Thesis (M.Phil.)--Hong Kong University of Science and Technology, 2005. / Includes bibliographical references (leaves 85-87). Also available in electronic version.

<p>This study develops a model for analyzing fit between a firm's competitive strategies and the capabilities of their Supply Chain Management Information Systems (SCM IS). Concepts such as configurational theory, the resource based view of the firm, and emergent strategies and capabilites--all of which are underutilized in current IS literature--ground the study theoretically. A positivist case study of five manufacturers is used to explore the constructs and identify appropriate measures for operationalizing the model. The developed model enables IS planners to quickly analyze their firm's competitive strategy patterns and determine the ideal level of support required for each SCM IS capability. Firms can improve the effectiveness of their IS and reduce the risk and cost of misfits, by implementing information systems that fit their emergent competitive strategies. The developed model is a significant improvement over traditional models that advocate aligning information systems with a firm's intended strategies or their current functional requirements, both of which change more frequently than a firm's emergent competitive strategy patterns. The case study investigations yielded several important findings. First, Miles and Snow's (1978) competitive strategy typology proved useful for classifying a firm's emergent competitive strategy patterns and reducing the complexity of analysis. However, the qualitative evidence more strongly supported the use of Conant et al .'s (1990) multi-dimensional questionnaire measure of competitive strategy type rather than Miles and Snow's (1978) paragraph measure. Second, existing conceptualizations of IS capabilities were not well suited to analyzing SCM IS specifically. The findings support the conceptualization of SCM IS capabilities as the level of support provided for: operational efficiency, operational flexibility, planning, internal analysis, and external analysis. Finally, the empirical results strongly supported modeling the strategic fit of a firm's SCM IS as the amount the perceived level of support provided for each SCM IS capability was less than the theoretically ideal level, rather than the more common approach of modeling strategic fit as the absolute deviation between perceived and theoretically ideal levels.</p> / Doctor of Philosophy (PhD)

Thesis (M.S.)--Oregon State University, 1999. / Typescript (photocopy). Includes bibliographical references (leaves 73-76). Also available on the World Wide Web.

Thesis (M.A.)--West Virginia University, 2001. / Title from document title page. Document formatted into pages; contains vi, 87 p. : ill. (some col.), maps (some col.). Includes abstract. Includes bibliographical references (p. 81-85).

Thesis (Ph. D.)--Oregon State University, 1990. / Typescript (photocopy). Includes bibliography (leaves 147-152). Also available on the World Wide Web.

Thesis (MScEng)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Theses (M.S.)--Marshall University, 2006. / Title from document title page. Includes abstract. Document formatted into pages: contains ix, 61 p. including illustrations and maps. Bibliography: p. 60-61

Thesis (M.S.)--Naval Postgraduate School, 2000. / Thesis advisors, Mark E. Nissen, James M. Barnard. "December 2000." Includes bibliographical references (p.75-77). Also available via the World Wide Web.

Project control systems often fail to support management in achieving their global project goals. This thesis proposes a Multidimensional Project Control System (MPCS) as an approach for quantifying deviations from the planning phase to the execution phase with respect to the global project control specification (GPCS). The projects' current state must be translated into yield terms, which are expressed as a gap vector that represents the multidimensional deviation from the global project control specification. The MPCS methodology allows the project manager to determine: integrated project status; where problems exist in the project; when and where to take corrective action; and how to measure improvement. However, implementing the MPCS methodology does not require extra data collation. MPCS deals with the control of a single project and defines the project performances in comparison with the plan. The progression of several projects in parallel is a common situation in organizations, therefore a comparison of the various project performances is required. It is proposed that a comparison process be performed using the data envelope analysis (DEA) approach. The reference points for examining the performances of different projects and the directions of improvement for the projects are not necessarily found on the efficiency frontier. An algorithm is developed for applying multi-project system control having a relatively large number of inputs and outputs while maintaining the validity of the DEA methodology. The DEA output allows the diagnosis of those found on the efficiency frontier and those that need improvement.

Dissertation (Ph.D.)--University of Toledo, 2007. / Typescript. "Submitted as partial fulfillment of the requirements for the Doctor of Philosophy degree in Manufacturing Management and Engineering." Bibliography: leaves 215-235.