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This thesis discusses the topic of Corporate performance management and focuses on Balanced Scorecard method. In the theoretical part are described theoretic backgrounds of this method and fields related to the method. The practical part is based on the theoretical part and it is a result of cooperation with the consulting company Ambica. Balanced Scorecard method is thanks to its universality very popular tool of Corporate performance management which is usable in almost all types of organizations. Due to universality there is no single procedure how to implement BSC within an organization and also no supporting software exists. The aim of this thesis is to create a design procedure BSC and compile a list of functional properties of new Ambica's BSC software.

The aim of the doctoral thesis is to design and verify a model measuring complex corporate performance integrating environmental, social, economic and Corporate Governance performance in a selected sector of CZ – NACE. The model was constructed in six steps. A basic set of key performance indicators was designed by a synthesis of findings from preliminary research and analysis of approaches of international institutions that deal with the issue of corporate sustainability. Through a questionnaire survey a relevance of a proposed basic set of key performance indicators was verified. Key performance indicators were verified on a group of companies which have more than 250 employees and belong to a CZ – NACE 27.1 Manufacture of electric motors, generators, transformers and electricity distribution and control apparatus. Subsequently, a reduction of a number of key performance indicators was done by statistical methods so that the explanatory power of the model has been retained as much as possible. In order to model reflect a reality, weights that express an influence of key performance indicators on corporate performance and sustainability were assigned to key performance indicators. Through a literature research a benchmarks for a reduced set of key performance indicators were determined in order to quantify a performance gap. Key performance indicators were aggregated into a single aggregate indicator measuring complex corporate performance by an additive method.

The concept of organizational culture has been a popular issue since 1980. Also, the study of cultural issues have been linked increasingly with organizational analysis. Since then, cultural studies have been researched tremendously and many researchers started examining the correlation between culture and corporate performance (Pettigrew, 1979; Pfeffer, 1981; Smircich, 1983). The past research findings have been proved that cultural factors not only provide rational explanations for corporate performance for good or bad but also they are surely an important managerial instrument for managers to improve their organizational effectiveness, as well. The methodology of this research is a case study of an IT industry. The research is conducted by a qualitative method of a one-by-one interview to discover the relationship between cultures and performance within an organization. The purpose is to investigate how culture affects performance and what factors would be most significantly to enhance its performance. From the research results, the cultural factors that trigger the corporate performance are those elements including leadership, culture values, staff, behavior, training, motivation, and cultural communication. That refers to an organizational symbolism such as legends, stories, myth, and ritual. Furthermore, the relation between the leadership and culture is somehow like a two-sided coin, which means a leader of an organization represents its culture and ideas; the organizational culture in return reflects the leader¡¦s core values, as well. Managers, therefore, attempt to let all members fit into its particular culture over managerial policy and human resources strategy to increase corporate effectiveness. As the result reveals, people are considered as the most important intellectual capital for the corporate, but the critical factor for it to be successful is culture.

Business Intelligence is one of the fastest growing areas of computer science. Corporate Performance Management (CPM) is often referred as next-generation of Business Intelligence (BI). Recently leading vendors of BI and CPM software and applications were primarily engaged in creating products for large enterprises and corporations. However, now they have also started to aim at the segment of SMEs (small and medium enterprises). This thesis analyzes the CPM market in segment of small and medium enterprises. Introductory part deals with my own research. This research was conducted on a sample of firms from SME whose business activities are within the same industry. The research focuses on the expectations and demands from reporting tools and CPM applications. The second half of the chapter is evaluating the information obtained, which will serve in the next section. The second part introduces principles of corporate performance management (CPM), describing the basic functionality that CPM applications cover and showing which added value is offered to companies. Furthermore, this chapter focuses on market analysis and identification of the main vendors of CPM applications for small and medium-sized businesses. The final part of the chapter defines criteria for evaluating CPM tools for reporting. The final part of diploma thesis has a practical character. It describes installation and setting up BI/CPM suite of applications from two chosen vendors and shows possibilities in their tools for creating reports. Finally these reporting tools are compared by predefined criteria from the previous chapter.

