Six Sigma is one of the most successful improvement strategies of the last 5 decades and has been implemented worldwide by organizations in different sectors and sizes. Despite the popularity, 60% of all Six Sigma initiatives are abandoned or end in failure. Therefore, the purpose of this thesis is to investigate what factors large manufacturing enterprises in Sweden need to prioritize to introduce Six Sigma successfully. The research was conducted as a holistic multiple-case study where qualitative data was collected through semi-structured interviews with three companies. A thematic analysis was made to identify patterns between the companies about critical success factors associated with Six Sigma, Change Management, and Organizational culture. It was shown that Company 1 has introduced Six Sigma but has no defined plan on how to move forward with the initiative. Company 2 has fully introduced the method and is actively working with it, while Company 3 has failed with the introduction of Six Sigma. All identified factors were rated as either a success or a failure factor for each case company. The success factors differentiating Company 2 from the other case companies have been evaluated to be the most critical success factors. Top management commitment, Organizational support, Organizational culture, Communication, and Strategic plan have been identified as the most critical success factors that must be prioritized to introduce Six Sigma successfully. Furthermore, cultural factors such as communication between departments, supportive managers, and committed top management have been identified as important to introduce Six Sigma successfully. The results of this study can be applied to successfully introduce change initiatives in large manufacturing enterprises in Sweden.

This thesis has the main purpose of uncovering the stages and success-failure factors to implement corporate entrepreneurship in energy and automotive companies. The goal is driven by the implication that not understanding the process and factors to be considered can result in the failure of new business development. The corporate entrepreneurship implementations within many corporations are heterogeneous and variative. Therefore, instead of looking at corporate entrepreneurship from a general standpoint, this research combines the two cases to figure out the practice of corporate entrepreneurship more deeply by looking at the similarities and differences between the two of them. The research is conducted in Sweden with the case of two Swedish Companies with different business focus: Volvo (automotive company) and Vattenfall (energy company). This research uses comparative case studies which use semi-structured interviews and analysis of company information. The interview respondents were seven people from the corporate level from different divisions in both companies and nine people from the venture level with different corporate venture projects. The findings of this thesis have identified a total of 21 critical activities in the development stages and 17 success factors in the corporate venture development based on the incorporation of practice in Volvo and Vattenfall. Both companies have many similar activities in the development stages and success factors in the internal venture development. Both of them give a similar picture of corporate entrepreneurship implementation. It shows that the practice of corporate entrepreneurship in Swedish companies has a pattern of firm behaviours. The differences between activities and success factors occur due to different types of projects and organizational structures. / Detta examensarbete har som huvudsyfte att undersöka stadierna och framgångs faktorerna för att implementera entreprenörskap i energi- och fordonsföretag. Målet drivs av implikationen att om man inte förstår processen och faktorerna som ska beaktas kan det leda till att ny affärsutveckling misslyckas. Implementeringarna av entreprenörskap inom företag är heterogena, och vi måste undersöka variationen djupare utveckla mer om variationen. Därför, istället för att titta på entreprenörskap inom företag från en allmän synvinkel, kombinerar denna undersökning de två fallen för att ta reda på praktiken av företagsentreprenörskap djupare genom att titta på likheterna och skillnaderna mellan de två. Undersökningen bedrivs i Sverige med två svenska företag med olika affärsinriktning: Volvo (fordonsföretag) och Vattenfall (energiföretag). Denna undersökning forskning använder sig av jämförande fallstudier som i sin tur använder sig av semistrukturerade intervjuer samt analys av företagsinformation. Intervjurespondenterna var sju personer från företagsnivå från olika divisioner i båda företagen och nio personer från företagsnivå med olika företagsprojekt. Resultaten av denna undersökning avhandling har identifierat totalt 21 kritiska aktiviteter i utvecklingsstadierna och 17 framgångsfaktorer i företagsutvecklingen baserat på inkorporeringen av praxis i Volvo och Vattenfall. Båda företagen har många liknande aktiviteter i utvecklingsskedet och framgångsfaktorer i den interna venture-utvecklingen. Båda ger en liknande bild av genomförandet av entreprenörskap inom företag. Den visar att utövandet av entreprenörskap i svenska företag har ett tydligt mönster. Skillnaderna mellan aktiviteter och framgångsfaktorer uppstår på grund av olika typer av projekt och organisationsstrukturer.

