Submitted by Elba Lopes (elba.lopes@fecap.br) on 2017-08-23T15:38:52Z No. of bitstreams: 2 Antonio_Cesar_Polo.pdf: 2722503 bytes, checksum: e2d32aeb4ecefc90cc5bdb5c422e9ed3 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2017-08-23T15:38:52Z (GMT). No. of bitstreams: 2 Antonio_Cesar_Polo.pdf: 2722503 bytes, checksum: e2d32aeb4ecefc90cc5bdb5c422e9ed3 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2015-05-27 / The 1990s demonstrated a growth of ERP (enterprise resource planning) adoption amongst organizations, and among scholars it has been studied in a series of aca-demic publications, that defined ERPs as a contributor to obtain competitive advan-tage and organizational performance. The present study encompasses the new ERP configuration, dedicated to support companies in its front end operations and value chain integration, so called ERPII model, and investigates the relationship with the Dynamic Capabilities during the post-implementation phase. In order to ac-complish this objectives, a conceptual Framework is developed, to articulate the construct variables with the level of market turbulence. Furthermore, a quantitative field research is executed, based on a survey, and the research results are interpreted under the Framework perspective, where the results are validated through statistical tests such as Spearman correlation, Mann-Withney and Kruskal-Wallis, in order to obtain an explicative analysis of the Dynamic Capabilities role in the sustenance of ERPII. The results, evidenced Dynamic Capabilities in all presuppositions articulated by the Framework, with positive impacts in reconfiguration of routines responsible for ERPII sustenance and its organizational performance contribution. In this sense, the major effects were identified in sensing and seizing of market opportunities focused on evolving ERPII, management initiatives to encourage tacit and explicit learning processes, coordination of ERPII quality and performance metrics, and level of uncertain of business market related to ERPII context. / Os anos de 1990 apresentaram um crescimento na ado????o dos sistemas de gest??o empresarial (ERPs) pelas organiza????es, e o tema foi estudado em um grande n??me-ro de publica????es acad??micas, que apontaram o mesmo como um impulsionador da obten????o da vantagem competitiva e desempenho empresarial. A presente disserta-????o aborda a configura????o contempor??nea dos sistemas ERPs, dedicada a suportar as empresas em suas opera????es de linha de frente e integra????o com a cadeia de valor, dentro do modelo conceitual chamado ERPII, e analisa suas rela????es com as Capacidades Din??micas em sua fase de p??s-implementa????o. Para tanto, um Fra-mework conceitual ?? proposto, com o objetivo de articular as vari??veis relativas aos constructos, agregando-as a indicadores concernentes ao n??vel de incerteza do am-biente. Em continuidade, o trabalho apresenta uma pesquisa de campo, executada por meio de um instrumento de pesquisa de natureza quantitativa. Por fim, sob a ??ti-ca do Framework desenvolvido, os resultados da pesquisa s??o validados estatisti-camente por meio de testes de correla????o de Spearman, Mann-Withney e Kruskal-Wallis, visando obter uma an??lise explicativa do papel das Capacidades Din??micas na sustenta????o do ERPII. Como resultados, observou-se a presen??a das Capacida-des Din??micas em todos os pressupostos articulados por meio do Framework, com impacto positivo na reconfigura????o de rotinas respons??veis pela sustenta????o do ERPII e consequente contribui????o para o desempenho organizacional. Nesse senti-do, os fatores que exerceram maior influ??ncia foram os relacionados a mecanismos de prospec????o e tratamento de oportunidades e atualiza????es do ERPII, seguidos por a????es gerenciais de incentivo ?? aprendizagem t??cita e expl??cita, coordena????o de in-dicadores de qualidade e desempenho, e n??vel de dinamicidade do mercado de ne-g??cios no contexto do ERPII.

