This thesis describes the issue of project dependencies. In managing projects we meet almost every time some kind of dependency. Currently, the project is almost never an isolated group of activity that is able to independently bring same value or result. Therefore, this issue occurs in many areas of managing project. The first theoretical part is focused on some of these areas. It describes disciplines such as Project, Program and Portfolio management. These areas are characterized and then described how they can solve project dependencies. The second part is focused on matrices DSM and DMM, which can serve as one of the methods to effectively manage all connections and dependencies in projects. Area DSM and DMM matrix is first explained and then are expressed its possibilities. In the last part are the information gained in the previous phase applied to a practical example in the banking environment. The method is applied to 25 projects that are guided in an unnamed banking institution. For these projects are set dimensions and are subsequently compiled specific DSM (Dependency Structure Matrix) and DMM (Domain Mapping Matrix) matrices. To certain dimensions is then used clustering method and on the resulting matrix is used simple matrix notation, such as transposition and matrix multiplication. It will create basically a tool, which is a network of all the dependencies between dimensions and projects that can simulate pre-defined scenarios.

Scholars widely accept that the well-documented benefits of biophilia–the human being's strong urge to connect with nature–are genuine to improved health. Then why, with the global acceptance and scientific validity of wellness design concepts, do architects not use this beneficial concept regularly–especially when designing isolated workspaces? This qualitative research explores architecture's current design decision process to better understand this design phenomenon, and to identify where architectural biophilic knowledge domains may be deficient. This study explores questions such as: Does the architect's lack of biophilic knowledge and/or structured wellness design decision support framework affect the decision? Would the existence of a wellness design tool better support the design decision? An explanatory case study using a purposeful study sample of architects, biophilia design experts, and associated specialists is used to develop design decision support frameworks. Level 1 establishes a propositional theory derived from the literature and professional experience, level 2 from architect interviews and observational meetings, and level 3 from a Delphi workgroup session. Framework evolutions help identify design-phase-specific knowledge gaps. This study finds that a deficiency in early exposure to a priori, explicit and tacit biophilic knowledge is creating a critical gap, thus diminishing a posteriori biophilic knowledge and research in the architecture profession. This study asserts that early exposure to biophilic theories and principles can enhance the profession and provide a knowledge bridge using an informed biophilia design support framework with a proposed biophilia project management tool. / Doctor of Philosophy / Few will dispute that the well-documented benefits of biophilia–the human being's strong urge to connect with nature–are genuine to improved health. Then why, with the global acceptance and scientific validity of wellness design concepts, do architects not use this beneficial concept regularly–especially when designing windowless workspaces? A qualitative explanatory case study using a purposeful study sample of architects, biophilia design experts, and associated specialists was used to develop a design decision support framework that evolved from level 1-3. Framework progressions helped identify specific knowledge gaps in each design phase. This study found that a deficiency in early exposure to a priori, explicit and tacit biophilic knowledge is creating a critical gap, thus diminishing a posteriori biophilic knowledge and research in the architecture profession. This study asserts that early exposure to biophilic theories and principles can enhance the profession and provide a knowledge bridge using an informed biophilia design decision support framework with a proposed biophilia project management tool.

This diploma thesis deals with the topic of program management in global organizations. The main objective is to create a basic overview of information about the program management in global organizations. The work deals with introduction to the program management, specifics of global organizations, and critical areas of program management in the global organisations and describes particular case of program management in the concrete global organisation. The work provides general recommendations for program management in global organizations.