由於全球化的浪潮，將市場競爭帶向新的局面，企業不再只尋求短期 的利潤，更傾向與他們的外部競爭者以及內部人員維持長期的合作關係， 以替企業帶來更大利益，這種共生共存的關係，亦即夥伴關係。已有許多 研究發現，發展夥伴關係能為企業帶來益處，學者也找出建立夥伴關係和 夥伴關係演化過程中的關鍵成功因素，或者針對形成夥伴關係的結合力進 行研究，然而，很少有學者提及如何管理夥伴關係，本研究以此觀點出發， 目的在找出供應商夥伴關係管理的重要因素並提出實踐的執行項目，以供 企業評估並改進其供應商夥伴關係管理的流程，另外提出夥伴關係度量 (Partner Relationship Metrics)之概念，讓企業據此分數來選擇供應商夥伴。 本研究首先由17 篇關於夥伴關係的文獻中找出18 個夥伴關係的關鍵 成功因素(Critical Success Factor, CSF)，並在每一關鍵成功因素下，定義若 干個關鍵執行項目(Key Practice Items, KPI)。這些關鍵執行項目都代表著供 應商合作關係中執行的行動，以關鍵成功因素及文獻中學者所提的關鍵結 合力(Bond)形成訪談內容，採取企業訪談法挑選台灣資訊電子製造業供應 鏈中分別屬於零組件供應商、加工製造者以及系統組裝商的六家企業進行 訪談。研究結果顯示，六家企業都認為順應性(Adapatibility)、信任(Trust)、 參與度(Participation)是重要的因素，另外也發現，訪談對象依其企業規模、 屬於買方或賣方市場等因素乃訪談結果有差異的原因之一。 關鍵字：B2B、供應商夥伴關係、關鍵成功因素、夥伴關係度量 / Over the past few years, companies have faced increasing challenges in their relationships with external competitors as well as internal employees. Recent years, managers tend to build a long term, ongoing relationships which are called partnerships. Researches have found that developing partnerships can contribute to the profit of a company and reduce the risk. Some researchers focused on the factors of the successful partnership; others on the bonds between partners. However, studies is lacking on how to manage a partnership. The purpose of this project is to find factors that make a successful supplier partnership and propose some key practice items (KPI) as well. Furthermore, we define partner relationship metrics (PRM) by combing bonds and success factors of partnership to help managers evaluate their supplier partners. This project is based on partnership literatures and business interviews. First, we chose 18 critical success factors (CSF) of the partnership from 17 literatures. Then, we surveyed 6 businesses of Taiwan Information & Electronic Industry and divided them into 3 categories to get the empirical data. We found all companies agree that Adaptability, Trust and Participation are the top 3 important factors in managing their supplier partner relationships. In addition, we discovered that the size of the companies and the one who holds the power in the supplier-buyer relationship influence the research results. Key words: B2B, supplier partner relationship, critical success factor (CSF), partner relationship metrics (PRM)

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-25T14:08:51Z No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-09-15T15:57:14Z (GMT) No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) / Made available in DSpace on 2017-09-15T15:57:14Z (GMT). No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) Previous issue date: 2016-12-23 / No ambiente cada vez mais competitivo no qual estão inseridas as organizações, percebe-se que gerentes que erram o diagnóstico sobre quais fatores são realmente cruciais para o sucesso competitivo, ficam sujeitos a empregar estratégias mal concebidas para perseguir objetivos de pouca importância. Identificar corretamente os Fatores Críticos de Sucesso (FCS) no negócio é um dos primeiros passos para um bom planejamento estratégico, além de ser essencial não só para a determinação das informações necessárias para o correto gerenciamento, mas também, para priorizar os critérios de avaliação dos resultados. O trabalho objetiva levantar quais as variáveis críticas que são relevantes para a satisfação dos clientes que atuam no mercado livre de Energia. A abordagem metodológica científica proposta está estruturada numa pesquisa quantitativa com a aplicação da metodologia CHAID. Os dados foram levantados a partir de uma pesquisa realizada por uma empresa atuante do setor elétrico. Como resultado esperado se enseja consolidar a análise proposta que permitirá avaliar os fatores críticos de Sucesso no Ambiente Livre de Comercialização Energia elétrica no Brasil. / In the increasingly competitive environment in which organizations are inserted, it is clear that managers who miss the diagnosis