The purpose of this thesis is to investigate the relationship between female representation on boards of British FTSE 100 companies and their corporate performance. The theoretical section sets the foundation for the initial hypotheses that there is a positive relationship between the percentage of women on corporate boards and a firm's profitability, measured as ROE and ROIC. The methodological part establishes an analytical framework to test these hypotheses utilizing the so-called 'quartile approach'. The FTSE 100 companies are categorized into quartiles in accordance with their respective percentage of female directors and subsequently, the average values of ROE and ROIC are calculated for each quartile and compared between each other. The research in the practical part of the thesis shows that profitability varies significantly when comparing the least and most gender diverse FTSE 100 boards. The aim of the thesis was reached by proving the positive correlation between the percentage of female board members and profitability, validated by sensitivity and statistical analyses.

This Diploma thesis discusses planning processes in a company LASSELSBERGER, s.r.o. and is divided into two main parts -- theoretical and practical. The core of the theoretical part is to describe basic principles of Business Intelligence, explain rules of planning, budgeting and source defining and clarify principles of performance measuring. The main goal of the practical part is to define and describe planning processes of company LASSELSBERGER, s.r.o., determine connections to information system, find their weaknesses and suggest particular changes leading to their elimination. In conclusion the suggestions of changes are evaluated and there is a recommendation for their integration into the whole planning process. The goals of the thesis were achieved by research of specialized literature, study of corresponding documentation and cooperation with employees of the company. The thesis is contributing to the company by means of detecting weaknesses in planning process and therefore the company is able to reduce them in accordance to the recommendations at the end of this thesis.

With the rise of the Internet age, the e-commerce mode in China's retail industry has achieved unprecedented development. E-commerce retail has begun to occupy the original share of the brick-and-mortar retail industry gradually. This trend is more significant in the field of beauty and skincare. Tmall, Taobao, JD.com and Tiktok, as the representative online retail channels, have become primary channels for many users to buy skin care and beauty products. Therefore, for the retail industry, online channels can expand sales productivity of products and scale up revenues greatly for enterprises. However, as the Internet enters inventory era and online traffic reaches its peak, the inefficient efforts in online channels may raise the marketing expenses, leading to a decline in their profit margins. This thesis investigates whether e-commerce transformation of traditional retail enterprises in China, e-commerce transformation of different types of retail enterprises, and e-commerce transformation of retail enterprises in different regions will have an impact on corporate performance through empirical analysis. Thus, we will investigate whether e-commerce transformation can significantly promote the growth of corporate performance from multiple perspectives and whether corporate performance can be significantly improved when spending more time on e-commerce transformation.This study employed factor analysis method, using four financial indicators in the aspects of profit-making capability, operating capability, growth ability and solvency. Listed companies in the retail industry in Shanghai and Shenzhen markets from the year of 2008 to the year of 2021 were selected as the research sample. Data were collected to define the transformation years. In terms of the financial data of Chinese listed companies in the retail industry for seven years before and after e-commerce model transformation, this thesis analyzed the changes in corporate performance of traditional Chinese listed companies in the retail industry after e-commerce transformation. The analysis of the empirical results shows that there is no significant improvement within one year after the e-commerce transformation of traditional retail enterprises, and there is a significant improvement in corporate performance after one year. At the same time, this thesis verifies that for the traditional retail industry, e-commerce transformation can promote corporate performance; with different retail enterprise backgrounds, retail enterprises with non-state-owned backgrounds are more able to improve corporate performance; in relatively developed regions, e-commerce transformation shows greater promotion effect on the performance of retail enterprises. / Business Administration/Finance

