This cumulative dissertation covers the concepts of scenario-based strategic planning and strategic management in family firms over five articles. The first article gives an overview of the cumulative dissertation explaining the research gap, approach and contribution of the dissertation. The paper highlights the two research areas covered by the dissertation with two articles focusing on scenario-based strategic planning and two on strategic management in family firms. The second article is the first of two focusing on scenario-based strategic planning. It introduces and describes a set of six tools facilitating the implementation of scenario-based strategic planning in corporate practice. The third paper adapts these tools to the financial management and controlling context in private companies highlighting the tools’ flexibility in managing uncertain and volatile environments. The fourth article is the first of two focusing on strategic management in family firms. It analyzes organizational ambidexterity as a factor explaining family firm performance. The article shows that a high level of organizational ambidexterity in family firms leads to a higher family firm performance. The final paper concludes the dissertation examining the tendency of family firms to focus on capability exploration or resource exploitation over different generations managing the family firm.:I. SCENARIO-BASED STRATEGIC PLANNING AND STRATEGIC MANAGEMENT IN FAMILY FIRMS … 1 1. Research question and goal of the dissertation … 2 2. Summary of papers … 8 2.1. Contribution … 12 2.2. Implications and further research … 16 II. SIX TOOLS FOR SCENARIO-BASED STRATEGIC PLANNING AND THEIR APPLICATION … 25 1. Introducing tools one and two: The framing checklist and 360° stakeholder feedback … 27 1.1. The framing checklist … 27 1.2. Description of the framing checklist … 29 1.3. 360° stakeholder feedback … 36 1.3.1. Existing perceptions, blind spots and weak signals … 37 1.3.2. Description of 360° stakeholder feedback … 38 1.4. Evaluation of the framing checklist and 360° stakeholder feedback … 44 2. Applying frameworks one and two: The framing checklist and 360° stakeholder feedback in the European airline industry … 46 2.1. Introduction … 46 2.2. The framing checklist … 46 2.3. 360° stakeholder feedback … 48 3. Introducing tools three and four: The impact/uncertainty grid and the scenario matrix … 53 3.1. The impact/uncertainty grid … 53 3.2. Description of the impact/uncertainty grid … 55 3.3. The scenario matrix … 57 3.4. Description of the scenario matrix … 62 3.5. Evaluating the impact/uncertainty grid and the scenario matrix … 67 4. Applying frameworks three and four: The impact/uncertainty grid and the scenario matrix in the European airline industry … 69 4.1. Introduction … 69 4.2. The impact/uncertainty grid … 69 4.3. The scenario matrix … 71 5. Introducing tools five and six: The strategy manual and the monitoring cockpit … 87 5.1. Introduction … 87 5.2. The strategy manual … 87 5.3. Description of the strategy manual … 91 5.4. The scenario cockpit … 95 5.5. Description of the scenario cockpit … 96 5.6. Evaluating the strategy manual and the scenario cockpit ..................... 99 6. Applying frameworks five and six: The strategy manual and the scenario cockpit in the European airline industry … 102 6.1. The strategy manual … 102 6.2. The scenario cockpit … 105 III. SZENARIOBASIERTE STRATEGISCHE PLANUNG IN VOLATILEN UMFELDERN … 111 1. Einführung: Unternehmen agieren in einer zunehmend volatilen Umwelt … 112 2. Volatilität als Herausforderung für die strategische Planung … 112 3. Szenariobasierte strategische Planung als Lösungsansatz für Planung unter Volatilität …114 3.1. Grundlagen der szenariobasierten strategischen Planung … 114 3.2. Prozess der szenariobasierten strategischen Planung … 115 4. Zusammenfassung ... 122 IV. ORGANIZATIONAL AMBIDEXTERITY AND FAMILY FIRM PERFORMANCE … 125 1. Introduction … 126 2. Theory and Hypotheses … 127 3. Methodology … 131 3.1. Research Design and Sample Generation … 131 3.2. Measures … 133 4. Analysis and Results … 135 5. Discussion and Conclusion … 139 V. THE IMPACT OF SUCCESOR GENERATION DISCOUNT IN FAMILY FIRMS: EXAMINING NONLINEAR EFFECTS ON EXPLORATION AND EXPLOITATION … 150 1. Introduction … 151 2. The RBV and the importance of exploration and exploitation … 154 3. The importance of exploration and exploitation in family firms … 156 4. The impact of generational involvement on exploration and exploitation in family firms … 159 5. Methodology … 164 5.1. Constructs … 165 5.2. Results … 167 6. Discussion … 172 6.1. Implications for theory and practice … 175 6.2. Study limitations and future research … 176 6.3. Conclusion … 177

