Business intelligence (BI) systems have become top priority for IT spending because of the perceived potential benefit of such systems to business competitive advantage. However, BI systems are costly and complex to implement with many cases of failure, yet few empirical investigations exist in this evolving area of study. This study explores and evaluates the critical success factors (CSFs) that influence business intelligence system implementation. It adopted a mixed method research approach in three distinct stages. The first was an extensive literature review of the phenomenon followed by the development of the research conceptual framework. The second was a survey of major stakeholders (N=102) familiar with the process of business intelligence system implementation to confirm and validate the critical success factors and other research constructs from the literature review stage. The third was an interview case study in four UK organisations that had implemented a BI system to understand the process and challenges involved, and how the critical success factors are applied in real- life projects. Sixteen CSF variables were derived from the literature and validated in a BI success model. The model posits that to effectively implement a BI system, organisations must understand: a) the interrelationship between the CSFs, b) their relative importance, and c) which sets of CSF have the greatest impact in realising a BI success objective. The study used factor analysis to explore the variable relationships and overall impact, while thematic content analysis was applied to the interview data to gain an insight into the BI implantation process to complement the survey findings. The study found that the CSFs of business intelligence implementation are of four major interrelated cluster dimensions. These are organisational, process, technical and user-related critical factors, which should be considered from the perspective of their interdependence to maximise their input. The study also found that the CSFs have their unique challenges, when it comes to BI system implementation. The findings and the resultant model would benefit practitioners and organisations intending to implement a business intelligence system and how to better align their BI objective with the critical success factors. It would also benefit others seeking a greater understanding of this emerging field of study.

Entrepreneurs use their network tools to access resources and information vital to the business’s survival. Despite a vast amount of research not all topics have been explored in this area, especially regarding women entrepreneurs and their networking activities, more specifically women entrepreneurs in the Arab context. With respect to this, it is necessary to recognize and to explore how women entrepreneurs get access to monetary and non-monetary resources (e.g. capital, employees, information, and customers) to execute their business practices and activities. Gender inequality exists in the entrepreneurial market; especially in developing countries. It has been noticed that in all industrial sectors, women tend to run and manage less firms than their male counterparts. The motive behind this study is to bridge the gender gap, inequality, and inequity in entrepreneurship in the Middle East region, in particular in Saudi Arabia. This is to be achieved by giving the floor to the silenced women to tell their stories. Eleven Saudi women entrepreneurs have been narratively interviewed in order to learn from their experiences, their networking interactions and activities. The study investigates the factors that influence their entrepreneurial network, the intersection between their gender identities and other dimensions of the social divisions such as religion, race/ethnicity, and socioeconomic class, the problems they faced during the establishment of their businesses and the strategies that they have employed to overcome those problems. Based upon the collected narratives and using thematic and structural analysis approach, five emergent themes affirm that entrepreneurial networks of women in Saudi Arabia is profoundly based on family members and widely affected by their social-cultural context. The intersection between their gender identity and the other social structural dimensions, e. g. Religion, class and tribal culture, in their daily life brings the complexity to their entrepreneurship, networking and resources acquisition. Gender segregation, social perceptions of women, severe traditions and rules, they all work as network constraints. As a result, many Saudi women have failed to run their business effectively and they have suffered from their networking abilities due to gender inequality in the Saudi culture and society. However, some Saudi women have privileged from new technology and online social networking websites as means to interact with and form new contacts as well as to expand their business ventures to reach new markets. However, other forms of entrepreneurial networking like funding and loans are not very common as female entrepreneurs in Saudi Arabia heavily depend on their families for monetary support. Nevertheless in addition to common resources that are required by any entrepreneurs, there is a different type of resources rather than finance that is necessary for them to start up and run their business and this will be provided by their networks. The findings of the study suggest that growing numbers of women in Saudi Arabia, who are actively challenging the status, governmental reforms and social-cultural changes, urgently require the promotion of women entrepreneurship as being affected by the economy and social aspiration of the country. Thus, the policy makers should take a more strategic approach on a national and international level to empower the Saudi women entrepreneurs and to strengthen their role in Saudi Arabia and provide ample entrepreneurial networking platforms for these women.