of which factors are really critical to competitive success, are subject to misuse strategies designed to pursue goals of little importance. correctly identify the Critical Success Factors (CSF) in business is one of the first steps to a good strategic planning as well as being essential not only to determine what information is necessary for the proper management, but also to prioritize the evaluation criteria results. The work aims to raise which the critical variables that are relevant to the satisfaction of customers operating in the free energy market. The methodology approach is structured in a quantitative research with the application of CHAID methodology. The data were gathered from a survey conducted by a company active in the electricity sector. As a result expected is expected to consolidate the proposed methodology that will evaluate the success of critical factors in marketing Free Environment Electricity in Brazil

在經濟全球化的後金融危機時代中，技術財產權的交易對於推動產業升級，推動新產品及市場發展和進一步推動技術移轉成對現實生產力仍然具有重要市場貢獻的實際意義。不斷豐富技術財產權交易的商業化方法及流程後充分發揮技術財產權交易在市場的領先及先發地位。本研究著重在技術移轉的成功關鍵因素之研究，所以會同時考量到技術應用、市場需求及供應鏈等方面的議題。另外，政府研究機構與企業間的技術移轉對其本身經營成效均是相當重要。對企業而言，此類型的技術移轉已成為其獲取新型技術的重要來源。對政府研究機構而言，政府研發投資的成效係決定於研發成果能否有效地移轉廠商。本研究主要以研究機構之一工業技術研究院技術移轉為主。研究對研究機構及企業而言，進行技術移轉的主要關鍵成功因素為何?研究有以下四個發現;(1)技術移轉業務牽涉層面廣泛、涵蓋多樣專業，包括技術、法律、管理、財務等，宜達到認知一致及雙方資訊回饋的情形下，一定要和對方保持在高頻率溝通。(2)技術移轉需要整合各方資源，所以為了使技術移轉時技術接受者方的技術達到同一個技術水平的情況下，研究機構應為對方隨時準備。(3)雙方背景的懸殊，會影響技術移轉績效;研究機構在避免開發出不符合市場競爭力的商品的情況下，研究機構應一開始就著手彌補這差異。(4)市場變化多端，建議甚至技術移轉期後，仍然應強化後續與企業在技術商品化的互動來因應市場在不同階段的變化。 關鍵字： 技術移轉、研究機構、技術商業化、新產品開發、成功關鍵因素。 / In the age of post global economy financial crisis, trading of intellectual properties still have real meanings to the market in pushing new products, developing new markets and further pushing technology transfer into producible. After continuous refining IP trading methodologies and processes, business entities will become leaders in their markets. This research will focus on success factor in technology transfer with topics in technology applications, market demand and supply chains. Moreover, we will discuss important factors in technology transfer between government research institutions and private enterprises. For private enterprises, it is an important source of obtaining new technology. For government research institutions, performance of the government research investment is determined by whether the result of research and development can be successfully transferred to private enterprises. In this research, we will be mainly discussing technology from Industrial Technology Research Institute in Taiwan. In this research, the author will discuss four main findings in key successful factors in technology transfer between the government research institution and private enterprises. (1) Technology transfer is very involved in many aspect of business including research and development, law, management and finance, etc. It is best to keep good communication between both entities to reach a common consensus and to keep good feedback. (2) Resources from both entities have to be integrated in the process of technology transfer. Therefore, the research institution have to be prepared to have a plan of support for private enterprises to reach the same technology level. (3) Difference in background knowledge between both entities will have impact in technology transfer performance. In the beginning, the research institution have to prepare to remedy this difference in recognition to prevent developing a product that is not competitive in the market. (4) Market changes fast. The research institution should reinforce interaction between itself and private enterprises in technology commoditization and responds to difference phase of product development and market development. keyword : technology transferring, research institution, technology commercialization, new product development, critical success factor.