Cílem disertace je ověřit existenci vztahu mezi využitím analytických nástrojů strategického řízení a výkonností podniků. Za tímto účelem bylo třeba nejdříve definovat množinu analytických nástrojů strategického řízení, které jsou v soudobé praxi našich firem nejčastěji používané a nalézt způsob, kterým lze hodnotit výkonnost podniků. K tomuto účelu byly připraveny dva výzkumy: výsledkem prvního bylo zjištění nejčastěji používaných analytických nástrojů strategického řízení a faktorů, které jejich využití ovlivňují, t.j. jejich znalost, spokojenost s nimi a velikost podniků. Výsledkem druhého výzkumu bylo navržení nového způsobu multikriteriálního hodnocení podnikového výkonu. Pomocí analýzy hlavních komponent (principal component analysis) byly definovány čtyři skupiny ukazatelů, které umožňují komplexní posouzení podnikového výkonu: ukazatele finanční výkonnosti, konkurenční pozice, orientace na zákazníky a organizační integrity. S použitím regresní analýzy (stepwise regression analysis) byl prokázán pozitivní vliv využití analytických nástrojů strategického řízení na výkonnost podniků.

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

Evaluation of processes during software development is closely associated with theory of quality management. This master's thesis deals with problems of quality management during development from various points of view. Theoretical part is involved in definitions of terms which relates to fundamentals and methods of quality management. Practical part is aimed at technological aspects of prototype realization. Onward contains analysis and system design, implementation description and final resume.

This MSc Thesis focuses on software development management. It describes the importance of project management in IT fields and mentions its significant standards. Thesis devotes some chapters to software project life cycle models. Another part of this thesis compares instruments supporting project management and analyzes system requirements of IT project management. A part of thesis implements the designed system concerning its real use in the future. Due to the web application form, the implementation phase focuses on keeping today's standards of accessible quality website, good usability. Conclusion of this thesis evaluates reached outcomes and mentions possible solution enhancement.