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Picture the scene: It's Monday morning and the main article in Business Day is headlined ·Company X Board is under investigation for not diclosing the truth about its financial wellbeing". In recent times life has been very messy and difficult for many boards, but many of them are in a better position to direct their organisation and to add real shareholder value. A sequence of events triggered board changes in organisations. Many boards have realised over the last few years that the rules for direction-giving have changed. The need for accountability is high, the status quo needs to be challenged and sound strategic thinking is critical in their decision-making. Boards need to establish a performance culture with the correct people, equipped with the necessary competencies and capabilities. Leading shareholders demanded board appraisals to evaluate the continuous underperformance of board structures and processes. Some of the questions asked are, if the board is effective as a group to meet the organisation's purpose and if they can monitor the external and internal environment effectively. It is also asked whether the skills and competencies of individual members are sufficient to enable them to fulfill their risk assessment and decision-making director roles sufficiently. Board members must understand their roles to evaluate their personal development and board needs. Boards must ensure a process for appropriate development plans for their individual directorial duties. They need to define which essential strategic decisions are made during the various administrative and information sharing meetings. The annual cycles of boards are important, as is the need to check that all accountabilities are on track. This feedback does not merely concern financial matters. It is important to evaluate strategic decisions to ensure that they are carefully measured against the targets set at the beginning of the year. Many boards have adopted a triple bottom line approach, measuring their financial performance, physical environment and social responsibility reports against agreed targets. These targets need to be incorporated in a board scorecard which will graphically depict the board's value-adding activities. These scorecards will give any board an indication of its effectiveness. Boards have accepted evaluation processes and have gone through a steep learning curve in developing and implementing them. There are numerous approaches to evaluate board performance. Each board must decide whether it is better to do a peer level evaluation, outside evaluation or follow the bottom-up approach. Formal board evaluations have given boards more credibility and have helped to identify gaps in the development of board members. Boards must be developed to become more competent at direction-giving, ultimately in order to contribute to the effectiveness of the organisation. Boards must continue to drive the organisation ahead, while keeping it under control. Board members must realise that their ultimate tests are business effectiveness, in that they must add shareholder value to the balance sheet, and business efficiency, referring to the improvement realised on the profit and loss accounts. / AFRIKAANSE OPSOMMING: Stel jouself voor : Dit is Maandagoggend en die hoofartikel in Business Day is as volg: "Daar is 'n ondersoek gelas na Maatskappy X se kredietwaardigheid rakende hulle finansiele welstand." Direksies oor die laaste paar jare was in 'n warboel. Ons vind tans dat organisasies beter gelei word en dat welvaart geskep word vir alle aandeelhouers. Heelwat faktore het aanleiding gegee dat direksies verander het. Die reels om leiding te gee het verander: direksies moet meer aanspreeklikheid neem, die status quo word meer bevraagteken en goeddeurdagte strategiese denke is almal bydraende faktore. Direksies moet streef om 'n prestasie-kuItuur te vestig met lede wat oor die nodige vaardighede en vermoens beskik. Aandeelhouers dring aan dat direksies se prestasie beoordeel moet word. Tipiese vrae wat gevra word is: is die direksie effektief as 'n groep om die organisasie se primere doel na te streef en kan hulle die interne en eksterne faktore effektief monitor? Individuele direksielede moet oor die nodige bevoegdhede beskik om voldoende risk-analise en direksie-besluitnemings uit te voer. Direksielede moet hulle onderskeie ontwikkelingsrolle verstaan. Dit moet duidelik gedefinieer word watter kritiese strategiese besluite word by watter vergaderings geneem. Jaarlikse siklusse vir direksies is belangrik, dit stel hulle in staat om te evalueer of al die strategiese besluite wat geneem is, uitgevoer is teenoor die ooreengekome doelwitte. Direksies evalueer meestal hulle finansiele prestasie, fisiese omgewing en sosiale verantwoordelikheid teenoor ooreengekome doelwitte. Hierdie doelwitte word meestal ingesluit in die organisasie se telkaart. Die doel van die telkaart is om vir direksies 'n aanduiding te gee of hulle effektief is of nie. Baie direksies het een of ander vorm van evaluasie geimplimenteer. Daar is verskeie benaderings om direksie-prestasie te evalueer. Elke direksie moet self besluit watter benadering is die mees geskikte - eksterne evaluering of "peer to peer" evaluering. Formele evaluering gee meer kredietwaardigheid aan die proses en help ook met die identifisering van ontwikkelingsmoontlikhede. Direksies moet fokus op ontwikkeling sodat hulle meer bevoeg kan raak om beter leiding te gee in die organisasie. Direksies moet onthou dat die bepalende toets is besigheideffektiwiteit, waar aandeelhouer-waardetoevoeging gemeet word en of daar verbeterde besigheidsdoeltreffendheid op die wins en verliesrekening is.