Agila Business Intelligence System (ABIS) är en relativt ny och komplex typ av informationssystem, som kännetecknas av förkortade utvecklingstider, genom att exempelvis införa mer självbetjäning i de analytiska systemen, för att kunna möta ett behov av att analysera omvärldsfaktorer, som förändras i en allt snabbare takt. Eftersom ABIS är ett nytt och relativt outforskat område, finns ett behov av att utforska detta område. IT-investeringar är alltför ofta olönsamma och finns ett intresse av att visa på vad som bidrar till ett framgångsrikt införande av ett ABIS och på vilket sätt. Syftet med denna fallstudie var att identifiera högt rankade och gemensamma faktorer baserat på de kritiska framgångsfaktorer som belagts av tidigare forskning inom ABIS, beskriva hur dessa bidragit till ett framgångsrikt införande samt utröna skillnader och/eller likheter mellan hur dessa faktorer verkar ur kund- respektive leverantörsperspektiv. Som underlag för denna studie användes framför allt tidigare forskning kring kritiska framgångsfaktorer för Business Intelligence System. Speciellt en modell som utvecklades 2010 av Yeoh och Koronios användes som utgångspunkt för att lista de potentiella faktorer, som skulle beaktas av denna studie. Denna undersökning genomfördes som en fallstudie med hjälp av ett företag, som både levererar konsulttjänster och ABIS. En Delphipanel användes för att sortera fram framgångsfaktorer, som sedan studerades närmare genom semistrukturerade intervjuer för hur dessa kritiska framgångsfaktorer bidragit till ett framgångsrikt införande av ABIS från dels ett kundperspektiv, dels ett leverantörsperspektiv. De två faktorer som rankades högt och samtidigt delades av samtliga respondenter var: affärsvision och planer datakvalitet och dataintegritet Kundperspektivet var det styrande och leverantörens roll var ordentligt förstå kundens perspektiv, för att på så sätt framgångsrikt införa ABIS. Affärsvision och planer var av betydelse för att koppla införande till kundens målsättningar. Datakvalitet och dataintegritet var den mest betydelsefull faktorn utifrån den resursfördelningen skedde inom ett införandeprojekt för ABIS. / An Agile Business Intelligence System (ABIS) is a relatively new and complex type of information system, which is characterized by shortened development times, for by example introducing more self-service in the analytical systems, in order to meet the need to analyze the business environment, which is changing at an even faster pace. As the ABIS is a new and relatively uncharted area there is a need to explore this area. IT investments are too often unprofitable and there is an interest to show what contributes to a successful implementation of an ABIS and in which manner. The purpose of this case study was to identify highly ranked and common critical success factors based on the critical success factors faced by previous research in ABIS, describe how these contributed to a successful introduction of the system and examining differences and / or similarities between how these factors act from customer and supplier perspective. Earlier research on critical success factors for business intelligence systems was used as a basis for this study. Especially the model developed in 2010 by Yeoh and Koronios was used as a starting point to list potential factors to be considered by this study. This study was conducted as a case study with the help of a company that delivers both consulting services and ABIS. A Delphi panel was used to shortlist two success factors, which were then studied in more detail in semi-structured interviews to describe how these contributed to the successful introduction of ABIS from both a client as well as a supplier perspective. The two factors that both ranked high and were common for all respondents were: Clear vision and well-established business case Data quality and data integrity The leading perspective was the customer and the supplier role was to properly understand the customer perspective in order to successfully introduce ABIS. The vision and business case were important to link the introduction ABIS to client objectives. Data quality and data integrity was the most significant factor on the basis of the resource allocation of implementation projects for ABIS.