This diploma thesis deals with an information technology support of organization's decision making processes using Exact Software's enterprise information systems. The main goal of this paper is a demonstration of various Exact Software applications using real world examples from several Czech enterprises. Illustration of various benefits of integrated enterprise systems architecture is another goal of this paper. Possible benefits gained during the process of implementation of Exact Software's applications and necessary requirements that have to be fulfilled create the last goal. Risks and issues that can be encountered during the implementation process are mentioned along with benefits. To achieve these goals this diploma paper contains a lot of practical illustrations supplemented by theoretic explanation. Paper includes four parts. First part is an introduction into decision making processes in enterprises and provides a general overview of Exact Software's enterprise information systems portfolio. Another area covered by the first part is an overview of possible benefits of these systems in according to the level of organization management. Second part is dedicated to Exact Synergy Enterprise. At the beginning of this part there are outlined procedures, benefits and assumptions necessary for successful system implementation. The following text in part two contains many real world examples from the decision making point of view. Third part covers Business Intelligence application Exact Business Analytics from the standpoint of implementation guidelines, prerequisites and benefits. Subsequent subchapters contain practical examples of usage of this system. The last part is comprised from two case studies of Exact Software's systems implementation -- first one is a financial counseling company, second one is a company from the IS/ICT area. The paper as a whole represents unique material for companies that are looking for solutions on their decision making and analytical procedures problems. On the basis of this paper the reader can create an overview of current capabilities of enterprise information systems. A vast majority of presented solutions are system independent i.e. the usage of systems from Exact Software is only exemplary. Case studies of complex enterprise IS architectures in real world enterprises represents another great contribution to this diploma paper.

The target of the thesis is to propose an appropriate information system that ensures the implementation of the business strategy for the garden division of the company AGRO CS a.s. Specifically it targets evaluating the use of enterprise information systems and the application of business intelligence according to the information base describing the company's business strategy. The thesis is divided into three parts. The first one is the theoretical part that outlines the methods used for analysing the business strategy and the theory background about business strategy itself. It also contains information system theory. The second part, the analysis part, presents the company and is based on the theoretical part. It also implements methods used for analysing the business strategy and analysing the appropriateness of the use of EIS systems or business intelligence applications. In the last part, the proposal part, an appropriate EIS or BI system is chosen based on consultations, requirements and targets that are the outcome of the previous part.

In today’s globalized business world enterprises face increasing competition and accompanying internal and external threats that challenge their enterprise strategies. Multiple examples of enterprises show that long-lasting strategies need to be progressively overworked in order to secure competitiveness. One key for long-term competitiveness seems to lie in the ability to find a reasonable ratio of strategic stability and change. Neglecting the tension of strategic stability and change can have fatal consequences. Strategic management research increasingly focuses on this challenge. Lately research on ambidexterity and dynamic capability attempts to explain the underlying issues of proactively balancing strategic tensions in dynamic markets. Yet, there remain a couple of questions that – unanswered – limit the explanatory power of recent research models. Because of conceptual ambiguities around the concepts of ambidexterity and dynamic capabilities, until now it remains unclear how a balance between strategic stability and change is reached and managed, and how the underlying strategic decision and strategic management processes at the organizational level look like. To address these open issues, this work develops an alternative framework of strategic ambidexterity. It is defined as a deliberate mechanism to detect, monitor, steer, coordinate and balance stability and change of the enterprise strategy. It argues that enterprises do not deal with strategic stability and change accidently. Quite on the contrary, the enterprises’ key actors are aware of this challenge and have a mechanism in place that allows them to deliberately and continuously employ the right ratio of strategic stability and change. This deliberate mechanism is assumed to create performance differences. High-performing enterprises have a particular setting of the mechanism that distinguishes them from low-performing peers and that secures their long-term competitiveness. In order to empirically test the mechanism a qualitative comparative analysis (QCA) using a sample of 74 mechanical engineering enterprises is performed. As will be shown there are in fact differences between high and low-performing enterprises. The strategic behavior of high-performing enterprises can be classified as Guided Long-Term Inclusive Planning (GLTIP). This work adds new knowledge to the research on ambidexterity and dynamic capabilities and also contributes to the methodological discussion on the analysis of sustainable competitive advantage in today’s globalized and dynamic markets.:1. Introduction 2. High-performing enterprises, strategic management and dynamic environments – multiple paths of explaining sustainable competitive advantage 3. Toward a multidimensional framework of balancing strategic stability and change: a steering mechanism 4. A comparative configurational analysis of the mechanism of strategic ambidexterity with regard to different performance settings 5. Discussion of results: introducing Guided Long-Term Inclusive Planning (GLTIP) 6. Management implications: GLTIP in action 7. Conclusions, limitations and directions for future research

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