In the late 20th century, the management of care came under the control of large health care conglomerates, like the Carilion Health System in Roanoke, Virginia. This study examines the evolution of Carilion from its beginning in 1988 to the present and analyzes Carilion as a complex system by using analytical tools drawn from a variety of STS scholars. Carilion's mission began with its hospitals. From 1954-1988, Carilion's predecessor, the Roanoke Hospital Association, developed a network for delivering care, training programs and management to small community hospitals throughout southwest Virginia. In 1988, the Roanoke Hospital Association was officially renamed the Carilion Health System. In its initial phase, 1988-1992, Carilion expanded its hospital network into as many communities as possible. The thesis of this work is that Carilion and communities came together to see if they could build a corporation to manage care and, at the same time, maintain local traditions of care. From 1992-1996, Carilion transformed itself from a hospital organization to a health care system and finally to a managed care system in order to compete with rival Columbia/HCA. This transformation required the creation of a physician management company and a health plans division. In 1995, Carilion's administrators began a reengineering program which redefined services and strategies for corporate growth. This included construction of a state-of-the-art facility situated between two competing Columbia/HCA hospitals in the New River Valley. In 1998-2000, Carilion engaged in a massive advertising blitz to garner additional market share from Columbia/HCA. Carilion's marketing strategies show that health care has changed dramatically under a business model, in spite of corporate America's assurances that it would not. This study gives voice to health care workers who describe exactly how their experiences have changed since corporations, such as Carilion, began managing their work. Drawing on interviews with Carilion physicians, hospital administrators, board members and medical staffs, the day-to-day activities taking place within hospitals and physician practices comes to life. The narrations describe how difficult it is for groups working within Carilion's facilities to carry out Carilion's growth strategies while at the same time maintaining communities' traditions of care. Since 1999, Carilion moved in three new directions: the creation of the Carilion Biomedical Institute incorporating biotechnology and biomedicine; the institution of a hospital partial-ownership program, which meant Carilion did not have to assume full ownership and expenses of some facilities; and the installation of an electronic medical records system in physician practices to manage patients' data, physicians' costs and physicians' productivity. These new directions illustrate how Carilion envisions a different paradigm of care delivery. While the study addresses how Carilion became a managed care organization, this work represents foremost an analysis of system building in America today. Like most corporate systems, Carilion exemplifies a mix of social, economic and technological components that have been assembled to form a corporate entity. This work explains how corporate systems come to manage traditions, values and resources within communities and for communities. / Ph. D.

Yes / This empirical study investigated senior managers’ perceptions and application of strategic management in the Libyan National Oil Corporation (NOC). Key factors influencing the processes of strategic management were identified and overall findings have been compared with a model of strategic management. A case study approach was adopted, based on a two-stage research design. The first stage comprised of a survey involving seventy senior managers and was followed by twelve semi-structured interviews to deepen the questionnaire findings with qualitative data. Findings suggest that the Libyan NOC may have relied too heavily in the past on strategy formulation and strategic management as the preserve of a very few individuals at the top of the organization. Whilst political directives set the strategy for the whole organisation, a gap in knowledge and understanding existed between the senior business managers and the political appointments to the Board. The case study does not necessarily reflect the situation in other NOCs. Furthermore, it excludes the impact of the revolution in Libya. Recommendations have been made for improving practice concerned steps in the strategic management process and senior managers’ effectiveness within the Board team. In the context of an example of a state-owned enterprise, the inclusion of three elements was suggested: Board effectiveness, medium-term objectives and social responsibility as an aspect of environmental scanning. This is a first time empirical study of senior managers’ perceptions of strategic management in a National Oil Company.

For the last three decades, semiconductor industry has played an important role in Taiwan economics. The analysis of Taiwan electronics industry has been focused on most channels & logistics. Due to previous working experiences, we will like to do a research of international companies’ sales incentive program in terms of value, culture, core competence, and sales strategy. As we know that R&D, marketing, sales, production, finance, human resource all play the important role in a company. The sales revenue, sales growth, and sales margin play even more decisive role on the stock price. It is very important for company to drive sale team with the incentive, compensation strategy, entrepreneurial culture, and strategy will be discussed in the following chapters. This study will cover a small portion of the criteria to evaluate company’s sales performance which provide a better guidance for my future sales strategy to capture some existing companies’ business models and phenomena.

Thesis (doctoral)--Université de Lausanne.

Thèse de doctorat--Droit--Paris, 1898.

The government land development corporation model works at ‘arm’s length’ from the public sector to manage development of public land assets. With the potential to create uplift in value and shape the built environment to achieve City objectives, many municipalities have established this model, yet there is a lack of study on their impact to the municipal planning and development process. This research presents a case study, including key informant interviews, of the Calgary Municipal Land Corporation’s (CMLC) management of the redevelopment of the East Village to identify lessons that may be application in other development projects. A list of themes for success and weakness informs discussion on how a government land development model can impact municipal planning policy, development process and standards. Half way into the project timeline, CMLC has achieved many of its objectives through a coordinated approach grounded in a strong vision set in a Master Plan. Active marketing and infrastructure upgrades that focused on connections established a renewed sense of place to a blighted neighborhood. CMLC benefits from being able to act in a nimble manner outside of the often-extended municipal decision-making structure. A broad mandate, control over budget decision, land ownership and authority to manage phasing provides efficiency in operations and confidence to investors, however public accountability remains a concern. CMLC introduces new avenues of collaboration and brings multiple disciplines together for risk sharing facilitating innovation in planning policy, practice and standards, that otherwise may have been lost in negotiation. Positioned at the interface between public and private, CMLC has found success in balancing interests and tensions through combining the strengths of each sector. / February 2017

The aim of my thesis titled "Formation, incorporation and invalidation of the business company" is a description of a complicated two-stage process of establishment of a business company. In connection with the recodification of civil law the thesis focuses on the changes that recodification brought, points out its weaknesses and tries to propose possible solutions. The aim of this work is not to be a guide for potential founders, but rather to discuss the different phases from the theoretical point of view and with regard to the recent changes. The work also does not deal with general issues relating to business companies and even the process of establishing a European company and European Economic Interest Grouping. The thesis is divided into five chapters, each of them dealing with different stage or question of the establishment of a business company. The chapters are further subdivided into sub-chapters that discuss the individual phases in detail. The first chapter provides a general introduction and a basic description of the discussed topic. The second chapter deals mainly with the requirements of the founder, his position and the nature of the founding legal action. In the third chapter the thesis mainly addresses the issue of legal action of the preliminary business company and other...

Zugl.: Köln, University, Diss., 2005.

The financial and economic performance of SADC airlines has been poor for some time. The governments, citizens of SADC countries and donor agencies are no longer tolerating the existence of the loss making foreign currency intensive, prestige national airlines. This dissertation seeks to find ways to turnaround the poor performance of SADC airlines. The dissertation focused on the three basic turnaround strategies of cost leadership, differentiation and focus. The McKinsey 7-S framework was used to analyse the strengths and weaknesses of SADC airlines. The external (operating) environment was also analysed to determine the opportunities and threats. A study was carried out of some successful turnarounds of British Airways and Scandinavian Airline System. Singapore International Airlines, one of the most successful airlines in the world, was also studied in detail. The study showed that the strategy of cost leadership while focusing on domestic and regional operations was most likely to result in optimal performance of SADC airlines / Economics and Management Sciences / M.Com. (Transport Economics)

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