O socioambientalismo é uma vertente recente do movimento ambientalista no Rio Grande do Sul, com grande expressão em países com vasta biodiversidade como o Brasil. As características deste país, que associa a existência da expressiva biodiversidade com a presença de povos indígenas e comunidades tradicionais, evidenciam a necessidade de desenvolverem-se mecanismos de gestão ambiental que considerem tanto a sociobiodiversidade como as atividades produtivas. A metodologia, de natureza qualitativa, constou de pesquisa documental e levantamento de dados primários. Partindo de um estudo exploratório, com a intenção de aprofundar o conhecimento sobre a história do (socio)ambientalismo no Estado. A pesquisa documental foi realizada a partir de documentos técnicos, normativos e regulatórios, e pesquisa nos sites das ONGs ambientalistas do Estado, documentários e entrevistas de rádio, que foram veiculados desde 1990. Partindo de uma leitura da ecologia política, objetivou-se compreender o processo de construção do socioambientalismo no estado do Rio Grande do Sul, a partir do estabelecimento da gestão socioambiental, resultante da relação do movimento (socio)ambientalista com o processo de estruturação do Estado. Para tanto, foram traçados os seguintes objetivos específicos: a) caracterizar os atores e sua contribuição para a construção do socioambientalismo no Estado; b) periodizar o processo de evolução das políticas ambientais, a partir da relação do movimento (socio)ambientalista com o processo de estruturação do Estado; c) analisar o processo de construção do socioambientalismo, a partir da implementação da gestão socioambiental. Para tanto, dá-se destaque às políticas ambientais, analisando se essas se revelam com enfoque protecionista ou se foram elaboradas considerando os aspectos sociais, de modo a abranger um caráter socioambientalista. Esta pesquisa assume um caráter interdisciplinar, no escopo da ecologia política, em diálogo com a sociologia ambiental e a gestão socioambiental, buscando entender as transformações da política e da gestão ambiental no Rio Grande do Sul, a partir de uma periodização. Nesse contexto, as categorias analisadas foram: movimento ambientalista, movimento socioambientalista, períodos, manejo florestal, gestão socioambiental e política pública ambiental. Foram identificados três períodos, evidenciando a estruturação da política ambiental do Estado relacionada às transformações do movimento ambientalista e à incorporação de uma perspectiva socioambientalista nas políticas. O primeiro período, intitulado Protecionista - Intelectual, está demarcado entre os anos 1940 a 1979; o segundo período, Institucional – Imobilizado, está demarcado entre os anos de 1980 a 1999; o terceiro período, intitulado Regulamentário – Extensionista, está demarcado entre os anos 2000 a 2015. Ele é caracterizado pelo reconhecimento de diferentes visões de sociedade-natureza, em algumas das quais o homem se identifica enquanto natureza. Considera-se que o socioambientalismo no Estado não avançou em processos de inclusão da sociobiodiversidade na pauta ambiental, como em outras regiões do país. Entretanto, constituiu-se um movimento com perspectiva socioambiental, o qual contribuiu para a estruturação da política ambiental florestal, por meio de processos pioneiros de manejo florestal, aproximando a gestão socioambiental do manejo da propriedade rural, imprimindo um caráter de extensão ambiental. Este trabalho avança na direção da aceitação da gestão socioambiental nas esferas de governo e na conservação ambiental como uma dimensão do desenvolvimento rural. / Socioenvironmentalism is a recent strand of the environmental movement in Rio Grande do Sul (RS), greatly relevant in countries with vast biodiversity such as Brazil. The characteristics of this country, which combines the existence of significant biodiversity with the presence of indigenous peoples and traditional communities, demonstrate the need to develop environmental management mechanisms that consider both socio-biodiversity and productive activities. The study applied a qualitative method comprising documentary research and primary data collection. It started from an exploratory study aimed at deepening the knowledge about the history of the (socio)environmentalism in the state of RS, Brasil. Documentary research included technical, normative and regulatory documents, as well as research on websites of environmental NGOs working in the state, documentaries and radio interviews broadcasted since 1990. Based on political ecology theories, the objective was to understand the construction of socioenvironmentalism in RS, through the establishment of socio-environmental public policies, resulting from the interaction between the (socio)environmentalist movement and the state structuring process. Thus, the following specific objectives were defined: a) characterizing the actors and their contribution to the construction of socio-environmentalism in RS; b) to establish chronological frameworks for the process of evolution of environmental policies, based on the relationship of the (socio)environmentalist movement with the structuring of the state; c) to analyze the process of construction of socio-environmentalism, through the implementation of socio-environmental public management. To this end, emphasis is placed on environmental policies, by examining whether they carry a protectionist approach or were formulated considering the social aspects, so that to cover a socio-environmentalist character. This research takes an interdisciplinary approach, within the scope of political ecology, in dialogue with environmental sociology and social and environmental public management, seeking to understand the transformations of politics and environmental management in Rio Grande do Sul, through chronological frameworks. In this context, the analyzed categories were: environmental movement, social-environmentalist movement, time-frames, forest management, socio-environmental management and environmental public policy. Three periods were identified, evidencing the structuring of the state's environmental policy related to the transformations of the environmental movement and the incorporation of a socioenvironmental perspective in the policies. The first period, named Protectionist - Intellectual, is delimited between the years 1940 to 1979; the second period, Institutional - Immobilized, between 1980 and 1999; the third period, named Regulatory - Extensionist, between the years 2000 to 2015. It is characterized by the recognition of different views of society-nature, in some of which human being equates to nature. Findings show that socio-environmentalism in the state did not advance in including socio-biodiversity into the environmental agenda as occurred in other regions of the country. However, a socio-environmental perspective was created, which contributed to the structuring of the forestry environmental policy, through pioneering processes of forest management, bringing socio-environmental management closer to rural activities, ascribing a character of environmental extension. This work advances towards the acceptance of socio-environmental management in the spheres of government and environmental conservation as a dimension of rural development.

