The United States is home to nearly three million Asian Indians. The difference in Asian Indian and American cultures creates a need for Asian Indians to acculturate, upon migration to the U.S. It has been theorized that acculturation becomes harder when the two cultures of contact are dissimilar. Particularly, immigrant women and children have been found to be more vulnerable than men to acculturative stress, where acculturative stress is defined as the psychological impact of adaptation to a new culture. Hence, this study focuses on acculturation of Asian Indian women and specifically on factors influencing their acculturation. Research findings from this study on acculturation of Asian Indian women provide information, useful for public policy makers. They have been utilized to develop a program (used by settlement service providers) designed specifically to facilitate acculturation of Asian Indian women in the U.S. A two-dimensional model developed by J.W. Berry, a prominent researcher in the field of acculturation, is employed to classify the acculturation process of Asian Indian women who were part of this study. Based on Berry’s model, the acculturation process of an immigrant can be described by one of the following four strategies: 1) Assimilation, 2) Integration, 3) Separation, or 4) Marginalization. According to Berry, the Integration strategy is considered the most effective acculturation strategy in terms of long-term health and wellbeing of the individual. This study employed a cross-sectional design, using quantitative methods for data analysis. Data were collected by means of a web-based acculturation survey that was developed as part of the study. Data analysis indicated that a majority of the Asian Indian women adopted the Integration strategy. A conceptual model was developed and multivariate analyses were conducted to examine the key acculturation factors that influenced Asian Indian women using the Integration strategy. These identified key factors helped to understand the cultural adaptation of Asian Indian women.

Tyrimo objektas: 1) Žemaitijos ūkininkų ūkiai, užsiimantys pieno gamyba verslo pagrindais ir vertikaliosios integracijos strategijos kooperuoto įgyvendinimo pasekoje sustiprinę savo konkurencines jėgas pieno pardavimų/supirkimų grandyje; 2) Žemės ūkio kooperatinė bendrovė „Pieno gėlė“, kaip vertikaliosios integracijos strategijos kooperuoto įgyvendinimo sėkmingas pavyzdys. Darbo tikslas: Parengti pienininkystės ūkių vertikaliosios integracijos strategijos sėkmingo kooperuoto įgyvendinimo veiksnių loginę schemą. Uždaviniai: 1. Išnagrinėti vertikaliosios integracijos strategijos taikymo agrariniame sektoriuje teorinius aspektus; 2. Sukurti vertikaliosios integracijos strategijos kooperuoto įgyvendinimo tyrimo metodiką; 3. Atlikti pienininkystės ūkių vertikaliosios integracijos strategijos kooperuoto įgyvendinimo analizę; 4. Identifikuoti vertikaliosios integracijos strategijos kooperuoto įgyvendinimo sėkmės veiksnius. Tyrimo metodai: mokslinės literatūros analizė ir sintezė, atvejo analizė, anketinė apklausa. Tyrimo rezultatai: Išnagrinėtos vertikalios integracijos ir vertikaliosios integracijos strategijos teorinės sąmpratos. Nustatyti vertikaliosios integracijos strategijos taikymo ir įgyvendinimo agrariniame sektoriuje ypatumai. Atskleistos vertikaliosios integracijos ir kooperacijos plėtros sąsajos agrariniame sektoriuje. Taikant sudarytą metodiką, atlikta Žemaitijos ūkininkų ūkių vertikaliosios integracijos strategijos kooperuoto įgyvendinimo, dalyvaujant ŽŪKB „Pieno... [toliau žr. visą tekstą] / Object: 1)Samogitian family farms involved in milk production business, who have strengthened their competitiveness in milk selling/buying chain as a result of cooperative implementing of vertical integration strategy; 2) Agricultural cooperative company "Pieno gėlė" as a successful example of cooperative implementation of vertical integration strategy. Aim: to develop a logical scheme of successful cooperated implementation of vertical integration strategy for dairy farms. Objectives: 1st. To analyze the theoretical aspects of the vertical integration strategy application in agrarian sector. 2nd. To create a research methodology for cooperate implementation of vertical integration strategy. 3rd. To perform analysis of cooperate implementation of vertical integration strategy in dairy farms. 4th. To identify success factors of cooperate implementation of vertical integration strategy. Research methods: analysis and synthesis of scientific literature and case studies, a survey. Research results: Theoretical concepts of vertical integration and vertical integration strategy are analyzed. The pecularities of vertical integration strategy implementation and application in the agrarian sector are established. The connection of vertical integration and cooperation development in the agrarian sector is revealed. Using the developed methodology, analysis of cooperated implementation of vertical integration strategy of Samogitian family farms by participating in ACC "Pieno gėlė"... [to full text]

