The enterprises of cable TV have to face much more pressure than ever; the reason is not only the rapid development of information technology but also the changes of market demand and the competition of the same business in Taiwan. In order to strengthen the competitive force in the radical market, cable TV companies have started to make plans and financial investments of adopting Information Systems (IS). Even though the cable TV firms have recognized the benefits of IS adoption, but they are still looking for the more efficient way of using IS to improve the business. Based on the significance of IS adoption and the lack of related empirical studies, this research endeavors to examine the factors which affect the cable TV enterprises on their tendency to adopt IS. The factors are selected from four dimensions¡G Characteristics of IS, characteristics of IS supplier, characteristics of environment, characteristics of organization. The important discoveries of this research as follows: 1. The operating structures of IS will affect the effectiveness of the cable TV companies. 2. The frequency of IS replacement will affect the measurement of cost by their cognition in cable TV firms. 3. The distinct style of leadership will affect the training time and cost of the new IS adoption. 4. The most of investigated firms are satisfied with the IS they adopted. 5. The capability of consultants fitted with the awareness of the Cable TV enterprises. 6. The group cable TV firms value the marketing share of IS suppliers more than the independent ones. 7. The group cable TV firms have less competitive pressure than the independent ones. 8. The large scale of cable TV firms have much more investment of IS than the small ones. 9. The smaller cable TV firms value the support of executive managers more than the bigger ones.

<p>Background: The notion of IT strategies has changed during recent years, because our perspectives towards IT in the organizations have changed. We expect IT to be fulfilling business goals and lever-age business opportunities and we have strengthened the role of IT in the supply chain. Our individual view on IT, whether it is strategic or supportive, whether the infrastructure should be standard-ized or individualized etc., most likely affects how IT strategies are interpreted and conducted in the organization. This is critical in companies who have their subsidiaries on foreign land. It is not obvi-ous that managers in different countries interpret the IT strategy the same way, just because it happens to be the same company. In most large global coalitions, a common central strategy for IT is the standard. I have chosen to examine Argentinean subsidiaries to Swedish companies as an example. Eight research questions were formulated, with the purpose of finding what is included in a generic IS/IT strategy, if the perspectives of managers are in line with the theory, whether views are consistent throughout the concern, and determine the challenges of global IS/IT management.</p><p>Purpose: This paper aims at finding the generic parts in a IS/IT strategy formulation and explain how business management and IT specialists of global coalitions interpret the concept IS/IT strat-egy. A sub-purpose is to define the priorities in global IS/IT management. The analysis of the paper culminates in a model - “the interpretation of IS/IT strategies”, with the ambition to give guidelines for managers and strategy formulators in a global environment.</p><p>Method: The study is of qualitative, exploratory and explanatory type, it has a descriptive part and a theory enhancing rational. By a thorough literature study and a pre- study I wished to explore and shed light on the perplexities in IS/IT management, nationally and globally. The broad research spectrum was a conscious choice to cover the complex area of IS/IT strategy and the various people affected. By conducting interviews; through questions and observations I also aimed at describing and explaining how IS/IT strategies are interpreted in practice. As a result of my hermeneutic research approach I am drawing conclusions from the similarities and dissimilarities I found in the different perceptions and relate it to the result of previous studies. The idea is thus to combine these insights in order to enhance theory in the area.</p><p>Analysis and result: what could be determined from the analysis is:</p><p>• IS/IT strategy composed of strategic planning, alignment between business- and IT, competitive advantage, knowledge management, responsibilities, system architecture, interaction and security.</p><p>• No “generic” strategy exists. A good strategy for a global coalition is forward-looking and flexible and frequently evaluated. The strategy gives competitive advantage if leveraged; the results are related to IS paradigm view.</p><p>• IT people proves short sighted while business/strategy management have long term perspective, which contradicts Earl, (1999). The difference could be due to culture in this case. The organiza-tional structure does not determine IT architecture, which contradicts King Sethi (1999).</p><p>• Managers and IT people are generally not in agreement. Interpretations of strategy are not consistent in global firms. Managers and not IT people need to take responsibility for the formulation and realization of the strategy. This is in accordance with Axelsson, (1995).</p><p>The implications to managers are: The organizational structure chosen should not be steering the politics for architecture, moreover that IT specialists with a technical view can not be responsible for strategy work or global standards. Managers are encouraged to develop knowledge management, to include intellectual assets in the IS/IT strategy and work with culture enhancement programs.</p>

