Enterprise Resource Planning (ERP) systems are software programs designed to integrate the functional requirements, and operational information needs of a business. Pressures of competition and entry standards for participation in major manufacturing supply chains are creating greater demand for small business ERP systems. The proliferation of new offerings of ERP systems introduces complexity to the selection process to identify the right ERP business software for a small and medium-sized enterprise (SME). The selection of an ERP system is a process in which a faulty conclusion poses a significant risk of failure to SME’s. The literature reveals that there are still very high failure rates in ERP implementation, and that faulty selection processes contribute to this failure rate. However, the literature is devoid of a systematic methodology for the selection process for an ERP system by SME’s. This study provides a methodological approach to selecting the right ERP system for a small or medium-sized enterprise. The study employs Thomann’s meta-methodology for methodology development; a survey of SME’s is conducted to inform the development of the methodology, and a case study is employed to test, and revise the new methodology. The study shows that a rigorously developed, effective methodology that includes benchmarking experiences has been developed and successfully employed. It is verified that the methodology may be applied to the domain of users it was developed to serve, and that the test results are validated by expert users and stakeholders. Future research should investigate in greater detail the application of meta-methodologies to supplier selection and evaluation processes for services and software; additional research into the purchasing practices of small firms is clearly needed.

Addresses the issue dealing with marketing technical innovations. A practical conceptual framework which offers a systematic approach to overcoming barriers related to the marketing of technical innovations is presented. The framework is currently being field tested in several organizations and comprises three parts. The first part (integration) addresses the open system organizational structure necessary to facilitate the successful marketing of technical innovation. The second part (investigation) addresses the formulation of systematic marketing efforts and strategies targeted at the the different entities in the customer's organization. The third part (implementation) outlines a practical implementation approach.

Išaugęs susidomėjimas smulkiu ir vidutiniu verslu ir jo reikšme pasaulio ekonomikai ir visam verslininkystės procesui, skatina mokslininkus diskutuoti apie šio objekto tyrimo metodologija. Nors ir visuotinai pripažįstama, kad verslininkystė yra vienas iš svarbiausių veiksniu, įtakojantis pokyčius ekonomikoje, reikia pastebėti, kad nėra nusistovėjusios vienos visoms šalims priimtinos metodikos. Tad nepakankamai ištirtas verslininkystės procesas – yra aktuali mokslinė problema. Disertacijoje atskleidžiamas šiuolaikinis požiūris į verslininkystės reiškinį ir jo reikšmę. Pateikiama išsami „verslininkystės“ ir „verslininko“ sampratų analizė skirtingose ekonominėse mokyklose. Taip pat pristatomas smulkaus ir vidutinio verslo vaidmuo šalies ekonominiuose procesuose. Analizuojama verslininkystės proceso samprata. Nagrinėjamas antrepreneriškumo reiškimasis versle ir antrepreneriškos organizacijos samprata. Parengiamas Lietuvos verslininkystės proceso tyrimo modelis. Remiantis juo, identifikuojamas Lietuvos smulkaus ir vidutinio verslo ir verslininkystės proceso ištirtumo lygį. Išryškinami veiksniai, įtakojantys Lietuvos smulkaus ir vidutinio verslo būklę ir vystymosi galimybes. Taip pat išryškinamos probleminės sritys, trukdančios verslininkystės proceso raidai. Siekiant spręsti tyrimo metu išaiškėjusias problemas, pateikiamas antrepreneriškos verslininkystės formavimo modelis smulkiame ir vidutiniame versle. / Increased interest in small business (SME) and entrepreneurship, foster researchers to discuss about methodology of this object and to look for possible ways of development of this sector. In spite of that interest, there is a lack of common, unified methodology, accepted in all countries. Absence of systematic research of entrepreneurship process- is relevant scientific problem, which should be solved. Author describes term “entrepreneurship process” and it’s main elements. Also is presented a broad analysis of terms “entrepreneurship” and “entrepreneur” in different economical schools. Is analyzed impact of small and medium seized business on economy and it’s place in entrepreneurship process. Business environment is changing radically and one of the main tasks for organizations – to become entrepreneurial. Research model of Lithuanian entrepreneurship process is composed. According this model, level of entrepreneurship process researches, implemented in Lithuania, is identified. Varies factors, influencing entrepreneurship process, are described and presented in dissertation. In order to solve identified problems, model of formation enterprising business in SME is presented. Activities of entrepreneur are formulated in order to implement enterprising culture in organization and to foster entrepreneurial behavior of such organization.

Thesis describes main development trends of retail industry and its network in the Czech Republic as well as changes in consumers' behaviour and in the position of Czech retailers on the basis of available statistical data and findings of surveys since 1993 to the present and near future.

