving consumers more choice than in the past. However, fluctuations in the business cycle mean that competitors fight to gain market share and this often results in an oversupply of 3C products and a decline in prices. Taiwan's notebook industry is world-famous, but because of pressure from foreign companies profit margins are relatively low. The notebook producers try to control the price of the components by putting pressure on component makers. This leads to a price war between the suppliers and even the winners of this war still have to cut prices on a quarterly basis. Technology, consumer preferences and prices are all changing rapidly. Component agents are being squeezed between suppliers, who want to maintain a fixed price, and customers who want prices to be cut. This has reduced profit margins. This research focuses on how passive component agents change in response to this situation and meet the demands for higher quality, better service, lower prices and faster delivery. The case study concerns Company A, which originally acted solely as a passive component agent. It examines how, between 2002-2010, the company restructured its business and supply chain and developed its own-brand components to gain key competitive advantage and establish an operating platform. This study researched the relevant literature and information concerning Company A to produce a summary of the company's transition strategy and how it was implemented. It is hoped that this research will provide a reference for other agents which are going through a similar transition. Keywords: passive components, OEM, own-brand, competitive advantage