Ordering and sales control information system (IS), which is being introduced in the trading company „Egzotika“ Lipeikis enterprise. The firm is operating in wholesale and retail business of tires and wheel rims. Due to the growth of the company, increased number of selling locations, and constantly growing and changing market environment, it became crucial to optimize the work of various departments in the company. The new IS will eliminate the repetition of the tasks performed and will guarantee rapid exchange of the important information during the working day. The purpose of the new IS is to improve the control of ordering and sales. The new IS will supplement the existing corporate accounting IS, because it can’t solve the problems of ordering and sales control. The new IS allows to perform these tasks: The formation of the orders - Ability to work with data on stocks in the warehouses - The optimization of the flow of goods within the departments - Sales analysis Initial information is imported to new IS from the corporate accounting IS. The new IS is operating with Microsoft Access 2002 and Microsoft Visual Basic programs. The module of the importation of the data from corporate accounting IS to new IS is actualized using CA-Clipper 5.2e programming language.

In this thesis, a public IS outsourcing case in Turkey is examined. The case is selected because of its unique characteristics that differentiate it from the other cases studied in the literature. The aim of this study is to understand the success factors in public IS outsourcing and to reveal which ones were applied in this specific case.

This research addressed the need for in-depth investigation of what actually happens in the practice of risk management in software package implementation projects. There is strong 'official' sanction in the IT literature for the use of formal risk management processes for IT projects but there is a confused picture of their application in practice. While many potential risk factors for IT projects have been identified, and formal procedures have been prescribed for the management of these risks, there has been little work investigating how project managers assess these risks in practice and what countermeasures they employ against these risks in their projects. In particular, the study used an interpretive critical decision interview approach to focus on those areas of risk management knowledge that project managers have acquired through experience, i.e. tacit knowledge. A new categorization of risk factors emanating from three sources -- vendor, client, and third party -reveals risk factors not previously identified. Some of these new factors arise from the three sources noted, while others arise from the package implementation focus of the projects and from aspects arising from the location of the projects in Hong Kong. Key factors that cause problems even when anticipated and mitigated, and the most often unanticipated problems are also identified. The study further presents an examination of the studied managers' risk management practices, and the strategies they use to address both potential and actual problems. This examination revealed close conformance with recommended literature prescriptions at some stages of projects, and significant variation at other stages, with strategies applied being broad and general rather than risk specific. A useful categorization of these strategies into four broad groups relating to different sets of risk factors is presented, reflecting the actual practice of respondents. Tacit knowledge was revealed throughout these investigations in the variances observed between prescribed and actual practice, and particularly from an examination of project managers' decision-making practices from two different perspectives - rational and naturalistic. A hybrid decision-making model is proposed to capture the actual processes observed, and to provide prescriptive guidance for risk management practice. The investigation makes a contribution to the field of IT project risk management in three ways. First, the investigation has addressed the need for empirical studies into IT risk management practices and the factors influencing project managers in their choice and application of strategies to manage risk. Second, by examining how experienced IT project managers approach the task of managing risk in software package implementations, the study has extended our understanding of the nature of the knowledge and skills that effective IT project managers develop through experience. Third, the study makes a theoretical contribution to our understanding of IT project risk management by examining the decision-making processes followed by IT project managers from the perspective of two contrasting theories of decision-making - the rational method and the Naturalistic Decision Making theory.

The aim of this study is to analyze how the United Nations as an organization has acted to combat IS between 2010 and 2015 from a perspective of human rights, and why the UN has not taken further action in this area. The second question is answered through three different perspectives: organizational theory, realism and liberalism and feminism. The essay is a case study, and it is based on primary sources such as literature and official websites concerning the UN and its work to combat terrorism. I have concluded that the UN has made extensive efforts to combat IS, through strategies, resolutions, institutions and sanctions. However, these efforts have sometimes represented violations of human rights and international law, which should form the basis for the UN's work against terrorism. The three perspectives provide different answers concerning why the UN has not made even more efforts to combat IS. The UN organization as a whole is emphasized, as well as the international system and male domination in the political arena.

