by Desmond Cheung Chi-hung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 34-35. / ABSTRACTS --- p.i / ACKNOWLEDGEMENT --- p.ii / TABLES OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- RESEARCH METHODOLOGY --- p.5 / Chapter III. --- CORPORATE GOAL AND VALUE --- p.6 / Corporate Goal --- p.6 / Corporate Value --- p.7 / Chapter IV. --- CORPORATE CONTROL --- p.9 / Is Manager Acting in Shareholder Interest --- p.9 / Is Director Work in Shareholder Interest --- p.10 / Managerial Competition --- p.11 / Mechanisms of Market of Corporate Control --- p.12 / Wealth Effects of Takeover Activities --- p.12 / Internal Control vs. External Control --- p.16 / Chapter V. --- HONG KONG SITUATION --- p.19 / Hongkong Hotel --- p.22 / Hongkong Land --- p.23 / Li and Fung --- p.25 / Privatization --- p.27 / Chapter VI. --- CONCLUSION AND RECOMMENDATIONS --- p.30 / BIBLIOGRAPHY --- p.34 / APPENDIX --- p.36

by Huang Zilong, Mok Gar Lon Francis, Yip Kin Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 66-67). / Introduction / Forward --- p.1 / Methodology --- p.3 / What is Process Management --- p.4 / Definition of process --- p.4 / An overview of process management --- p.5 / Goals of process management --- p.6 / Benefits of process management --- p.6 / Process Assessment --- p.7 / Process Analysis --- p.12 / Process Improvement --- p.16 / Process Assessment Tools/Techniques --- p.18 / Process Analysis Tools/Techniques --- p.19 / Different Performance / Process Improvement Tools --- p.20 / TQM --- p.20 / IS09000 --- p.20 / Business Process Reengineering --- p.20 / Process Management --- p.21 / Comparison --- p.22 / Company Experience with Process Management --- p.23 / IBM experience --- p.23 / Background --- p.23 / Methodology --- p.24 / Current development --- p.26 / MTRC experience --- p.28 / Background --- p.28 / Methodology --- p.29 / Current development --- p.31 / Application of Process Management at CRC --- p.32 / Background --- p.32 / History of merging --- p.32 / Restructure --- p.33 / Difficulties encountered --- p.34 / Current Situation analysis --- p.36 / Structure --- p.36 / Practices --- p.38 / Human issues --- p.41 / Attitude --- p.41 / Motivation --- p.43 / Knowledge and Skills --- p.43 / Selecting the key process --- p.43 / Customer Service --- p.44 / Purchasing Management --- p.44 / Process Assessment --- p.44 / Process Analysis --- p.49 / Process Improvement --- p.58 / Key learning / Conclusion / Further discussion --- p.61 / Management Issues --- p.62 / Human Issues --- p.63 / "Integrating TQM, Process Management and BPR" --- p.64 / References --- p.66 / Appendices / Appendix I An example of Process Map / Appendix II Retail Information & Management Systems

