The importance of strategy to an organisation's competitiveness is widely acknowledged in the strategic management literature. However, although strategy research has become substantial in other areas, the same cannot be said with the shipping industry. Very littie is known about how shipowners choose competitive strategies or what strategies they pursue under certain environmental conditions. Of what is available, most focus on Northern Europe and Northem America, with scant regard for the Asia-Pacific, which has become a major shipping power in recent decades. This study was, therefore, conducted to address these gaps in the literature. It analysed the strategic choices made by Asia-Pacific shipowners at the corporate level, compared actual shipowners' behaviour with strategic management theory on strategy selection, and developed a strategy selection model that was applicable to Asia-Pacific shipowners and consistent with strategic management theory. An extensive review of the literature was initially undertaken to develop a generic strategic choice model, which then served as the basis upon which information from Asia-Pacific shipowners was collected. A multi-method approach, called triangulation, was used to guide data collection and analysis. Data was obtained from two sources (shipowners' representatives and shipping experts) and through several methods (mail survey, interviews, simulation, expert and document review), and the extent to which these various sets of data were congruent had to be established. Because of the exploratory nature of the study, data was analysed using a qualitative approach. There was a high degree of congruence in the data collected. Out of the analysis, two primary findings emerged: (1) there was strong support for the strategic choice model, which implied greater inter-industry applicability than originally expected; (2) however, modifications to the model were needed to reflect a general tendency among Asia-Pacific shipowners to use other strategies in combination with or as a substitute to those offered by the model.

The diploma thesis deals with the challenge in the field of digitalization of the recruitment process of the branch of the personnel agency situated in Brno. The theoretical part contains literature searches in the field of digitalization of the recruitment process of personnel agencies through strategic management and a description of selected analytical-research and evaluation methods used in this area and type of research. The analytical part contains the application of selected analytical-research methods in order to identify key factors for assessing the possibility of digitalizing the local strategy of the Brno branch, whose conclusions enter the COP method for subsequent evaluation. Based on the results obtained, in the design part, a suitable variant of the further direction of the company is chosen and its elaboration into more specific interventions.

In this dissertation, I analyzed outer and inner company environment. Based on this analysis I came to the conclusion that this company is managed on a good level. Company management is continuously trying to set up new operational principles which are appearing to be the optimal for the company. Further analysis has been made on company{\crq}s strong and weak aspects, together with opportunities and risks the company is facing. Based on the results of this analysis I took steps to focus on weak aspects and on the base of these I recommended further steps that could lead to improvement of management system and increased company competitiveness. These steps include demands on staff training and education, competitiveness, high costs on modernization and set up of quality system in the company.