This submission provides more than 25 years of historical context to the concept of reward strategy and its evolution in the UK context, isolating and describing my own part in it, supported by my 16 publications referenced on this subject. As well as researching and re-conceptualising ideas of reward strategy and their importance in the UK context, three other key dimensions which my research has highlighted, have been about: focusing more on reward strategy application and securing line manager and employee engagement; the importance of researching and assessing the effectiveness of reward policies and how this can be done; and the need to adopt an organisation-specific, total rewards perspective on reward strategy. I have adapted the concept and my research in response to economic, social and political developments over that period and, uniquely, integrated academic and practitioner perspectives on this area to promote both the creation and application of new knowledge and evidence-based practice. As I have worked on the cusp of academic enquiry and professional practice, a PhD by Publication is a particularly relevant format in which to submit my work. I have in the process created new knowledge at the forefront of the discipline, for example in redefining the concepts of reward strategy and total rewards in an innovative and more effective manner; demonstrated the acquisition and understanding of knowledge in the field, for example in summarising and relating research literature in the formerly relatively distinct areas of reward management and employee engagement; conceptualised and run major research projects, for example investigating reward effectiveness; and displayed a full range of research methods in my work, including quantitative, qualitative, cross-sectional and longitudinal studies. Collectively, my work through the publications listed has offered a detailed exploration of the concept and application of reward strategy in the UK context, bringing together academic and practitioner perspectives and informed by and influencing leading academics and practitioners in the field. This sustained and coherent body of work makes a significant and original contribution to the present state of knowledge on reward thinking and practice and in related HR and management areas.

Marketing academics and practitioners consider brand positioning to be a key element of modern marketing management, branding, and strategy, given today's increasingly competitive marketplace. By way of its position, an offering seeks to take possession of a unique place in the minds of the targeted consumers, and in so doing, differentiates itself from the competition. Extant research confirms the importance of brand positioning, demonstrating that it positively affects, among other key factors, brand equity and value; consumer loyalty; and customer willingness to search and pay premium for a brand. market share, and the overall financial performance of the firm. Throughout the literature, various positioning typologies have been developed and used in the management and application of positioning. In addition, both firm-centred and customer-centred approaches have been adopted to evaluate the effectiveness and success of positioning strategies. Although considerable amounts of research have been devoted to the management of positioning, these efforts have focussed primarily on the positioning new offerings, re-positioning existing offerings to new target markets. However, despite the accorded importance of an offering's position in the long run, the review fails to identify research devoted to strengthening the already-established position of offerings over time. Consequently, the aim of this study is to empirically examine positioning strategies to strengthen the perceptions of the positions of existing offerings, hereby offering a proactive and deliberate approach to positioning, beyond the scope of extant research on positioning strategies. The lack of suitable theory withing the positioning literature led to a search and eventual use of the decoy effect, a phenomenon explained by theories within social and consumer psychology. In addressing the research aim, the decoy effect provides a theoretically-grounded conceptual framework to underpin the research. This framework proposes that the consumers' perception of the position of an existing offering (denoted in the study as, the Focal offering), is enhanced by the introduction of a new offering that is positioned similar yet inferior to the focal, i.e. an asymmetrically-dominated decoy (denoted as a decoy-positioned offering). This framework is empirically tested within the consumer product domain of washing detergents, and with this use of a field experiment. A 2 x 2 between-subjects design is applied to test the impact of two types of decoys (frequency and range) across two types of positioning bases (feature-, and benefit-oriented positioning). Data, collected using an electronic self-completion questionnaire from a random sample (n = 1200) of adult (18 and above) UK consumers, are analysed using analysis of covariance. The results confirm that the introduction of a decoy-positioned offering enhances the position of the focal offering across the four dimensions of perceived positioning - i.e., favourabilty, differentiation, credibility, and uniqueness. Of these dimensions, the decoy is most influential in enhancing perceived differentiation and uniqueness of the focal offering on the introduction of the decoy. Comparing the two decoys, the results show that the frequency decoy exerts a stronger impact than the range decoy on positioning perceptions. In terms of positioning bases, decoys are found more effective in the context of benefit-oriented positioning as compared to feature-oriented positioning. This study advances the literature in several ways; primarily as the first theoretically-grounded effort to examine how a brand can strengthen the position of existing offerings, thus addressing the calls for a theoretical foundation to investigate the calls for a theoretical foundation to investigate the concept of positioning. The study also demonstrates the prudence of taking into account both the specific dimension of the positioning concept, and the perceived-importance of the attributes on which an offering is positioned. To practitioners, the study provided guidance as to how the firm can strengthen the position of its existing offering amidst the competitive dynamics of today's marketplace.