Background: The notion of IT strategies has changed during recent years, because our perspectives towards IT in the organizations have changed. We expect IT to be fulfilling business goals and lever-age business opportunities and we have strengthened the role of IT in the supply chain. Our individual view on IT, whether it is strategic or supportive, whether the infrastructure should be standard-ized or individualized etc., most likely affects how IT strategies are interpreted and conducted in the organization. This is critical in companies who have their subsidiaries on foreign land. It is not obvi-ous that managers in different countries interpret the IT strategy the same way, just because it happens to be the same company. In most large global coalitions, a common central strategy for IT is the standard. I have chosen to examine Argentinean subsidiaries to Swedish companies as an example. Eight research questions were formulated, with the purpose of finding what is included in a generic IS/IT strategy, if the perspectives of managers are in line with the theory, whether views are consistent throughout the concern, and determine the challenges of global IS/IT management. Purpose: This paper aims at finding the generic parts in a IS/IT strategy formulation and explain how business management and IT specialists of global coalitions interpret the concept IS/IT strat-egy. A sub-purpose is to define the priorities in global IS/IT management. The analysis of the paper culminates in a model - “the interpretation of IS/IT strategies”, with the ambition to give guidelines for managers and strategy formulators in a global environment. Method: The study is of qualitative, exploratory and explanatory type, it has a descriptive part and a theory enhancing rational. By a thorough literature study and a pre- study I wished to explore and shed light on the perplexities in IS/IT management, nationally and globally. The broad research spectrum was a conscious choice to cover the complex area of IS/IT strategy and the various people affected. By conducting interviews; through questions and observations I also aimed at describing and explaining how IS/IT strategies are interpreted in practice. As a result of my hermeneutic research approach I am drawing conclusions from the similarities and dissimilarities I found in the different perceptions and relate it to the result of previous studies. The idea is thus to combine these insights in order to enhance theory in the area. Analysis and result: what could be determined from the analysis is: • IS/IT strategy composed of strategic planning, alignment between business- and IT, competitive advantage, knowledge management, responsibilities, system architecture, interaction and security. • No “generic” strategy exists. A good strategy for a global coalition is forward-looking and flexible and frequently evaluated. The strategy gives competitive advantage if leveraged; the results are related to IS paradigm view. • IT people proves short sighted while business/strategy management have long term perspective, which contradicts Earl, (1999). The difference could be due to culture in this case. The organiza-tional structure does not determine IT architecture, which contradicts King Sethi (1999). • Managers and IT people are generally not in agreement. Interpretations of strategy are not consistent in global firms. Managers and not IT people need to take responsibility for the formulation and realization of the strategy. This is in accordance with Axelsson, (1995). The implications to managers are: The organizational structure chosen should not be steering the politics for architecture, moreover that IT specialists with a technical view can not be responsible for strategy work or global standards. Managers are encouraged to develop knowledge management, to include intellectual assets in the IS/IT strategy and work with culture enhancement programs.