Strategy involvement of boards in small and medium-sized businesses has not been given adequate focus in contemporary research. The main concern has been on exploring the phenomenon in large corporations, which means that the field remains fairly unexplored. The purpose of this study is two folded. Firstly we want to understand what obstacles boards of small and medium-sized businesses face for strategy involvement. Secondly we want to generate new insights and knowledge about how these obstacles can be tackled. In order to accomplish these goals we assume the following two research questions: Research Question 1: Are there any obstacles in the way for strategy involvement of boards in small and medium-sized businesses? Research Question 2: What solutions are there to overcome these obstacles for strategy involvement of boards in small and medium-sized businesses? The first question aims to explore and map potential obstacles for strategy involvement, whereas the second question addresses potential solutions. By utilizing a qualitative approach and interviews we want to better understand the context. Our goal of using this method was to reveal motives and opinions to get a better understanding of how small and medium-sized businesses deal with strategy issues. The participants held various positions within small and medium-sized businesses in Sweden. CEOs, directors and busy directors participated in semi-structured interviews. This study is based upon two frameworks. Firstly we constructed an obstacle framework consisting of five obstacles derived from existing literature. Secondly we made a solution framework, which includes potential solutions connected to the obstacles, also derived from contemporary research. These two frameworks were then used to see what opinions our participants held about them. The data were analyzed by performing a thematic analysis. The idea of using this technique was to identify themes participants held in common. We found some patterns among the respondents which led us to revise both of the frameworks. The main finding of this study is that the presence of a board role conflict seems to be very limited in the context of small and medium-sized businesses. We furthermore found that there are differences in how to solve obstacles in regards to firm size. Two of the suggested solution in existing literature was found to be irrelevant for small and medium-sized businesses. Namely that it is not necessary to get CEOs to embrace strategy involvement, and stopping CEOs from handing over deceiving information is not solved by changing incentives. We also found patterns of two new solutions which were added in the revised solution framework. The first solution involves having regular strategy sessions and meetings. The second solution suggests that it can be advantageous to replace directors uncommitted to strategizing.

This quantitative study offers the partial results of a research project conducted in a population of medium-sized businesses in Lara State, Venezuela. The objective was to determine whether there is a relationship between the variables of organizational design: centralized decision making and intrinsic rewards. The theoretical framework developed provides a general hypothesis which was tested in a field study. Methodologically, the measurement scales of the studied variables were assessed for its reliability, and content validity and construct. Data processing consisted of statistical correlation analysis and simple regression. Results show that there is a significant negative relationship between a centralized system and the implementation of intrinsic rewards in the organization. / El presente trabajo de naturaleza cuantitativa ofrece los resultados parciales de un proyecto de investigación llevado a cabo en una población de medianas empresas del estado Lara, Venezuela1, y cuyo propósito fue determinar si existe una relación entre las variables de diseño organizativo: centralización de la toma de decisiones y los incentivos intrínsecos.Del desarrollo del marco teórico, se desprende una hipótesis general que fue contrastada a través de un estudio de campo. Metodológicamente, las escalas de medición utilizadas para operacionalizar las variables objeto de este trabajofueron sometidas tanto a la evaluación de su fiabilidad como de su validez de contenido y de constructo. El tratamiento de los datos se realizó mediante la aplicación de análisis estadísticos de correlación y regresión simple. Los resultados muestran que existe una relación negativa y significativa entre la centralización de la toma de decisiones y la implementación en la organización de incentivos intrínsecos. / Este estudo quantitativo apresenta os resultados parciais de uma pesquisa realizada em uma população de médias empresas no estado de Lara, Venezuela. O objetivo foi determinar se existe uma relação entre as variáveis do desenho organizacional: tomada de decisão centralizada e recompensas intrínsecas. O referencial teórico formula uma hipótese geral que foi testada numa pesquisa de campo. Metodologicamente, foram avaliadas a confiabilidade e a validade de conteúdo e construção das variáveis estudadas. O processamento de dados foi realizado utilizando a análise de correlação e regressão simples. Os resultados mostram que existe uma relação negativa significativa entre a tomada de decisão centralizada e as recompensas intrínsecas na organização.

The main aim of this diploma thesis is to analyse the state of remuneration of employees, the way of their motivation and suggest a possible change of the system based on the found results. The aim of the first, theoretical part is the synthesis of professional publications, the output of which will be a literary overview. The comprehensive view of the issue is set and there are analysed the most important theoretical findings relating to the medium-sized business, motivation, motivation theory, motivation and remuneration, remuneration management and its objectives, rewards and work performance, the structure and form of wages, evaluation of work, the most common forms of wages, employee benefits, MS as an instrument for motivation and remuneration. The course of the research is presented in the practical part and it is carried out in the XY health insurance company. At first, this organization is briefly described and then a self-directed research is conducted through a questionnaire survey of counter staff, client centre managers and project managers / shoppers, the current state of employee remuneration and motivation is analysed.Subsequently, an analysis of the effect of the IMS reward compared with the adoption of IMS and motivation for improvement of client center managers and counter-staff is performed. Thus the data obtained from the questionnaire survey with the data provided by the company on IMS remuneration are compared. Finally, the acquired data are evaluated, suggested recommendations for improvement of the situation and a summary of the work is drawn up.