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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Virtual Store Performance Measurement : A Logical consequence on Strategic and Operational Decisions

Mensah, Welford January 2007 (has links)
<p>Performance measurement is the buzzword in today’s business world. This mechanism has become an essential tool in online marketplace to identify victors and losers. Apparently, virtual stores are searching for decision-oriented performance measures to aid them in addition to identifying strengths, weaknesses, threats and opportunities make sound strategic and operational decisions as they compete with their peers. In that paradigm this study attempt to measure performance of virtual stores using decision-making associated variables sternly to evaluate the impact of the variables or indicators on strategic and operational decisions.</p><p>To achieve this purpose, the study used an evaluation framework to identify drivers which have a significant and positive effect on strategic and operational decisions. The study surveyed 100 internet users in Goteborg of a randomly selected four virtual store (EBay Amazon.com, Yahoo and Buy.com). </p><p>The results identified three major dimensions: website, product and services and promotion. These dimensions share many common aspects with decision making determinants derived within the context of online market industry. Conversely, these dimensions have unique characteristics inherent in the online marketing environment. The study revealed a significantly positive relationship between the variables on operational and strategic decisions. The conclusion is that the fact that performance measures are assessed to firms’ business activities both operational and strategic decisions initiatives begin with defining users’ needs and preferences, and their related performance variable. If the virtual store understands what dimensions users use to judge quality, they can take appropriate actions to monitor and enhance performance on those dimensions and remedy service failures.</p><p> </p><p>Keywords: Virtual store, Strategic and operational decisions, Decision-oriented performance variables, variable dimensions, Website, product and service and Promotion</p>
2

Virtual Store Performance Measurement : A Logical consequence on Strategic and Operational Decisions

Mensah, Welford January 2007 (has links)
Performance measurement is the buzzword in today’s business world. This mechanism has become an essential tool in online marketplace to identify victors and losers. Apparently, virtual stores are searching for decision-oriented performance measures to aid them in addition to identifying strengths, weaknesses, threats and opportunities make sound strategic and operational decisions as they compete with their peers. In that paradigm this study attempt to measure performance of virtual stores using decision-making associated variables sternly to evaluate the impact of the variables or indicators on strategic and operational decisions. To achieve this purpose, the study used an evaluation framework to identify drivers which have a significant and positive effect on strategic and operational decisions. The study surveyed 100 internet users in Goteborg of a randomly selected four virtual store (EBay Amazon.com, Yahoo and Buy.com). The results identified three major dimensions: website, product and services and promotion. These dimensions share many common aspects with decision making determinants derived within the context of online market industry. Conversely, these dimensions have unique characteristics inherent in the online marketing environment. The study revealed a significantly positive relationship between the variables on operational and strategic decisions. The conclusion is that the fact that performance measures are assessed to firms’ business activities both operational and strategic decisions initiatives begin with defining users’ needs and preferences, and their related performance variable. If the virtual store understands what dimensions users use to judge quality, they can take appropriate actions to monitor and enhance performance on those dimensions and remedy service failures. Keywords: Virtual store, Strategic and operational decisions, Decision-oriented performance variables, variable dimensions, Website, product and service and Promotion
3

Criteria for evaluation United States Marine Corps installation strategic management.

Leighty, James E. January 2001 (has links) (PDF)
Thesis (M.S. in Management) Naval Postgraduate School, Dec. 2001. / Thesis advisor: Joseph San Miguel. "December 2001." Includes bibliographical references (p. 96-101). Also available online.
4

Using non-financial data to validate business assumptions in service industry

Al-Najjar, Mohammed January 2000 (has links)
No description available.
5

The measurement of productive efficiency in further education in England : an application of data envelopment analysis

