Although several studies question information technology's contribution to productivity, organizations continue to invest in client/server systems (CSSs) particularly as enablers of business process reengineering (BPR). These efforts may be wasted if they do not improve business processes. This study focused on business processes and investigated the role of workstation-based CSSs in changing business processes. A multiple case study of workstation-based CSS databases in three organizations was performed with the proposition that they moderate the relation between managerial action and changes within business processes. The research framework suggested that changes to business processes are achieved by reducing uncertainty. In order to measure change in business processes, this study categorized business process change into: (1) compressing sequential tasks across functions, (2) compressing tasks vertically within the managerial hierarchy, (3) eliminating slack resources, (4) reducing the distance between the point of decision and the point of information or eliminating intermediaries, (5) reconfiguring sequential processes to operate in parallel, and (6) linking parallel activities during the process. Data collected from questionnaires, interviews, and observations from three case studies were used to construct network diagrams, relationship matrices, reachability matrices, and task tables of business processes. The results of this research partially support the proposition that managerial action affects business process change by reducing uncertainty. This research suggests that changes in the use of workstation-based CSSs are related to changes in business processes. However, because ofthe small sample size, no finding was made regarding changes in the strength of that relationship. Therefore, within its limitations, this research (1) partially supports the proposition that CSSs moderate changes in business processes, (2) found that both favorable and unfavorable changes may result from using CSSs, (3) explains how business process change occurs, and (4) suggests new variables for measuring successful BPR.

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering (Mechanical, Industrial, and Aeronautical Engineering), October 2017 / The research was conducted to investigate the existing cultural factors that influence international projects and whether project teams are aware of these dynamics. The research specifically focused on South African and German project teams. One company from each country was chosen for the investigation; namely Company SA (from South Africa) and Company GER (from Germany); Company SA is Company GER’s subsidiary company. The project teams that were included for data collection were working on the Medupi/Kusile coal-fired, new-build power stations. The commissioning of these power stations is severely delayed. A case study approach was utilised to collect data; and qualitative methods were incorporated. This entailed conducting semi-structured interviews with six managers; two of which were based at Company SA and four at Company GER, respectively; and participant observations at Company SA’s and Company GER’s prefabrication workshops. Cultural factors do exist in international projects and the project-specific ones were summarised for the project relationship between the South Africans and Germans. Furthermore, the management level is mindful of cultural factors; however, their employees are not consciously aware that the reasons for their differences stem from cultural diversities. All managers also were of the opinion that management of cultural factors do affect the successful outcome of projects. Both companies have not provided their employees with a fixed technique or process on how to manage and adapt in projects with variable cultures. Some recommendations were included regarding methods to increase knowledge and manage an international project where there is cultural diversity; including specifics to manage a South African and German project. / CK2018

陸靜塵. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 220-229) / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in Chinese and English. / Lu Jingchen.

by Chan Kong Wah. / Bibliography: leaves 112-115 / Thesis (M.Ph.)--Chinese University of Hong Kong, 1983

by Lee Sai-yin, Patrick, Wong Kim-man. / Bibliography: leaves 173-174 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1985

by Wong Yuen-yee Grace. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves ). / ABSTRACT --- p.i-ii / TABLE OF CONTENTS --- p.iii-iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.4 / Official Documents --- p.4 / Interviews --- p.5 / Personal Observations --- p.7 / Chapter III. --- THE SETTING: HAVI GROUP (FAR EAST) LP --- p.8 / Perseco Asia-Pacific --- p.9 / Performance Designs --- p.10 / HAVI Food Services (Hong Kong) Ltd --- p.11 / BDP Asia-Pacific --- p.12 / HAVI Group Services --- p.13 / Current Staff of the Hong Kong Headquarter --- p.14 / Chapter IV. --- TOTAL QUALITY IN HAVI GROUP (FAR EAST) LP --- p.15 / History of TQP Development in the Far East Div --- p.16 / Awakening --- p.16 / Active --- p.18 / Definition of Total Quality --- p.2l / Total Quality as in the Employees' Eyes --- p.24 / Chapter V. --- PERFORMANCE MANAGEMENT IN HAVI GROUP (FAR EAST) LP --- p.28 / Performance Appraisal --- p.29 / Reward System --- p.34 / Training and Development --- p.38 / Chapter VI. --- REVIEWING THE PERFORMANCE APPRAISAL IN HAVI GROUP (FAR EAST) LP --- p.39 / Work of the Performance Review Task Force in 1993 --- p.40 / Continuing the Review in 1994 --- p.43 / Chapter VII. --- COMMENTS AND RECOMMENDATIONS --- p.46 / Performance Appraisal --- p.47 / For Managers --- p.48 / For General Staff --- p.50 / Common Aspects --- p.51 / Reward System --- p.53 / Training and Development --- p.57 / Chapter VIII. --- CONCLUSION --- p.59 / BIBLIOGRAPHY --- p.60-61 / APPENDICES --- p.62