The research question addressed by the study asks, "Is international integration strategic and departmental structural fit a predictor of performance in U.S.-based, single-business multinational organizations?" The study is designed to extend existing research in international integration strategy, which is often called "global strategy," "globalization," or "internationalization" in the popular press and academic research literature.

Made available in DSpace on 2015-03-05T18:40:08Z (GMT). No. of bitstreams: 0 Previous issue date: 21 / Nenhuma / Entende-se por integração vertical ou verticalização quando os processos produtivos, de distribuição e outros processos econômicos tecnologicamente distintos, necessários para a fabricação de produtos ou serviços, são executados internamente pela empresa (PORTER, 1986), contribuindo para se ter maior controle sobre todas as etapas da cadeia produtiva. Este estudo tem como objetivo analisar a integração vertical entre as empresas vinícolas do Vale dos Vinhedos e os produtores de uva como elemento de estratégia competitiva. Além da integração vertical, existem diferentes graus de integração que podem ser adotados como estratégia pelas empresas: integração total, integração parcial, quase-integração e transações de mercado. A pesquisa foi desenvolvida em duas fases: preparatória para obtenção de melhor entendimento do setor, o desenvolvimento do modelo de integração vertical e das faixas de categorização dos produtos conforme seu preço; final, constituída por um estudo comparativo dos diferentes graus de integra / It’s known by vertical Integration or verticalness when the productive and distribution processes along with others economic processes technologically distinct, necessary to the fabrication of products or services, are executed internally in a company (PORTER, 1986), contributing in order to own a higher control on all the levels of the productive chain. This study has as its aim analyzing the vertical integration between the Vale dos Vinhedos’ winery companies and the grape farmers as an element of competitive strategy. Besides the vertical integration, there are different degrees of integration which can be adopted as strategy by the companies: total integration, partial integration, closely-integration and market shares. The research was developed in two stages: a preparatory one for a better sector’s understanding gain, the development of the vertical integration model and the categorization products tracks according to their prices; and a final one, constituted of a comparative study of the different deg

The purpose of the study is to discuss the effect of three kinds of diversification strategies in the smart phone industry: self-brand strategy, upward integration strategy and brand extension strategy. Based on the moderate effect of evaluation of firm and product involvement, the influence of these three strategies will be evaluated by consumer¡¦s view when firms who are smart phone-related consider entering smart phone industry. Hon Hai, Canon and CHT were selected as cell phone equipment manufacturer, digital camera firm and internet service provider through pre-test 2. A 3(diversification strategy: self-brand strategy, upward integration strategy, brand extension strategy)x 2 (brand evaluation: high, low) experimental design collected data from white color workers and master students in NSYSU through 6 color printed advertisements. First of all, the result of search suggests that the willingness to buy is effected by different evaluations on cell phone equipment manufacturer and digital camera firm. Willingness to buy will be high if the evaluation of cell phone equipment manufacturer and digital camera firm is high too. However, for consumer, willingness to buy is not different whether the evaluation of internet service provider is high or low. Second, consumer involvement influences the behavior of buying smart phone. Consumer who is high-involvement has higher willingness to buy than low-involvement under three different strategies. Finally, willingness to buy is not different under these three strategies no matter what strategies firms adapt when they try to enter smart phone Industry.