Chang Yir Lirng. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 97-102). / Abstract also in Chinese. / ABSTRACT --- p.ii / ACKNOWLEDGEMENT --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.ix / LIST OF FIGURES --- p.xi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.6 / Chapter II. 1 --- Definition of Terms --- p.6 / Chapter II. 1.1 --- Definition of Quality --- p.6 / Chapter II. 1.2 --- Definition of Total Quality Management --- p.8 / Chapter II.2 --- Long-term Quality Strategic Planning --- p.8 / Chapter II.3 --- Quality Management in China --- p.9 / Chapter II.4 --- Quality and Financial Performance --- p.11 / Chapter II.5 --- "Comparison of Quality Management Approaches of Deming, Juran, and Crosby" --- p.13 / Chapter II.5.1 --- Edward Deming's Approach --- p.13 / Chapter II.5.2 --- Joseph Juran's Approach --- p.14 / Chapter II.5.3 --- Philip Crosby's Approach --- p.15 / Chapter II.5.4 --- Comparison of Quality Management Approaches --- p.16 / Chapter II.6 --- Evaluation of Quality Management Frameworks --- p.18 / Chapter II.6.1 --- International Quality Standards --- p.18 / Chapter II.6.2 --- The Malcolm Baldrige National Quality Award --- p.20 / Chapter III. --- "RESEARCH QUESTION, CONCEPTUAL CONSTRUCT AND RESEARCH HYPOTHESIS" / Chapter III. 1 --- Research Question --- p.21 / Chapter III.2 --- Research Hypothesis --- p.22 / Chapter IV. --- RESEARCH METHODOLOGY / Chapter IV.1 --- Research Design --- p.25 / Chapter IV.2 --- Conceptual Constructs --- p.26 / Chapter VI.3 --- Questionnaire Design --- p.28 / Chapter IV.3.1 --- Identification and Selection of Measurement Items in the Questionnaire --- p.28 / Chapter IV.3.2 --- Independent Variables --- p.28 / Chapter IV.3.3 --- Dependent Variables --- p.30 / Chapter IV.3.4 --- Measurement Method --- p.31 / Chapter VI.3.4 --- Translation --- p.32 / Chapter VI.4 --- Construction of measurement items for constructs of Quality Management --- p.33 / Chapter VI.5 --- Data Collection --- p.39 / Chapter V. --- HIGHLIGHT OF FINDINGS / Chapter V.1 --- Respondent Characteristics --- p.41 / Chapter V.2 --- Company Demographics --- p.44 / Chapter V.2.1 --- Company Size --- p.44 / Chapter V.2.2 --- Employees Turnover Rate --- p.45 / Chapter V.2.3 --- Company Sales Last Year --- p.45 / Chapter V.2.4 --- Number of Years Established --- p.46 / Chapter V.2.5 --- Employees Involved in Quality Improvement Activities --- p.46 / Chapter V.2.6 --- Other Company Information --- p.46 / Chapter V.2.7 --- Customer Perception of Company Performance --- p.49 / Chapter V.3 --- Quality Performance --- p.51 / Chapter V.3.1 --- Percent of Items Defective --- p.52 / Chapter V.3.2 --- Internal Waste and Scrap(%) --- p.52 / Chapter V.3.3 --- Returns and warranty --- p.52 / Chapter V.3.4 --- Rework costs --- p.53 / Chapter V.3.5 --- Training and development expenditures --- p.53 / Chapter V.4 --- Financial Performance --- p.54 / Chapter V.4.1 --- Last year's net profit --- p.54 / Chapter V.4.2 --- Last year's return on assets(ROA) --- p.55 / Chapter V.4.3 --- Past three years' return on assets(ROA) --- p.55 / Chapter V.4.4 --- Past three years' sales growth/decline --- p.55 / Chapter V.5 --- Quality Improvement Techniques --- p.56 / Chapter V.5.1 --- Formal Approach to Quality Improvement --- p.56 / Chapter V.5.2 --- Separate Quality Department --- p.58 / Chapter V.5.3 --- ISO 9000 Certification --- p.58 / Chapter V.5.4 --- Application of Quality Improvement Techniques --- p.60 / Chapter V.5.5 --- Quality Improvement - Understand and Specify Customer Requirements --- p.64 / Chapter V.6 --- Productivity Improvement Techniques --- p.66 / Application Of Productivity Improvement Techniques --- p.71 / Chapter VI. --- STATISTICAL ANALYSIS AND DISCUSSION / Chapter VI.1 --- Analysis of Construct Reliability --- p.73 / Chapter VI.2 --- Analysis of Validity --- p.73 / Chapter VI.2.1 --- Content Validity --- p.73 / Chapter VI.2.2 --- Construct Validity --- p.74 / Chapter VI.3 --- The Regression Model --- p.75 / Chapter VI.4 --- Quality Performance --- p.76 / Chapter VI.4.1 --- Items defective --- p.79 / Chapter VI.4.2 --- Waste and damage as % of sales --- p.80 / Chapter VI.4.3 --- Returns and warranty --- p.80 / Chapter VI.4.4 --- Inspection cost --- p.81 / Chapter VI.4.5 --- Rework --- p.82 / Chapter VI.5 --- Operating Performance --- p.83 / Net profit as % of sales --- p.83 / Chapter VI.6 --- Financial Performance --- p.87 / Chapter VI.6.1 --- Last year's net profit as % of asset --- p.90 / Chapter VI.6.2 --- Sales growth in last year --- p.91 / Chapter VI.6.3 --- Sales growth in past three years --- p.91 / Chapter VII. --- CONCLUSION --- p.93 / Chapter VII.l --- Conclusion --- p.96 / Chapter VII.2 --- Limitation --- p.96 / BIBLIOGRAPHY --- p.97 / APPENDIX --- p.103

A new workflow model, namely multi-agent workflow model (MAWM), is proposed. The cultural dependent issues in Chinese business process modeling are considered and catered for in MAWM. Moreover, MAWM offers high flexibility in workflow modeling. / Further, the structural correctness of a process in MAWM is verified. A set of structural correctness criteria are defined and based on them a series of verification algorithms are designed. Also, we show that the verification algorithm for a single process is linear in complexity. As such, it is more efficient than contemporary algorithms, which are polynomial. / In this thesis, we have provided a starting point for organizational issues, especially cultural issues support in workflow modeling. Our research focuses on the context of Chinese business processes. Based on our study of Chinese business culture, we identified a set of desirable properties for workflows in Chinese business process modeling. / Our research has shown that there are one must cater for the cultural requirements for effective Chinese business process modeling. This aspect, however, has been undermined. MAMW is our attempt to break through this "cultural vs. technology" iceberg. / Ren Yongjie. / Source: Dissertation Abstracts International, Volume: 62-09, Section: B, page: 4086. / Supervisers: Kam-Fai Wong; Boon-Toh Low. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (p. 124-132). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

published_or_final_version / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

Pang Chun-bor. / Summary in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 97-99.

This comprehensive project introduces the past and present of the Chinese petroleum industry, conducts industry analysis using Michael Porter's Five forces model, and discusses the changes made in recent years and the business oppurtunities for foreign companies. In order to effectively enter the chinese petroleum market, four commonly used entry strategies are introduced. Key issues, weaknesses and strengths, as well as implications of each entry strategy are discussed in detail.