This research attempted to contribute to the development of knowledge within the domain of international channels of distribution and especially the degree of integration of such channel structures. Through an intensive literature review, four main theories have been identified as potential bases for the study of the subject matter, these are the functional approach, IPA, the financial consideration approach and TCA. Of these four theories, the author argues that, currently, TCA occupies a dominant position within related academic research. Consequently, TCA has been utilised as the theoretical basis of the study, the main aim of which has been the development and testing of a proposed model for the design of international channel structures for newly industrialised countries. Following an extensive review of relevant material, the model developed by Bello and Lohtia (1995) has been identified as offering a robust and systematic insight into the application of the TCA propositions into the subject matter. Nevertheless, the author has identified a number of limitations associated with Bello and Lohtia's model, and consequently, on the strength of related literature, has proposed a modified/extended model. In order to test the modified extended model, appropriate research constructs were operationalised. Through a self-completion questionnaire, the proposed model was applied/ tested in the IT -related sector of the Taiwanese economy. Sufficient data were collected and advanced multivariate techniques (in particular, structural equation modelling) were/utilised. Examination of the model fit led to a revised model. The pathways/ causal relationships within the revised proposed model can be categorised under four main types: 1. Constructs as second-order factors: H[sub]2[sub]a : "Transaction-specific Assets' is a second-order factor of "Human TSA", "Product TSA", "Physical TSA", "Dedicated TSA" and "Brand Name TSA". Partially supported H[sub]5[sub]a : 'Business Strengths of Principals' is a second-order factor of "Firm's Size", "Firm's Exporting Experience", "Firm's Financial Ability", "Familiarity with Foreign Markets" and "Firm's Core Business". Tentatively supported 2. Hypothesised pathways/causal relationships related to the decisions regarding 'integration of international channel structures: 'H[sub]1: The higher the 'Transaction Frequency', the greater the likelihood to integrate international channel structures. Supported H[sub]2: The higher the 'Transaction-specific Assets', the greater the likelihood to integrate international channel structures. Supported H[sub]3[sub]a: HJ. : The lower the degree of 'Environmental Diversity', the greater the likelihood to integrate international channel structures. Opposite H[sub]3[sub]b: The greater the degree of 'Environmental Volatility', the greater the likelihood to integrate international channel structures. Not supported H[sub]4: The lower the 'Channel Production Costs', the greater the likelihood to integrate international channel structures. Not supported H[sub]5[sub]a: The greater the magnitude of 'Business Strengths of Principals', the greater the likelihood to integrate international channel structures. Supported 3. Secondary hypotheses relevant to 'Business Strengths of Principals': H[sub]6[sub]a : The higher the degree of 'Environmental Diversity', the higher the magnitude of 'Business Strengths of Principals'. Supported H[sub]6[sub]b : The higher the degree of 'Environmental Volatility', the lesser the magnitude of 'Business Strengths of Principals'. Supported H[sub]7 : The greater the magnitude of 'Business Strengths of Principals', the lower the 'Channel Production Costs'. 4. Additional significant causal pathways added following data analysis: AH[sub]1: The higher the 'Channel Production Costs', the greater the magnitude of 'Business Strengths of Principals'. AH[sub]2: The higher the 'Transaction Frequency', the higher the magnitude of 'Business Strengths of Principals' . Finally, it is believed that the research presented in this thesis has made an original contribution to the scholarly study and literature on international channel structures, and more specifically: 1. offered a new conceptualisation of the 'Business Strengths of Principals' and 'Transaction-specific Assets' constructs; 2. expanded the conceptualisation of TCA through the addition of the 'Business Strengths of Principals' construct; 3. offered - some initial evidences to suggest that transaction costs, rather than production costs, are more important determinants of international channel structures; 4. expanded the boundary condition of TCA, as applied to the subject matter, by successfully applying the theory in a new environment; 5. introduced the 'channel functional measure approach' as a measure of degree of channel integration; and 6. provided a set of prescriptive guidelines for the design of international channel structures.