Made available in DSpace on 2016-04-25T18:39:59Z (GMT). No. of bitstreams: 1 Aguinaldo Aparecido Goncalves.pdf: 10709055 bytes, checksum: 7b093c8603ce56830214acc0b7822a91 (MD5) Previous issue date: 2013-12-20 / This work aims to study the relationship between Statement of Cash Flows (SCF) and the life cycle of organizations chart in Educational Institutions listed publicly traded on the BM & FBovespa. Initially we seek to demonstrate the importance of these institutions in the economy and their representation in the teaching of Brazil, since although they are few who participate in this market are extremely significant, given its scope and number of students. Furthermore, the authors discuss briefly the history of the entry of such institutions in the Brazilian market. Then many of Organizational Life Cycle in the literature are presented. The study shows that, although they are named differently, they all, in essence, show that the evolutionary process models have similar characteristics, however, emphasis was placed on models that emphasize the use of SCF in setting the stage lifecycle. In this sense, the work was to support the work of research Borinelli (1998), who studied the relationship lifecycle of small businesses through its financial statements, but have not used the SCF in their analysis, dealing with companies not required of preparation and publication. The study used quantitative research methodology of secondary data. Statements of Cash Flow, the financial statements and management reports of the institutions of education participating in this research, focusing mainly on the SCF were surveyed. The results demonstrated that it was possible to establish a relationship through the use of SCF in determining the stage of the life cycle / Esse trabalho tem como objetivo estudar a relação da Demonstração do Fluxo de Caixa (DFC) com o gráfico do Ciclo de Vida das instituições de ensino com capital aberto listadas na BM&FBovespa. Discute-se sucintamente a história da entrada dessas Instituições no mercado acionário brasileiro. Em seguida, são apresentados os diversos modelos de Ciclo de Vida Organizacional encontrados na literatura. O trabalho evidencia que, mesmo sendo denominados de forma diferenciada, todos, em sua essência, demonstram que os modelos de processo evolutivo têm características semelhantes. Neste estudo, a ênfase foi atribuída aos modelos que enfatizam a utilização da DFC na definição do estágio do ciclo de vida. Inicialmente a pesquisa teve por objetivo demonstrar se seria possível fazer uma análise combinada entre a DFC e o Ciclo de Vida das Organizações. Num segundo momento, o foco foi pesquisar a relação entre a DFC e o Ciclo de Vida das Organizações nas instituições de ensino superior listadas na BM&FBovespa. Nesse sentido, a pesquisa teve como suporte as obras de Borinelli (1998) e os trabalhos de Stickney e Weil (2001), Alves e Marques (2007), Málaga (2009) e Mueller et al. (2013). O estudo utilizou como metodologia a análise quantitativa de dados secundários. Foram avaliadas as demonstrações financeiras e os relatórios da administração das instituições de ensino participantes dessa pesquisa com ênfase na Demonstração de Fluxo de Caixa (DFC). Os resultados demonstraram que foi possível fazer análises com base na DFC para identificar relações com os estágios do Ciclo de Vida das Organizações, mas não foi possível estabelecer essa relação com todas as instituições de ensino listadas na BM&FBovespa