Laverty, G. W. January 1996 (has links)
No description available.
6

The quasi static and dynamic behaviour of robot near the work

Nowrouzi, Ardeshir January 1990 (has links)
No description available.
7

Development of a firm level improvement strategy for manufacturing organisations

Rathore, A. P. S. January 2002 (has links)
No description available.
8

A stakeholder-based organisation performance model

Grossi, Peter January 2007 (has links)
Organisations exist in a vast range of types and sizes. While it is generally known that start-ups suffer a high rate of infant mortality for various reasons, it is clear that there are many different successful approaches to achieving stability and worthwhile contribution. Even the fortunes of large companies are not immune to ebb and flow, and these phenomena are manifested in the effects they have, both on the communities in which they are placed, and on their trading partners. Therefore there is more to sustainable success than size or other traditional financial measures such as turnover, profit, return on investment etc. This thesis is inspired by the need to identify a way of characterising the contributions of organisations as a framework of performance measurement that is meaningful to all organisations regardless of type or size, and systematically relating that view of contributions to organisations' strategic and operational activities. Business processes are used within organisations to control productive activity and therefore are at the root of all aspects of an organisation's output. There are, however, a number of reasons for processes to be disconnected from the strategic intentions of an organisation, whereupon the processes, and the activities within them, become less efficient and effective in serving the needs of the organisation than they should be. Traditional methods of performance measurement do not adequately address this problem, so a new model for the measurement and improvement of organisational performance is required. In reviewing theories and empirical viewpoints concerning stakeholders it is found that there are several distinct topics of interest within that field. These are brought together in the form of a standardised list of stakeholder groups, which is then field tested for general applicability. A method for expressing the strategic intentions of an organisation, based on this standardised list, is then developed and is also field tested. The group structure is extended by identifying a number of factors that determine the satisfaction of stakeholders, and these are also field tested for applicability. Using the structured analysis of stakeholders by groups, and the factors that determine their satisfaction, a model is proposed (the Performance Boundary Model) that shows stakeholders and the organisation itself as distinct but connected domains. This concept is developed, by building on established theory and the findings of the field research, into a representation or model. This model provides a structured connection between strategic intentions and measured operational performance, and these are connected into the organisation through its processes. The model thus provides structured links between organisational strategy, operational processes and objective performance measures.
9

A Study of performance measurement of safety systems in construction.

Naik, Nitin, CIVIL AND ENVIRONMENTAL, UNSW January 2006 (has links)
In Australia, the measurement of safety performance in the construction industry has mostly been in response to statutory requirements. Consequently, the measures and Key Performance Indicators (KPIs) used by the industry have invariably focused on outcomes rather than processes. Most of the outcome indicators have tended to give their feedback well after the event therefore failing to identify any weaknesses within the safety management processes. In order to overcome these limitations, two hospital construction projects in New South Wales were selected for an in-depth study and research analysis. The aim of the research was to understand the relationship between management process intervention and management process outcomes for safety in the construction industry. Initially a literature review identifying international practices in performance measurement for safety in construction was conducted so as to review existing safety management processes in partnership with the construction industry representatives. A framework for measuring the performance of safety management processes and related outcomes was developed to stimulate improvement on both projects through the comparison of the performance of the safety management systems and outcomes. This framework was then implemented and established to monitor the performance of the key safety management processes. The successful implementation of the performance measurement framework and the feedback to both stakeholders and subcontractors acted as a good communication tool in creating awareness among subcontractors. It also helped to reduce repetitive hazards, resulting in improved safety outcomes. A statistical analysis found that relatively few injuries were explained by the identified safety hazards. This highlighted the need to look for hazards that were specifically relate to injury occurrence. The research findings identified a method for improving the existing hazard identification process. It is anticipated that such improvements can help to better correlate hazard management processes with the project outcomes for safety in future projects.
10

Local government performance measurement : a commentary

Zamesnik, Katharine Ann 29 November 2012 (has links)
Performance measurement is a management tool that provides governments with oversight and accountability for departments and activities underneath the government’s jurisdiction. It also allows governments to prioritize activities and pick between alternative strategies, using evidence-based decision-making. Local governments in the United States are turning to performance measurement to increase transparency and accountability to their stakeholders, the citizens. Yet, as performance measurement grows in popularity, the focus shifts from action-oriented analysis of measures to rote reporting. This paper examines the reasons why and explores solutions to the problem. / text

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