by Ng Mei Po Mabel. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leave 51-52). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- PROBLEM IN FOCUS --- p.3 / Chapter III. --- SCOPE OF STUDY --- p.7 / Chapter IV. --- RESEARCH METHODOLOGY --- p.8 / Chapter V. --- ORGANISATION OF INFORMATION TECHNOLOGY SERVICES DEPARTMENT --- p.8 / Function --- p.8 / Mission --- p.8 / Organisation Structure --- p.8 / Personnel Schedule --- p.8 / Requests for Computerisation --- p.10 / Departmental IS Strategic Planning --- p.10 / Microcomputer Systems and Items --- p.10 / Mainframe Systems and Mid Range Systems --- p.10 / Chapter VI. --- SYSTEMS DEVELOPMENT LIFE CYCLE --- p.12 / Introduction --- p.12 / Detailed Description --- p.15 / What is SSADM+ in ITSD ？ --- p.22 / Implementation of SSADM+ in ITSD --- p.26 / Chapter VII. --- THE ROAD TO ACHIEVE IS09001 --- p.28 / The Principal Concepts and Significance of IS09000 --- p.28 / Why is IS09000 Recommended to be Necessary for ITSD? --- p.29 / Overview of the Feasibility of Applying IS09000 in ITSD --- p.30 / Recommendations --- p.35 / Problems of Study --- p.38 / APPENDIX --- p.39 / BILIOGRAPHY --- p.51

by Yip Hon-leung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 113-116). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGEMENTS --- p.vi / LIST OF ILLUSTRATIONS --- p.vii / LIST OF TABLES --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Basic Organization of this Project --- p.3 / The Case Background --- p.4 / Chapter II. --- METHODOLOGY --- p.7 / Basic Scope of the Study --- p.7 / Basic Approach --- p.8 / Confidentiality --- p.9 / Preliminary Literature Search --- p.9 / Chapter III. --- LITERATURE REVIEW --- p.10 / Deming's Fourteen Paints --- p.12 / Shewhart (Deming) Cycle --- p.17 / Juran's Trilogy --- p.20 / Crosby's Fourteen Steps --- p.23 / Ishikawa and Feigenbaum on Total Quality Control --- p.28 / TQM Examples --- p.30 / Chapter IV. --- STUDY FINDINGS --- p.38 / TQM Program of CLP as a Whole --- p.38 / TQM Organization and Major Activities --- p.39 / Total Quality Awareness Training --- p.40 / Transmission Projects Department --- p.44 / Pilot Improvement Team --- p.53 / Team Training --- p.53 / Team Process --- p.56 / Team Recommendation and Presentation --- p.61 / Implementation --- p.64 / View-points of the Team Members --- p.66 / Further Development --- p.69 / Chapter V. --- DISCUSSION --- p.71 / Adherence to Deming's Fourteen Points --- p.71 / Implementation Framework --- p.76 / The Cost Reduction Issue --- p.78 / Totality of TQM --- p.85 / Chapter VI. --- CONCLUSION --- p.90 / TQM Approach of CLP --- p.90 / TQM Approach for Project Management --- p.92 / Implications --- p.95 / APPENDICES / APPENDIX 1 : CLP'S SUPPLY AREA --- p.98 / APPENDIX 2 : SOME OPERATING DATA ABOUT CLP --- p.99 / APPENDIX 3 : CLP'S VISION --- p.100 / APPENDIX 4 : MISSION STATEMENT OF CLP --- p.101 / APPENDIX 5 : ORGANIZATION OF TPD --- p.102 / APPENDIX 6 : EXAMPLE OF A MASTER PROJECT PROGRAM OF TPD --- p.103 / APPENDIX 7 : TEAM CHARTER OF PILOT IMPROVEMENT TEAM --- p.104 / APPENDIX 8 : VALUES / GROUND RULES OF THE TEAM --- p.105 / APPENDIX 9 : PROPOSED WORK SCHEDULE OF TEAM --- p.106 / APPENDIX 10 : TRANSMISSION PROJECTS PROCESS MAP --- p.107 / APPENDIX 11 : PARETO CHART OF SUBSTATION PROJECT COSTS --- p.109 / APPENDIX 12 : FISHBONE DIAGRAM OF PROJECT COST ELEMENTS --- p.110 / APPENDIX 13 : POSSIBLE COST REDUCTION AREAS --- p.111 / APPENDIX 14 : PRIORITIZED LIST OF PROJECT COST REDUCTION OPPORTUNITIES --- p.112 / BIBLIOGRAPHY / Books --- p.113 / Periodicals --- p.115

by Lam Chak Hou, Sunny, Yung Kai Tin, William. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 58). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF FIGURES --- p.iii / PREFACE --- p.iv / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Study Objectives --- p.4 / Chapter II. --- APPROACHES AND METHODOLOGY --- p.5 / Approach --- p.5 / Methodology --- p.6 / Chapter III. --- THE COMPANY --- p.8 / Hongkong Telecom (HKT) --- p.8 / Subsidiaries --- p.9 / Joint Ventures --- p.11 / Chapter IV. --- EXISTING SYSTEMS --- p.12 / Real-time Online Sales Executive (ROSE) --- p.15 / Subscriber Services Control (SSC) --- p.16 / Subscriber Billing (SBS) --- p.17 / Shortfalls of existing systems --- p.19 / Chapter V. --- DRAGON PROJECT --- p.21 / Background --- p.21 / Dragon System Functional Description --- p.23 / Dragon Project Team --- p.29 / Initial Project Plan --- p.32 / Project Management Mechanism --- p.34 / Project Status --- p.36 / Chapter VI. --- PROBLEMS --- p.38 / Chapter VII. --- CONCLUSIONS --- p.43 / Chapter VIII --- RECOMMENDATIONS --- p.49 / Dragon Project --- p.49 / Package Implementation in general --- p.54 / Final Comments --- p.58 / BIBLIOGRAPHY --- p.59