O presente trabalho pretende contribuir para a análise do processo de gestão costeira no Brasil, ao acompanhar e analisar a implementação de um projeto local de gestão costeira integrada - o projeto Ecomanage, que está sendo desenvolvido na região estuarina de Santos - São Vicente, SP (em fase final) e que pretende fornecer ferramentas gerenciais práticas e eficientes para auxiliar na tomada de decisão. A gestão costeira integrada, atual paradígima da gestão costeira mundial e cujos princípios foram incorporados pelo Programa Nacional de Gerenciamento Costeiro do Brasil, é um processo interativo que vai se redefinindo ao longo do tempo e de acordo com a experiência. Para tal, é necessário que se concretizem avaliações quanto às dificuldades e oportunidades encontradas, de maneira a que os seus procedimentos sejam retificados de acordo e suas metas sejam cumpridas para se concretizar o seu objetivo maior, o de promover o desenvolvimento sustentável das zonas costeiras. Na avaliação efetuada do projeto Ecomanage verificou-se que a sua implementação foi fortemente influenciada por condicionantes de natureza político-institucional, técnico-administrativo e sócio-cultural, em muito comuns aos que têm sido apontados para o gerenciamento consteiro nacional e também mundial. No entanto, apesar das dificuldades, foi possível estabelecer uma importante colaboração com atores locais da região, tendo sido, inclusive, firmado parcerias com atores governamentais que irão possibilitar continuar o trabalho iniciado pelo projeto. / The present work intends to promote the debate about coastal management in Brazil by analyzing the implementation of a local project of integrated coastal management - the Ecomanage project, that is being developed in the Santos - São Vicente estuarine system, SP, Brazil, (in its final phase), which main goals are to provide effective and practical management tools to assist in decision-making. Integrated coastal management is the actual paradigm in coastal management and its principles have been incorporated to Brazil\'s National Coastal Management Programme. Being an iterative process that redefines itself as it is developed and practice is acquired, evaluation of its main difficulties and opportunities is essential to guide its procedures in order to achive its main objective, the sustainable development of coastal zones. The evaluation made to project Ecomanage showed that there were important political, institutional, technical and socio-cultural obstacles to its implementation and that these were at a large extent similar to those that have been identified in coastal management practiced in Brazil and in the world. Nevertheless, important cooperation relationships with local parties could still be established and partnerships carry on the work initiated by the Ecomanage project in the region.

No description available.

Management was once described as the art of getting things done through the efforts of oneself and other people (Follett, 1941) and is functionalised through acts of planning, organising, leading and controlling tasks and people for pre-defined objectives. These four cardinal pillars of management are translated into various models, tools and techniques of best practice of how to manage. While acknowledging that the substance of the current management models, tools and techniques have for years broadly contributed to how organisations are run, my research sheds more light on the shortcomings underlying some of the assumptions and ways of thinking behind these models and tools. My research findings based on my experience in working for the Department for International Development suggests that management practice and organisational change occur in the context of human power relationships in which people constrain and enable each other on the basis of human attributes such as identities, attitudes, values, perceptions, emotions, fears, expectations, motives and interests. I argue that these human attributes, human power relations and the totality of human emotions arise in the social, and understanding the ways in which these attributes shape local interaction and daily human relating is critical in making sense of the reality of organisational change and management. I suggest that management practice occurs in the context of everyday politics of human relating. It is that type of politics that takes place within families, groups of people, organisations, communities, and indeed throughout all units of society around the distribution of power, wealth, resources, thoughts and ideas. This way of thinking has enormous implications for the way we conceptualise management theory and practice. I am suggesting that managers do not solely determine, nor do employees freely choose their identities, attitudes, values, perceptions, emotions, fears, expectations and motives. These human dimensions arise from social relationships and personal experiences. As such, it is simply not for a manager to decide or force other employees on which of these human attributes to influence their behaviour. I am arguing that the social nature of management practice and role of human agents is inherently complex and cannot, in the scientific sense, be adequately reduced to discrete, systematic, complete and predictive models, tools and techniques without losing some meaning of what we do in management.