策略聯盟在管理理論與實務上都是重要且常被提及的議題，但因組織進入策略聯盟後績效提升的成果不一致，以致廣受學者與經理人之質疑與討論。近期研究顯示，策略聯盟是否能提升績效與組織學習或改變有關。本研究以組織慣性觀點檢視在策略聯盟過程中組織慣性之所在、展現與成因，以及透過策略聯盟如何化解組織慣性，達成焦點組織跟隨策略意圖而來的組織改變。 Hannan與Freeman(1984)據組織生態學提出的組織慣性觀點認為，組織為使利害關係人持續投入資源，須達到當責性(accountability)與穩定性(reliability)的要求，如此將令組織在重複產出下產生慣性(inertia)。組織慣性具有效率、低成本及自動化等功能以因應穩定的環境，但當環境變遷時，組織慣性則將成為組織因應環境的絆腳石與組織改變的障礙。據此，本研究目的有二：一、希望透過聯盟雙造（多方）受訪者的觀點，探討焦點組織的組織慣性所在與展現。二、如何透過組織間的策略聯盟化解焦點組織的組織慣性，達成焦點組織策略改變之目的，找出策略聯盟成員廠商與領導廠商的條件及化解組織慣性的機制。 組織慣性引自物理學的慣性概念，本研究利用跨領域理論之借用，嘗試與當前的聯盟研究對話，透過質性紮根的研究方式，訪談紡織產業中參與策略聯盟之廠商，以變革事件為分析單位，探索廠商參與策略聯盟過程中出現的組織慣性及其化解方式，並就本研究之發現與相關組織理論對話。 本研究核心問題為：一、組織慣性成因；二、組織慣性之化解；三、策略聯盟如何化解組織慣性。理論貢獻包括：一、提出組織內各單位、各層級無法同步改變是組織慣性之成因。二、若可使組織內部達成同步改變，則可化解組織慣性；透過認知、誘因、資源與能力的互補提升等三種機制可影響各個個體的決策與行動。三、策略聯盟可透過對象的選擇，以鏡像脈絡與聯盟倡導人途徑造成焦點組織同步改變，化解其組織慣性。實務意涵為提供具有組織慣性的組織改變的可行途徑，以及策略聯盟夥伴的選取與聯盟化解組織慣性之機制。 / Strategic alliances are a popular practical strategy in the management field and represent an important area of academic research. The outcomes of organizations that have joined strategic alliances have been inconsistent, however, so strategic alliance is still a black box for management scholars and managers. Recent studies have shown that the performance of strategic alliances is related to the process of organizational learning or changes in the focal organizations. This research is based on the organizational inertia perspective, which analyzes the organizational inertia of a focal organization in the process of strategic alliance through the Management Matrix (Seetoo, 2005). This matrix shows the locations, causes, and presentations of the organizational inertia. Overcoming organizational inertia through strategic alliances may allow organizations to achieve expected changes in strategic intent. Organizational inertia was originally a concept from physics. In this study, we have borrowed from multiple theories in an attempt to dialogue with the current research on strategic alliances. According to organizational ecological theory, organizational inertia emerges when an organization wants its stakeholders to continue to input their resources into the organization, and ,in turn, the organization must provide output that meets the stakeholders’ requirements regarding accountability and reliability. After repeated production and documentation, the organization acquires inertia (Hannan & Freeman, 1984). In a stable environment, an organization with inertia is efficient, low-cost, and automated. When the environment is changing, however, organizational inertia will become an obstacle for organizations in their ability to respond to external changes. This study has several purposes, First, through the interviewees, who are key persons in dyadic (or multiple) partnerships in strategic alliances, we aim to investigate the locations, causes, and presentations of the focal organizations’ organizational inertia. Second, in order to analyze the process of overcoming the focal organizations’ inertia in a strategic alliance context, we aim to identify the routes, mechanisms, and characteristics of the strategic alliance partner that aid in overcoming the focal organization’s inertia. Through qualitative interviews with the participating organizations, all of which have joined strategic alliances in the textile industry, our analysis focuses on the events surrounding strategic change. We explore the presentations and overcoming of the focal organizations’ inertia in the strategic alliance process. The findings of this study are brought into the conversation through dialogue with relevant organization theory. From the analysis of the qualitative data from multiple resources, we put forward the following three propositions: First, the focal organization’s lack of coherence and synchronous change are the cause of the organizational inertia. Second, if coherence and synchronous change can be reached within the organization, organizational inertia can be resolved. Third, a strategic alliance can help the focal organization to achieve the coherent and synchronous change to overcome its organizational inertia. This study makes several theoretical contributions. First, we find that the focal organizations inability to enact coherent, synchronous change is the main cause of organizational inertia. Second, if synchronous change can be reached within the organization, this can resolve organizational inertia; offering new information to influence cognition, incentives, resources, and capabilities are complementary enhancement mechanisms that can affect individuals’ decisions and actions. Third, strategic alliance through the selection of an alliance partner, a mirroring context, and an alliance champion can improve the focal organizations’ ability to access synchronous change to overcome its organizational inertia. When the partners in the strategic alliance have high reputation and capability, they will accomplish these mechanisms more easily. For the coherence of multiple decision makers, one partner of the strategic alliance must mirror the focal organization to obtain a better result in overcoming focal organizational inertia. Other, there needs to be a champion in the multiple strategic alliance who can to persuade people to alter their cognition, plan incentive allocation, integrate the organizations’ capabilities and resources, and so on. The practical implications of this research are that it provides a viable way to overcome organizational inertia, as well as selecting strategic alliance partners and the mechanisms and routes of strategic alliances.