Since year 2004, the advantage of low material cost in Southeast Asia and Mainland China have enabled them to hold standard fastener market. Taiwan¡¦s manufacturers have thus changed and even lost their competitiveness on standard fastener parts due to the increasing cost. The only way to face this global trend is to keep away from the price competition and adopt an active marketing strategy such as making use of fasteners¡¦ association and convenient internet. These two advantages not only integrate Taiwan¡¦s suppliers but allow them to do a long-term marketing strategy to their customers, provide them with better service and further satisfy customers¡¦ needs. The standard parts have been the main products of big manufacturers since post 80s as the market demand a bigger quantity of the standard parts than the special ones. For that reason, big manufacturers lacked the experience of producing nonstandard parts. They concerned about utilization ratio, so they spent less time in researching and developing special parts. On the contrary, the facility restriction made small manufacturers incapability of making big quantities of standard parts, then forced them to spend more time developing special parts. However, they were not capable of selling their products overseas but to depend on trading companies to push their products all over the world. This in-depth research generalizes company A¡¦s marketing integration strategy, which satisfy its customers and keep its growth rate without being threatened by low-cost countries like Southeast Asia and Mainland China and so on. This strategy includes relationship marketing plus support of suppliers. Based on trust and commitment, Company A gets to connect and build a long-term beneficiary relationship with its customers. In addition, the ability and integration of suppliers play an important role in fulfilling the marketing integration strategy.

Acquisitions have become an increasingly used tool for corporate growth during the lastdecade. Even so, most acquisitions fail, due to a lack of focus on the human elements of the integration process. This research sheds light on the human integration process of acquisitions and more specifically, three of its critical elements; culture, structure and humanresources management. However, when investigating acquisitions at Atlas Copco it becomesapparent that these elements are emphasized and prioritized differently in differentacquisitions. By conducting 22 interviews with managers from both Atlas Copco and managers and employees from three of its acquired organizations, this paper seeks tounderstand how the acquirer should choose an appropriate human integration strategy and what factors that determine that choice. Furthermore, it examines how the acquirer should manage the employees of the acquired firm to facilitate the implementation of changes duringthe integration process. The results shows that the acquirer choose to emphasize and prioritize the aspects that are most important to reform in order to allow the implementationof future changes in the integration process. In these cases, the prioritized aspects are alsoconsidered critical to improve by the employees, therefore the prioritization creates a perception of the acquirer’s good intentions with the integration as a whole. Furthermore, the results reveals that it is important that the acquirer invest in resources for communication,trainings and additional personnel to help the employees understand and support the changesduring the entire process.

Background: Customer needs are ever changing and organizations are under constant pressure to fulfill these needs. This resulted in the organization moving in new areas and introducing new offerings/business models. In order to thrive in the competitive market, new companies were acquired with a new set of business units were introduced or existing business units are converged. This resulted in the emergence of multiple business model phenomena and ultimately strategies were developed to manage the business models simultaneously. Purpose: The motivation behind this study, is to find the strategy for operating multiple businesses models embraced by an organization to thrive in a developing field. Methodology: This study is a based on qualitative analysis with a single case study method. The information has been gathered from the two semi-structured interviews with top management of the company and by means of annual reports & financial documents. The findings have been analyzed within the case analysis. The case organization is HMS Industrial Networks, a Swedish Industrial communication equipment manufacturer. Empirical Findings: The findings contain a total review of the organization history and business models from 1988 to 2018, based on the gathered information. It is organized in identified time periods. Conclusions: It can be concluded that business models of HMS have evolved from its establishment to current day. Moreover, integrating strategy used to manage multiple business models through acquisition and realizing synergies that adversely alters the distribution of possible outcomes regardless of an increase or decrease of the expected outcome. Future Research: The future research is needed in order to find other types of strategies for managing multiple business models.