by Mok Shun-ha, Shirley and Lau Kim-Tim, Brian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 156-160. / table of contents --- p.ii / acknowledgement --- p.v / list of illustrations --- p.vi / list of tables --- p.vii / Chapter I. --- introduction --- p.1 / General Organization of the MBA Research Project --- p.1 / Broad Problem Area --- p.2 / Preliminary Data Collection --- p.3 / Initial Literature Survey --- p.4 / Problem Definition --- p.5 / Chapter II. --- methodology --- p.6 / Research Design --- p.6 / "Type of Investigation and Purpose of ""study" --- p.6 / Study Setting --- p.6 / Extent of Researcher Interference with the study --- p.7 / Unit of Analysis --- p.7 / Time Horizon --- p.8 / Data Collect ion Method and Process --- p.8 / Interviewing --- p.8 / Observational Survey --- p.9 / Chapter III. --- LITRERATURE SURVEY & A CONCEPTUAL FRAMEWORK TOR ANALYSIS --- p.10 / Literature Survey --- p.10 / Organistional Adaptation --- p.11 / Planned Organisational Change --- p.13 / Chinese Style of Management and Organization Behavior --- p.15 / Development of a Conceptual Framework for Analysis --- p.15 / External Environment --- p.17 / "Transactional, Contextual and Enacted Environment" --- p.17 / Environment Dimensions --- p.18 / The Change Relationship Between an organisation and its External Environment --- p.20 / Internal Environment --- p.20 / The Technological Approach --- p.22 / The Behavioral Approach --- p.23 / Expectancy-valence Theory of Motivation --- p.25 / Resistance to Change --- p.25 / "Personalism and ""Face""" --- p.27 / Management Training --- p.28 / The Structure Approach --- p.29 / Structural Dimensions of Organizational change --- p.31 / Structural Characteristics of Chinese Organizational Culture and Management style --- p.32 / Power Distance and Centralization --- p.34 / Process of Organizational Change --- p.37 / The Integrative Model --- p.37 / Chapter IV. --- COLLECTED --- p.39 / Ccmpany Background --- p.39 / The informal Production Agreement Between Company DR and Canpany CH --- p.40 / The Internal Organization of Company CH --- p.42 / The Internal Working of Ccmpany CH --- p.44 / Lack of Specific Cammunication Channel and Work Procedure --- p.44 / The Influence of Personal Relationship --- p.46 / Informal Communicaion...............: --- p.47 / Lack of Co-ordination Among Department --- p.47 / Centralized Decision-Making Powers --- p.47 / The Importance of Seniority --- p.48 / The Producer Mentality --- p.49 / Change in Ownership of Company DR --- p.50 / The Change Process and Efforts of Company CH --- p.55 / Resistance to Change --- p.57 / Individual Resistance to change --- p.57 / Organizational Resistance to Change --- p.60 / Chapter V. --- ANALYSIS AND INTERPRETATIONS --- p.62 / External Environment --- p.62 / External Transactional Environment --- p.62 / The External Contextual Environment --- p.62 / The External Enacted Environment --- p.63 / The Fit Between the Organzation and its External Environment --- p.65 / The Internal Environment --- p.68 / The Technological Approach --- p.68 / The Behavioral Approach --- p.69 / Low Motivation to Change --- p.70 / Resistance to Change --- p.71 / "Personalism and ""Face-Giving""" --- p.73 / Producer Mentality --- p.74 / Management Training and Development --- p.75 / Change Strategy --- p.76 / The Structural Approach --- p.77 / Structural Dimensions for Organizational Change --- p.77 / The Positive and Negative Cultural Considerations of the Structural Dimensions --- p.79 / Familism and owners' interests --- p.79 / Informality and efficiency --- p.80 / Power Centralization and the facilitation of intended organizational changes --- p.82 / General Analysis on the Change Efforts --- p.84 / Process of Organizational Change --- p.87 / Chapter VI. --- CONCLUSIONS AND IMPLICATIONS FOR MANAGERS --- p.88 / An Organization's Strategic Relationship with its External Environment --- p.88 / Blending of Two Cultures within the internal Environment --- p.91 / Formalization and Standardization --- p.92 / Input and Output Control --- p.93 / Strategic Consideration for Centralization --- p.94 / The Importanceof Planning for Change --- p.96 / APPENDIX / Chapter Appendix 1 : --- Good Manufacturing Practices --- p.98 / Chapter Appendix 2 : --- FDA's Requirement Checklist --- p.119 / BIBLIOGRAPHY --- p.156