Graduation date: 1993

Thesis (M.M.A.S)--School of Advanced Airpower Studies, 1995. / Subject: Conflict termination during MOOTW. Cover page date: June 1995. Vita. Includes bibliographical references.

Ann F. Friedlaender, editor. / Includes index.

Thesis (M.A.)--Baylor University, 2009. / Includes bibliographical references (p. 137-141).

No description available.

Performance improvement is at the heart of all strategic management. Thus, the principal objectives of this study were to develop an industry-specific instrument to measure lodging strategy, identify a set of strategic dimensions underlying such strategy, and relate performance differences among lodging units to varying strategic dimensions emphasized by such units. The study adopted the individual hotel as the unit of analysis, and realized strategy was measured as opposed to the intended. Five hundred and seventy nine hotels, which are part of the franchise systems of two industry-leading chains contributed information for this research. Following a comparative approach to the measurement of the strategy construct, this study developed a lOS-item lodging industry-specific strategy measurement scale, capturing a comprehensive set of strategic characteristics from the business strategy (porter, 1980) and service management (Gronroos, 1990; Zeithaml, Parasuraman, and Berry, 1990) literatures. Through factor analysis, a parsimonious set of seven strategic dimensions, Service Quality Leadership, Technological Leadership, Push, Cost Control, Pull, Group Channels, and Cross-Training, underlying this lOS-item scale was delineated. Using Yield Per Room, Market Share Index, and Return on Sales as the performance measures, the study indicated that strategies followed by high and low performing hotels were different. The empirical evidence showed that, in general, the Push, Service Quality Leadership, and Technological Leadership strategic dimensions tended to be associated with high performance. The evidence also indicated that strategies emphasized by high and low performing hotels differed by the four control variables studied: Location, (Service) Segment, (Ownership-Management) Affiliation, and Size. Additionally, similar differences were also obtained when the hotels studied were classified by the performance measure most used by them to evaluate themselves, and the age of the properties. Preliminary indications were also obtained to confirm the existence of a strategic time lag effect. The results from this study should be valuable not only for extending hospitality strategy research, but also for their normative implications. / Ph. D.

The primary purpose of this study was to empirically test Smith's (1967) typology of entrepreneurial type and Miles and Snow's (1978) typology of strategy in the restaurant industry, and then to establish whether or not there is a relationship between type of entrepreneur and type of strategy. A total of 1,000 entrepreneurs were surveyed using a structured questionnaire. One hundred and thirty three entrepreneurs participated in the study, yielding a response rate of 14.76%. From the basis of the objectives and research questions, four hypotheses were derived to identify the presence of Smith's (1967) typology of entrepreneurs (craftsman and opportunistic entrepreneurs), Miles and Snow's (1978) typology of strategy (defenders, prospectors, analyzers and reactors), and the relationship between type of entrepreneur and type of strategy in the restaurant industry. The findings of the hypotheses tests indicated that Smith's two entrepreneurial types may not be mutually exclusive and that there is probably a third group of entrepreneurs, combining characteristics from both Smith's craftsman and opportunistic types. Support was found for Miles and Snow's four generic strategies of defender, prospector, analyzer and reactor. Through the use of discriminant analysis, it was possible to demonstrate a relationship between type of entrepreneur and type of strategy. Furthermore, two moderating variables were found to also be associated with the realationship between type of entrepreneur. / Master of Science

No description available.

This dissertation proposes to explain differences in resource allocation and pricing policies within state and private universities, as well as within associated auxiliary health clinic enterprises. Economic theory predicts that managers within state universities will choose to spend relatively more of the university's scarce resources on non-educational goods and services and relatively less on educational services than will managers within private universities. Theory also predicts that private universities will tend to explicitly price goods and services more extensively than will state universities. Private universities will price auxiliary services closer to marginal cost than will state universities, meaning resource dissipation and welfare losses will be less within private universities and greater within state universities. Theoretical implications are tested at two levels: (1) the university as a whole, and (2) auxiliary health clinic enterprises. Empirical support is found for all tested propositions at both the university and auxiliary health clinic level. / Ph. D.

Professional buyers of wood materials at 2,751 cabinet producing companies throughout the United States were questioned regarding their use of wood materials in 1991 and predicted use in 1993. Producers of both stock cabinets (Standard Industrial Classification 2434) and custom cabinets (Standard Industrial Classification 571202) were included. Using stratification based on three firm size categories and the two Standard Industrial Classification (SIC) categories, results were extrapolated to the industry. The study estimated that nearly 12,500 firms were involved in the production of cabinets in 1991. Industry employment was estimated at over 116,300 persons and total industry sales at $8.8 billion. Companies in SIC 2434 with annual sales of two million dollars or more (three percent of the total estimated number of cabinet producers) accounted for approximately 60 percent of the industry’s sales and nearly 43 percent of the industry’s employment. Hardwood lumber, particleboard, and hardwood plywood were the materials most heavily utilized for wood cabinet production. Softwood lumber, softwood plywood, and oriented Strandboard were used in limited volumes. Of lumber used for cabinet production, red oak was the most popular species. High grades of hardwood lumber were preferred by both stock and custom cabinet manufacturers. Wholesalers provided the majority (80 to 85%) of the industry’s lumber and panel purchases. Stock cabinets were distributed primarily through independent stocking distributors (26.9%) and builders / remodelers (24.1%), while custom cabinets were sold through builders / remodelers (47.9%) or went directly to the homeowner (38.7%). / Master of Science