Investigations reveal that the failure rate of e-governance projects in developing countries is between 35% and 50% whereby, 35% is classified as a total failure and 50% is considered a partial failure. Furthermore, previous e-governance frameworks lack reliable project discipline to deliver e-governance systems effectively to stakeholders for further exploits. This is one of the major reasons why e-governance projects fail to deliver the expected value to the citizenry and thereby, negatively impacting on socio-economic development. The purpose of this study was to develop a framework for benchmarking e-governance projects for socio-economic development in developing countries. The Design Science Research methodology was relied upon for the purpose of the study in order to answer its various research questions. Preliminary research investigations led to the identification of a range of critical success factors necessary for effective and efficient delivery of an e-governance project that fulfils expectations throughout the project lifecycle. Further investigations demonstrated that the foregoing critical success factors represent crucial and effective mechanisms for performing project assurance in the ambit of Monitoring and Evaluation. A generic framework for benchmarking e-governance projects was proposed. Further evaluation and validation exercises were undertaken on the framework through a survey involving a comprehensive sample of participants recruited from the Ghana ecosystem, a country considered a developing country. Experts who had comprehensive knowledge of challenges experienced when engaging in e-governance projects were also recruited from the international community as additional respondents in the survey. The study used a combination of simple random sampling and purposive sampling. Simple random sampling method was used to select 19 practising project managers, while purposive sampling method was employed to include e-governance experts in academic and research institutions as well as non-governmental organizations, with valuable insights concerning the research questions being addressed. The data collected was analysed using thematic analysis, and Pearson Chi-square test. The outcome of the evaluation and validation exercises produced an improved framework of which an appropriate prototyped proof of concept was developed for the purpose of enabling e-governance project stakeholders to perform project quality assurance throughout its lifecycle. Such as prototype, if implemented in real-life will go a long way in addressing many challenges faced in the entire e-governance project value chain from a prioritization, learning, cost, quality, time and impact perspectives. The overall outcome of this study showed that despite the reality that the failure rate of e-governance projects remains high in developing countries, there is strong evidence indicating that the aforementioned situation could be circumvented. The research found that success is achievable by embarking on a rigorous process of monitoring and evaluation based on well-defined performance metrics that embody time, quality, budget and scope. As such, the significant minimization of the failure rate of e-governance projects in developing countries would become reality provided that sound monitoring and evaluation are performed in all phases of the project even after its deployment. / Information Science / Ph. D. (Information Systems)

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近年來有關企業策略及產業演進之研究，隨著組織內外環境互動之增加，而逐漸受到 相當的重視。有關企業策略之研究，一般偏向於公司個體作為之剖析；而有關產業演 進之研究，則多採整體覯察之方式進行；本研究試圖同時以個體微觀與整體巨觀之方 式，對兩者間互動關係進行探討。有關產業演進之理論根據，係以哈佛大學教授波特 （Porter. １９８０）有關產業分析與演進之論著為主，並參考吳思華教授之「產業 政策與企業策略」；有關企業策略之文獻則以司徒達賢教授之「企業政策」及策略形 態理論為骨架，旁及國內外學術期刊中有關競爭策略之論著。由於研究範圍相當廣泛 ，且重點在於建立自有之理論架構，故研究方法係自理論之研討與實務之觀察同時並 進，著重於資料之蒐集、分析、比對，並以專家請教、團體研討、腦力激盪等方式來 產生創造性思考，以獲致架構性結論。研究內容係以電視機及個人電腦產業為對象， 分別觀察其國內外產業演進之歷史軌跡，以生命週期循環之觀念劃分其演進階段，並 歸納呇階段之產業特色、關鍵性成功因素、以及變遷訊號；而另一方面亦透過專家請 教及次級資料之蒐集，來瞭解國內外主要廠商在產業演進各階段之策略性作為，以及 其策略成效。研究結果發現不同產業之演進型態有所差異，而不同階段中有著不同的 關鍵性成功因素；就企業而言，策略形態之決策係受外在環境、內在條件以及企業目 標組合之影響，當功能性政策及組織結構與策略形態配合良好時，可以產生策略效率 ，使企業之策略作為有所涵意，然而，此項策略涵意必須能配合業滿足產業階段性關 鍵成功因素，才能產生實質的策略效果，而達成企業績效。最成功的企業，能夠在環 境變化實際發生以前偵測到變化訊號，予以正確之解釋與推論，並且預先調整本身策 略形態以為因應；而未能敏感於內外變動，且無策略調整以為因應之企業，其生存成 長將受到嚴重威脅。

ERP系統是目前相當熱門的資訊科技，應用的層面很廣，不僅各大企業已經相繼實施，就連中小企業也可以選擇較為精簡的版本導入。而企業實施ERP系統，不可能一次就全部導入實施所有的模組，這樣做不管在費用上或者是在時程上的安排都是不可行的，因此企業常常會先實施某些跟企業核心競爭力有關的模組，而生產模組就常常是企業首次導入的模組之一，因此本研究的重心就是生產模組。 本研究針對企業的實際需求來找出現行ERP系統在生產模組的不足之處以及國內企業實施ERP系統時，在生產策略規劃這方面有那些地方是需要注意的。很多企業都實施了不錯的模組，為何成效卻不好？到底是出現了何種問題？本研究將從策略規劃、IT架構與ERP運作這三個構面來尋找企業實施ERP的關鍵成功因素，希望企業能夠在實施ERP系統時能掌握到這些因素，發揮ERP系統的效能，提昇企業的競爭力。 本研究將關鍵成功因素分成三大構面，是以生產模組為例。研究架構分成策略規劃(這邊所提到的策略規劃偏重於生產策略規劃)、IT架構與ERP運作這三個研究構面，三個構面雖是分開羅列，但是彼此之間卻是密切相關，互相影響。每個構面又有數個關鍵成功因素，這些關鍵成功因素就是本研究所要探討的研究變數。 本研究採用個案研究法，研究對象是一家製帽公司。本研究除了深入訪談個案公司的人員之外，也訪問了協助個案公司建置ERP系統的資訊公司人員。在深入訪談之外，本研究閱讀了ERP實施過程的相關資料文件，並且實地觀察ERP系統生產模組的運作過程，藉以能夠更深入了解個案公司。在個案公司研究完畢之後，對個案公司提出幾點建議，這些建議分成四個部分來說明，並發現幾個可供思考的問題與方向。 本研究經過個案研究之後，初步篩選出九個關鍵因素，經過探討之後將九個因素整合成六個因素，使其更具普遍性，適合更多的製造業公司。另外本研究從企業策略、ERP建置以及IT架構這三個層面來說明企業實施ERP系統需要注意、掌握的幾個重點。企業要設法去掌握關鍵成功因素，去除會導致失敗的原因，如此才能達到成功的目標。最後本研究針對企業實施ERP系統(本研究的重心是在生產模組)的過程提出幾點建議，並且列出幾個後續研究方向。