Over the last two decades, business relationships have received considerable attention through the recognition that it is possible to increase profitability through relational exchanges (exchanges governed by norms of long-term co-operation, mutual satisfaction, trust and open communication) rather than discrete ones (exchanges that are arms-length, short-term and centred on self-interest). One of the constructs which has received considerable attention within business relationships is trust. Several studies have studied the impact of determinants of trust, with communications acknowledged as one of its main antecedents. However, related research has been found to make no distinction between different types of information (i.e. explicit/formal and tacit/informal). In addition, there are concerns regarding the adopted operationalisations and lack of research that examines the transformation process that information exchange undergoes as part of business relationships. This research attempts to redress such omissions. An approach utilising a modification of Nonaka and Takeuchi's (1995) model of knowledge transfer and conversion forms the starting point of this research. Four nodes representing the conversion of different types of information have been identified. These are: socialisation (tacit information converted to tacit information), externalisation (tacit information converted to explicit information), internalisation (explicit information converted to tacit information) and combination (explicit information converted to explicit information). Supplier perception of their input, their perception of their customer's input, the. difference between supplier's and customer's input, the total volume of their combined inputs and the difference between respective inputs in terms of the total volume have provided the analytical platform. These inputs are posited to determine trust which, in tum, determines long-term orientation. Such research is considered to represent the first documented effort to explicitly examine the differential impact of different types and processes of information exchange. Analysis based on the perceptions of 160 marketing managers of large UK-based organisations revealed that: 1. The respondents' perception of inputs by their customers best explains the behaviour oftrust. 2. With the exception of internalisation (explicit information converted to tacit information), all other nodes were found to significantly affect trust. 3. In addition, the investments made by customers during the conversion of tacit information into explicit information (i.e., externalisation) was found to have a direct impact on long-term orientation. The above results are considered to offer empirical support to the largely descriptive literature on the subject matter. In addition, they illustrate that any related examination should simultaneously consider the nature of information exchange and the processes involved in this exchange. The development of robust measures for socialisation, externalisation, internalisation and combination as a necessary first step and the multiple analytical platforms/perspectives are considered to represent the methodological contributions of this research.

Competition between the voluntary sector and across sectors has, over the years, intensified. As a result, a growing body of literature urge the voluntary sector organisations (VSOs) to adopt the best practices of the private sector, in order to demonstrate professionalism, win contracts and increase organisational survival. Such advocates assume the generic character of private-sector management practices and inherent structural similarities between organisations in both the voluntary and private sectors. However, if a VSO is to adopt the private sector practices to be able to more effectively compete, demonstrate effectiveness and continuous improvement, how would that impact on that VSO's effectiveness? Not much is known about the inner intricacies of VSOs experiencing drastic competitive pressures and having to adapt to ensure organisational survival. This study set out to evaluate the impact of such competitive pressures and the organisations' adaptive strategies on the VSOs' effectiveness. The study has taken on and challenged the market driven notion that the efficiency of markets and the value of competition should underpin the strategy for improving VSO's effectiveness and the delivery of public services. The researcher sought theoretical models that could provide an understanding of how social processes would determine the efficacy of VSOs in such a competitive environment. The neo-institutional and the resource dependence theories were preferred, enabling the study to predict the possible organisational behaviours; under competitive pressures. As result, five testable propositions were developed, based on the key institutional differences between the voluntary and the private sectors. The study then adopted a longitudinal comparative case study research method to test the propositions. Three case study organisations were selected, based on their sources of income, provisions and characteristics of organisations where change had occasioned concern amongst stakeholders. From an insider perspective, with at least two of the case organisations, the overall context of the pressures leading to adaptation at the three case study organisations was shaped by changes in the delivery of public services. Using a variety of qualitative data collection methods, a wide range of data was collected, triangulated and analysed. The study also drew on the long term professional and practical work experience of the researcher as a senior practicing manager within the voluntary sector, and as a reflective scholar-practitioner. The findings reveal that, as a result of competitive pressures, VSOs have to adapt to ensure organisational survival. Although this may be of some immediate benefits to the organisations, such adaptive strategies lead to goals and mission drifts; erode organisational independence and legitimacy; weaken democratic accountability and reduce wider participation. It reduces voluntarism, informality and diversity, and erodes the VSOs' traditional values and ethos. This has wider implications for the individual voluntary sector organisations, sector leaders and the public sector seeking to maximise the value of service delivery by the voluntary sector, and those advocating, indiscriminately, the adoption of private sector practices, as a strategy for improving voluntary sector effectiveness. The study provides an understanding of VSOs' organisational behaviours under competitive pressures, and the transformational effect that such competitive pressures may have on an organisation's distinctive capabilities.