Abstract  Master's essay by Pawan Mostafa Autumn term 2017. Supervisor: Magnus Lindh.     A foreign policy analysis of influencing factors explaining Turkey's changed policy towards Syria                                                       This study searching an analytical explanation of factors of influence that possibly will have supported the way Turkey's foreign policy has changed in Syria. The study covers a main question and three different theoretical questions.      Charles F. Hermann's model for foreign policy change is used to produce results. In this context, the current study argues that the Arab Spring has been an important part of the changes in the regional security structure and made these changes the most important determinant of Turkish foreign policy. It further examines the leadership of Turkish foreign policy, the restructuring within the country and external shock as factors that perceive and convey change and lead to results. In this regard, this study focuses primarily on the explanation of the source of change and the intermediate step of the above-mentioned factors of influence.      The empirical purpose of this study is to develop an analytical explanation of the change in Turkish foreign policy in the context of the Arab Spring 2011, specifically focusing on the period 2015 to the now. By applying the explanatory model for foreign policy change in a qualitative content analysis, the study aims at contributing to the empirical studies of foreign policy change. In addition to the empirical goals, this study also has theoretical motives. The theoretical purpose is to contribute to the studies of foreign policy change. Taking into consideration previous literature on foreign policy change is an important dimension that gives the study a functional alternative, partly based on Hermann's three-step model. In addition, the study aims at contributing to the scientific literature, as it combines foreign policy analysis (FPA) with a focus on the actor's devices and analysis of international relations (IR) with a focus on system or structure. / Sammandrag        Magisteruppsats av Pawan Mostafa VT 2017. Handledare: Magnus Lindh. En Utrikespolitisk analys av påverkningsfaktorer bakom Turkiets ändrade policy gentemot Syrien       Den här studien söker en analytisk förklaring av påverkningsfaktorer som kan ha legat bakom hur Turkiets utrikespolitik förändrats vad gäller Syrien. Studien omfattar en övergripande forskningsfråga och tre olika teoretiskt ställda frågor.       Charles F. Hermanns modell för utrikespolitisk förändring används för att få fram resultat. I detta sammanhang hävdar den nuvarande studien att den arabiska våren har varit en viktig del av förändringarna i den regionala säkerhetsstrukturen och gjort dessa förändringar till den viktigaste determinanten inför den turkiska utrikespolitiken. Den undersöker vidare den turkiska utrikespolitikens ledarskap, omstruktureringen inom landet och extern chock som faktorer som uppfattar och förmedlar förändring och leder till resultat. I det avseendet fokuserar denna studie främst på förklaringen av förändringskällan och det mellanliggande steget i de ovannämnda påverkningsfaktorerna.       Det empiriska syftet med denna studie är att utveckla en analytisk förklaring av förändringen i turkisk utrikespolitik i samband med den arabiska våren 2011, specifikt med fokus på perioden 2015 till nutid. Genom att tillämpa den förklarande modellen för utrikespolitisk förändring i en kvalitativ innehållsanalys syftar studien till att bidra till de empiriska studierna av utrikespolitisk förändring. Förutom de empiriska målen har den här studien också teoretiska motiv. Det teoretiska syftet är att bidra till studierna av utrikespolitisk förändring. Att ta hänsyn till tidigare litteratur om utrikespolitisk förändring är en viktig dimension som ger studien ett funktionellt alternativ, delvis baserat på Hermanns trestegsmodell. Dessutom avser studien att bidra till den vetenskapliga litteraturen, eftersom den kombinerar utrikespolitisk analys (UPA) med inriktning på skådespelarens anordningar och analys av internationella relationer (IR) med inriktning på system eller struktur.

Diploma work is focused on implementation Business Intelligence applications in medium software company in order to support Corporate Performance Management. It creates suitable metrics portfolio according to Balanced Scorecard methodology. Implementation part presents development of the reporting system on the Cognos 8 BI platform in the current software company environment. The system evaluates the metrics every month. Metrics values are based on current data in transactional system. Diploma work has two parts: theory and reporting project. Theoretical part deals with BI system architecture in general. It is focused on reporting issues. It analyses typical usage and expected benefits of BI applications used for Corporate Performance Management in order to specify applications that are suitable for implementation in the company environment. Next issue of the theoretical part deals with IS development methodology that can be used in Business Intelligence projects. According to chosen criteria and weights with regard to this project it evaluates the best methodology for this project. It will be used in the next part. Practical part reporting project is both about development issues and usage the BI application from the end user view. This example provides information about activities, which are necessary for this development from initial study to testing phase. Project scope includes analysis of the environment, analysis of used metrics, design new metrics, metrics selection and implementation on Cognos platform. This example presents analytical usage of the Metric Studio tool and dymamical reports usage from the manager's view. The final part brings together critical success factors (CSF), which appear in this project.

This work documents the whole process of developing an information system for a small advertising agency. Its main sphere of business is the internet, hence the company is classified as a digital or interactive agency. My objectives are: analyzing business processes, assembling the functional specification and developing the core of the application and the module for a document management. I start with gathering some common parameters of DMS along with requirements for a web application framework, which is intended to use for a base of the intranet. Then I move to presenting specifics of our agency and I analyze its processes in order to capture all content and desired functionality of the developed system. Next phase is dedicated to design. First, I set the intranet in the context of global Enterprise architecture. I continue with modeling all architectural layers (conceptual, technological and implemental). The application is modular and benefits from using MVC architectural pattern. DMS module implements workflow functionality and I have used principles of Workflow Management Coalition to design that features. The last part of my work describes developed modules in more detail. My objectives were accomplished, core of the intranet is developed and currently in process of testing.