by Chan Ka-tak. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 82-84. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.v / LIST OF ILLUSTRATIONS --- p.vii / LIST OF TABLES --- p.viii / ACKNOWLEDGMENTS --- p.ix / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Background of the Study --- p.1 / Problem Identification --- p.3 / Research Objective --- p.3 / Company Background --- p.4 / History and Organization --- p.4 / Sales Department --- p.7 / Summary --- p.10 / Notes --- p.11 / References --- p.11 / Chapter II. --- LITERATURE REVIEW --- p.12 / Introduction --- p.12 / Motivation --- p.12 / What is Motivation? --- p.12 / The Role and Characteristics of Motivation --- p.14 / Key Factors in Motivation --- p.15 / Theories of Motivation --- p.17 / Need Theories --- p.18 / Hierarchy of Needs --- p.18 / Motivation-Hygiene Theory --- p.21 / Achievement-Motivation Theory --- p.22 / Expectancy Theory --- p.23 / Supervision --- p.24 / What is Supervision? --- p.24 / The Role of Supervision --- p.25 / The Process of Supervision --- p.25 / Tools for Supervision --- p.26 / Summary --- p.29 / References --- p.29 / Chapter III. --- METHODOLOGY --- p.31 / Introduction --- p.31 / Research Design --- p.31 / Sources of Data --- p.32 / Secondary Data --- p.32 / Primary Data --- p.32 / Questionnaire --- p.34 / References --- p.35 / Chapter IV. --- RESEARCH RESULTS --- p.36 / Introduction --- p.36 / Data Analysis --- p.36 / Motivation --- p.37 / General Background --- p.37 / Motivation System --- p.39 / Promotion --- p.45 / Compensation --- p.46 / Supervision --- p.49 / General Background --- p.49 / Quota --- p.51 / Report System & Others --- p.52 / Summary --- p.53 / References --- p.54 / Chapter V. --- DISCUSSION AND RECOMMENDATIONS --- p.55 / Introduction --- p.55 / Discussion --- p.55 / Motivation --- p.55 / Supervision --- p.62 / Recommendations --- p.66 / General --- p.66 / Motivation System --- p.67 / Supervision System --- p.68 / Limitations --- p.71 / References --- p.73 / APPENDICES --- p.74 / Chapter 1. --- Questionnaire for Management --- p.75 / Chapter 2. --- Questionnaire for Salesmen --- p.78 / BIBLIOGRAPHY --- p.82

Summary in Chinese. / Thesis (M.B.A.)--The Chinese University of Hong Kong. / Includes bibliographies.

by Wan Yiu Ming, Wong Kwai Sang, Zhao Bin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 40-44). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF TABLES --- p.vi / PREFACE --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Recent Economic Success In China --- p.1 / Cross-cultural Management Challenges in China --- p.3 / Chapter CHAPTER II --- BACKGROUND OF CULTURE --- p.5 / Definition of Culture --- p.6 / Definition of National Culture --- p.8 / Dimensions of Cultural Differences --- p.8 / Managerial Implications of the Cultural Dimensions --- p.11 / Chapter CHAPTER III --- GEERT HOFSTEDE'S RESEARCH ON CULTURE --- p.12 / Hofstede's Five Dimensions of National Culture --- p.12 / Hofstede's Research on Chinese Societies --- p.17 / Chapter CHAPTER IV --- CULTURAL DIFFERENCES WITHIN SAME SOCIETY --- p.20 / Convergence-divergence Approach --- p.21 / SUBCULTURAL APPROACH --- p.25 / Chapter CHAPTER V --- OUR SUGGESTED CONCEPTUAL FRAMEWORK --- p.27 / Culture Shaping Factors --- p.28 / What are the Main Issues? --- p.31 / Culture Distance and Cross-culture Management --- p.32 / Chapter CHAPTER VI --- IMPLICATIONS OF THE PROPOSED FRAMEWORK TO CROSS- CULTURAL MANAGEMENT ISSUES IN CHINA --- p.34 / Expatriate Issues --- p.34 / Cross-cultural Training Issues --- p.35 / Regional Cultural Difference Within Mainland China --- p.36 / Chapter CHAPTER VII --- CONCLUSION --- p.38 / BIBLIOGRAPHY --- p.40

No description available.

Manufacturing firms have vigorously pursued opportunities for profitability and growth through service-led growth strategies. A major part of the existing literature has focused on such strategies and has shown that this phenomenon is prevalent and growing in most developed economies. However, very little systematic evidence regarding the extent or consequences of servitization, based on comprehensive survey research, yet exists. Furthermore, the current body of research presents contradictory findings regarding the impact of servitization on firm performance. Drawing on the theoretical framework of the resource-based view, this research seeks to shed some light on this question by exploring the effect of servitization on firm performance. Through a survey of 185 U.S. and European manufacturing firms, along with the use of secondary financial data, this thesis provides empirical evidence that servitization has a direct, positive effect on firm performance. The study also finds that for the vast majority of manufacturers, the development of learning capabilities has served as a significant driver of servitization. Furthermore, the relationship between servitization and firm performance is moderated by industry dynamism. The original contribution of this research to the field of knowledge is twofold, including a theoretical contribution through the validation of the theoretical model and its implications for the literature, and a pragmatic contribution through the managerial implications of the findings. The findings have significant managerial implications because achieving superior bottom-line results is contingent upon the integration of those learning-and service-specific capabilities that transform the nature of an offering. Such integration enables the manufacturing firm and its customers to achieve radically improved operation within their ecosystems.