The thesis explores middle managers sensemaking processes of a University’s social responsibility and sustainability (SRS) strategy during a period of change. Overall the thesis establishes links between middle managers simultaneous sensemaking processes, dynamics of loosely coupled organizational contexts and organizational responses to unexpected outcomes as they impact strategy creation processes in organisations. Three main issues evolve. Firstly, middle managers in loosely coupled organisations consist of two different sets (administrators and academics). Based on their nature of work in particular, administrators and academics select different sets of dominant and subtle sensemaking frames to make sense of organizational strategies. Generally, while administrators select sensemaking frames which emanate from existing strategic processes, academics select autonomous cues which exist outside strategic processes. Administrators and academics sensemaking processes are therefore not a single level or consecutive processes as typically researched, but rather occur as simultaneous sensemaking processes. Six dominant simultaneous sensemaking frames are identified and described. Secondly, the thesis examines less explored aspects of debates on loosely coupled systems. It investigates specific patterns of coupledness in middle managers strategic work and relationships. It identified and described patterns of administrative work which are tightly coupled and patterns in academic work which are loosely coupled. Thirdly, distinct links are identified between middle managers simultaneous sensemaking processes and unexpected strategy outcomes. This further led to exploring how organizations respond to unexpected sustainability initiatives, especially in light of integrating them into already existing strategy outcomes. Three integration strategies are identified and described.

Background: In year 2021 M&A deals accounted for 5.1 trillion US dollars which crushed the last record of 4.1 trillion US dollars. The strategy of creating shareholder value by acquiring, merging or through other restructuring activities is accelerating at an increasing pace. An already extensive research within M&A are supplemented by the day. Still, existing research has difficulty explaining in-depth why M&A deals tend to fail.   Purpose: The aim this thesis is to form an in-depth understanding of the M&A process with investigations and comparisons of motives for and success factors of mergers and acquisitions. The objective is also to describe the due diligence process and its impact on the integration phase with the ambition to provide additional aspects and differentiating explanations from the ones already established.   Method: By highlighting theorists view on motives, success factors, due diligence and importance of an integration strategy within M&A the question occurs, how does some of the companies active within M&A reason in this subject? The reasoning has been studied empirically through interviews with three respondents with significant positions at three different companies listed at the Swedish stock market and active within M&A. To contribute to an in-depth understanding of our research aim interviews were held to create discussions beyond only answering our research questions.   Empirical results and analysis: The empirical result received from our interviews has been compiled to present the thoughts and the discussions with our respondents. The analysis partly discusses the similarities and differences between the theorists and our respondents. Further the analysis wants to contribute to in-depth understanding of the company’s thoughts and opinions within our research aim.     Conclusion: The study indicates a variation of motives of acquiring another company. The empirical findings and the theoretical framework suggest a wider product range, personal benefits for managers, increased market power and improved economic performance as the most prominent motives. Asking theorists and our respondents of what different motives there are of acquiring other companies may consequently result in different responses. A significant factor determining whether a transaction has been successful or not are accomplishments of the financial objectives. The empirical results also indicate that synergy effects and integration goals could be considered relevant success factors as well. Theorists claim that the success factors vary greatly depending on who is being asked but agrees with the empirical findings of a repetitive success factor when asking a manager being increased revenue and profitability. Due diligence conducted by the acquirer prior to an acquisition also varies greatly depending on the reason for acquiring and the extent of the target company. However, the empirical investigation exhibits three aspects always being included which is an assessment of accounting, financial and legal aspects. Issues concerning the integration phase is incorporated in only one of the three studied company’s due diligence processes. This company allocates a separate team executing both the due diligence and the post- acquisition integration of the targeted company. Considering integrational aspects in the due diligence phase entails assessments of hiring conditions, IT infrastructure and financial reporting. The empirical findings are fragmented concerning considerations of integration already in the due diligence phase but is unanimous that a smooth integration is of utmost importance for the success of the transaction.