Thesis (M.B.A.)--University of Hong Kong, 1981.

Thesis (M.B.A.)--University of Hong Kong, 1982.

Thesis (M.B.A.)--University of Hong Kong, 1983.

Thesis (M.B.A.)--University of Hong Kong, 1985.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1989.

Thesis (M.B.A.)--University of Hong Kong, 1987.

Thesis (doctoral)--Hochschule St. Gallen für Wirtschafts-, Rechts- und Sozialwissenschaften, 2003.

M. Tech. Public relations management / The objective of this study was to determine how a South African company such as Tiger Brands Limited perceives the use of CSR as a strategic communication tool. Underpinned by Carrolls four pillars of CSR, the study assessed the perception and extent of CSR practices as a strategic communication tool within that company. Of specific interest to this study was the extent to which CSR was perceived to be aligned to the companys various responsibilities, how positively or negatively these alignments were viewed, as well as the reasons put forward for all these views.

M.Tech. Business Administration. Business School. / This research study investigated the strategic business processes involved in make-or-buy decisions at Dalein Feeds from a theoretical and practical perspective. The main aim of study was to develop a make-or-buy decision making framework, and then comment on and provide recommendations for Dalein Feeds with regards to the make-or-buy options of certain products which were under review. The research study ends with a conclusion and recommendations as to how this framework should be used by the decision makers of the company.

The research at hand seeks to provide an answer to the following business problem: How should FBSDL (Pty) Ltd define, develop and maintain an effective Strategic Management System to ensure the long-term survival and sustainable growth of the company? After setting out the background of the company and the motivation for the research, a model for strategic management is developed including five main elements. These are the strategic Intent, Position, Choices, Implementation and Performance. This theoretical model is then converted into a questionnaire that is used as a tool for collecting information about the company relating to the various aspects of strategic management. Information is obtained via the analysis of company data, interviewing of relevant personnel and passive observation of company practices. The company data is evaluated against the theory together with an assessment of how well suited the status quo is to emerging internal and external conditions. Finally, recommendations are made for the enhancement of the strategic management of the company - satisfying the ultimate objective of the study. / Thesis (MBA)-University of Natal, Durban, 2003.