Photocopy of typescript. / Digitized by Kansas Correctional Industries

In this dissertation, three stand-alone studies are presented under a common theme: how do nascent entrepreneurs benefit from knowledge transfer? In the first study, I show that entrepreneurs reinforced their prudence by taking basic business training. Training reduced their financing, employment and business growth, but increased their profit. In the second study, entrepreneurs with high risk tolerance are found to operate larger businesses but suffer worse financial performance. Collectively, those two studies highlight the benefits of knowledge transfer in reinforcing discipline. The third study finds knowledge inherited from working at a prominent company helps entrepreneurs with managing their ventures. The benefits, however, diminish if the entrepreneurs deviate from the line of business that they used to work in.

Maggie Chu Ying-ying. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 80-89). / Abstracts in English and Chinese. / Chapter Chapter 1 --- Introduction / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Research Objective --- p.4 / Chapter 1.3 --- Outline of This Study --- p.4 / Chapter Chapter 2 --- Backgrounds and Previous Research / Chapter 2.1 --- The Resource-based View and the Environmental Models --- p.5 / Chapter 2.2 --- The Resource-based View and Knowledge --- p.6 / Chapter Chapter 3 --- Conceptualization of KM / Chapter 3.1 --- Knowledge --- p.8 / Chapter 3.2 --- Knowledge Management --- p.11 / Chapter 3.2.1 --- Technological Perspective --- p.11 / Chapter 3.2.2 --- Human Perspective --- p.12 / Chapter 3.2.3 --- Process-oriented Perspective --- p.13 / Chapter 3.2.4 --- Intellectual Capital Perspective --- p.14 / Chapter 3.2.5 --- "Confluence of Definitions and the Components of KM," --- p.15 / Chapter 3.3 --- Components of KM --- p.16 / Chapter 3.3.1 --- Organization Culture --- p.21 / Chapter 3.3.2 --- Structural Capital --- p.22 / Chapter 3.3.3 --- Human Resource --- p.23 / Chapter 3.3.4 --- Social Capital --- p.24 / Chapter 3.3.5 --- Knowledge Acquisition --- p.25 / Chapter 3.3.6 --- Knowledge Dissemination --- p.26 / Chapter 3.3.7 --- Knowledge Application --- p.27 / Chapter Chapter 4 --- Research Methodology / Chapter 4.1 --- Overview --- p.28 / Chapter 4.2 --- Exploratory versus Confirmatory Factor Analysis --- p.28 / Chapter 4.3 --- Item Generation and Content Validity --- p.29 / Chapter 4.4 --- Pilot Study --- p.30 / Chapter 4.5 --- Main Study --- p.34 / Chapter 4.5.1 --- Sample and Data Collection --- p.34 / Chapter 4.5.2 --- Scale Calibration and Validation --- p.41 / Chapter 4.5.2.1 --- Dimensionality Assessment --- p.41 / Chapter 4.5.2.2 --- Reliability Assessment --- p.47 / Chapter 4.5.2.3 --- Validity Assessment --- p.48 / Chapter 4.5.2.3.1 --- "Convergent Validity," --- p.48 / Chapter 4.5.2.3.2 --- Discriminant Validity --- p.52 / Chapter 4.5.2.3.3 --- Nomological Validity --- p.53 / Chapter 4.5.2.3.4 --- "Cross-validation," --- p.56 / Chapter 4.6. --- Comparison across Industries --- p.59 / Chapter 4.6.1 --- Impact of KM on Business Performance --- p.59 / Chapter 4.6.2 --- Level of KM exhibited across Industries --- p.67 / Chapter 4.6.3 --- The Relative Importance of KM Components --- p.69 / Chapter Chapter 5 --- Discussion / Chapter 5.1 --- Academic Contributions --- p.70 / Chapter 5.2 --- Managerial Implications --- p.72 / Chapter 5.3 --- Limitations and Future Research --- p.74 / Appendix / Chapter A. --- Constitutive Definitions and Operative Definitions of each Dimension of KM --- p.76 / Chapter B. --- (a) Items used in Pilot Study --- p.77 / (b) Items of the Final Scales --- p.79 / References --- p.80

No description available.

by Chan Man-Wai, Julia. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf 41). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION AND PURPOSE OF STUDY --- p.1 / Background and Definitions --- p.1 / Contradictions on the approach of BPR --- p.3 / Revolutionary or Evolutionary --- p.3 / IT led or IT enabled --- p.3 / Scope of BPR --- p.3 / Rapid or Slow --- p.4 / Misunderstandings --- p.5 / Applications --- p.6 / Purpose of Study --- p.7 / Chapter II. --- LITERATURE REVIEW --- p.8 / Critical Success Factors --- p.8 / Definition of Methodology --- p.13 / Comparison on Methodologies by Klien and Manganelli --- p.14 / Chapter III. --- STUDY METHODOLOGY --- p.16 / Chapter IV. --- COMPARISON OF METHODOLOGY --- p.18 / Overview --- p.18 / Preparation for BPR --- p.19 / Process Selection --- p.23 / Team Composition --- p.24 / "Map As-Is, Redesign To-Be " --- p.28 / Implementation --- p.31 / Some more major differences --- p.32 / Chapter V. --- A FRAMEWORK FOR EXECUTING BPR --- p.34 / Chapter VI --- CONCLUSION --- p.40 / BIBLIOGRAPHY --- p.41 / APPENDIX --- p.42