During last two decades the uncertainty in and complexity of the external environment has become a common challenge for most companies worldwide. To gain a more sustainable competitive advantage in their rapidly changing competitive milieux companies should be able successfully to integrate innovative elements and develop their dynamic capabilities. The value of dynamic capabilities lies in the resource configurations that they create or enhance in rapidly and radically changing environments, which in turn enable the firm to pursue opportunities in new, unpredictable markets (Ambrosini & Bowman, 2009). Firms which operate in high-velocity industries continuously develop their dynamic capabilities as the only means to survive. Companies in low-velocity industries are usually unprepared for radical and rapid changes and thus they are less competitive than companies which develop their dynamic capabilities in less stable environments. This study examines how dynamic capabilities have evolved in an industry which is moving from a relatively low velocity into moderately high velocity. A deductive, interpretive approach is chosen for the current study, mainly because it offers a better opportunity to explain, describe, illustrate, and explore specific aspects of the emergence of dynamic capabilities in relatively low velocity environments. The study has studied three ship building companies in Europe. The study has two main phases of data collection. The first data collection phase begins with three in-depth interviews with chief executives from the companies selected for the case study. The chief executives of these companies are chosen for their known, recent experience with dynamic capabilities and because they represent the shipbuilding industry in Europe. The second data collection phase consists of nineteen semistructured interviews. The collected research data is analyzed by case studies methods. This work has found that dynamic capabilities developed in stable environments lead to superior performance under conditions of environmental volatility; entrepreneurial behaviour on every managerial level is necessary in order to develop dynamic capacity; low-cost experimentations are one of the most effective methods to trigger dynamic capabilities; and learning through internationalization is an effective tool to develop dynamic capabilities. It has also found that new business development units and spin-offs might trigger development of dynamic capabilities but cooperation between small and medium-sized firms and large enterprises does not increase the development of dynamic capabilities and might be even counterproductive.

This thesis investigates the quintessence of leadership in terms of antecedents and consequences, focusing on the leadership traits and styles that relate to employee work-related attitudes. The thesis sheds light on the distinct traits of leaders/managers in the context of the Five-Factor Model of personality and the congruent leadership styles that reflect directly on employee behaviours, work-related attitudes, and organisational performance. Unlike most of the existing studies exploring the antecedents and consequences of leadership, which rely predominantly on small samples and contemporaneous correlations, this thesis uses large-scale survey data to provide a detailed investigation of the influence of gender and sector difference in influencing the triadic relationship personality-leadership-employee attitudes and behaviour. The thesis provides answers to the three main research questions. The first research question is whether there are specific personality traits that can explain the propensity of individuals to become managers and undertake leadership roles. The second question explores the relationship between leadership style at the organisational level and employee work-related attitudes i.e. job related to well-being. Finally, the third question examines whether leadership style at organisational level can build employee work-related attitudes, and more specifically organisational commitment. The findings confirm the importance of personality traits as strong predictors of managerial/leadership roles. Likewise, management/leadership style at the organisational level has a significant influence on employee job related well-being and employee organisational commitment. In particular, the role of trust in leaders, as both a moderator and a mediator, affecting this relationship within particular industrial sectors is confirmed. These findings contribute to the existing theoretical and empirical literature on the antecedents and consequences of leadership.

Family businesses make significant contributions to gross national product, employment and wealth creation in countries around the globe. In the UK, a third of businesses are regarded as family businesses. Yet despite their economic importance, much of the current legislation on boards (eg Companies Act 2006) fails to recognize the uniqueness of family businesses and their boards. This study explores the diverse approaches to governance within small and medium-sized family businesses (SMFBs) in the UK. It draws on original evidence gathered from 8 case companies by means of longitudinal study and semi-structured interviews. It employs rich narrative, thematic case and cross case analysis to identify similarities and differences between boards using a spectrum of boards and investigates the influence of board roles and show internal dynamics affect directors and their roles during the decision-making process. Building on prior literature, which suggests that boards significantly influence the behaviour of SMFBs, this thesis identifies the importance of family, business and family business aims and stage of the business. It also identifies the importance of, education and skills and relationship using dyads while highlighting the nuances and shifting dynamics of director’s relationships. The findings are used to develop a family business board model which adds to our understanding of how SMFBs function. Finally, it suggests how the new framework might be developed to support SMFBs identify and implement governance structures, and examines the policy and praxis implications of the findings. The thesis demonstrates that family businesses set up their governance around the aims of their business and that informal roles impact on the running of the board which is currently ignored in legislation and ’best practice’ suggestions which tries to suggest ’one size fits all’.