<p>Society demands more and more that corporations take over responsibility on the effects of their business actions in a stakeholder view. Corporate Social Responsibility and Corporate Governance are catchwords in this context that stand for a management view there one focuses on more than profits and quality. In corporate responsibility management one takes a stakeholder view and integrates also issues such as supplier relations, supply chain management, environmental practices and sustainability as well as labor standards and human rights into the management view. The integration and balance between economic, environmental and social issues going above legal requirements is called triple bottom line thinking.</p><p>Today, corporate responsibility is no more only an issue for large international corporations but also for SMEs with limited resources and less market power. The purpose of this thesis is to describe and understand how a sustainable business approach can develop and be maintained in SMEs. By examining the case Coffee Queen, we want to find out about driving forces for development of corporate responsibility.</p><p>To receive nuanced information and deeper insight into the corporate responsibility of a company, a single case study with a qualitative research approach was chosen. The empirical material for this case was collected during a visit of Coffee Queens’ plant in Arvika and three open personal interviews.</p><p>Based on a literature review and narratives from the empirical material it was found that driving forces for the development towards sustainable business are strongly related to leadership by values. The engagement of one or more organization members that are supported by the top management and a values base that gives a framework for corporate behavior and supports the reputation of the company were found to be important variables to reach an ISO 14000 certification for Coffee Queen. From the management side, the corporate responsibility can be seen as a market requirement and used as a marketing tool for competitive advantage. A strategic approach to corporate responsibility was appeared to be helpful as it increases the accountability of positions, and demanded in SMEs.</p><p>Total quality management according to ISO 9000 and 14000 was in this context found as additional driver for sustainable development. On a basis of continuous improvement companies have to forward their positions step-by-step towards an integrated sustainability approach. This idea of corporate responsibility development is demonstrated by a model showing the steps towards an integrated triple bottom line.</p><p>With these findings, this study provides insight into corporate responsibility in a SME and links values-based management and quality management to the process of developing a sustainable business approach.</p>

Society demands more and more that corporations take over responsibility on the effects of their business actions in a stakeholder view. Corporate Social Responsibility and Corporate Governance are catchwords in this context that stand for a management view there one focuses on more than profits and quality. In corporate responsibility management one takes a stakeholder view and integrates also issues such as supplier relations, supply chain management, environmental practices and sustainability as well as labor standards and human rights into the management view. The integration and balance between economic, environmental and social issues going above legal requirements is called triple bottom line thinking. Today, corporate responsibility is no more only an issue for large international corporations but also for SMEs with limited resources and less market power. The purpose of this thesis is to describe and understand how a sustainable business approach can develop and be maintained in SMEs. By examining the case Coffee Queen, we want to find out about driving forces for development of corporate responsibility. To receive nuanced information and deeper insight into the corporate responsibility of a company, a single case study with a qualitative research approach was chosen. The empirical material for this case was collected during a visit of Coffee Queens’ plant in Arvika and three open personal interviews. Based on a literature review and narratives from the empirical material it was found that driving forces for the development towards sustainable business are strongly related to leadership by values. The engagement of one or more organization members that are supported by the top management and a values base that gives a framework for corporate behavior and supports the reputation of the company were found to be important variables to reach an ISO 14000 certification for Coffee Queen. From the management side, the corporate responsibility can be seen as a market requirement and used as a marketing tool for competitive advantage. A strategic approach to corporate responsibility was appeared to be helpful as it increases the accountability of positions, and demanded in SMEs. Total quality management according to ISO 9000 and 14000 was in this context found as additional driver for sustainable development. On a basis of continuous improvement companies have to forward their positions step-by-step towards an integrated sustainability approach. This idea of corporate responsibility development is demonstrated by a model showing the steps towards an integrated triple bottom line. With these findings, this study provides insight into corporate responsibility in a SME and links values-based management and quality management to the process of developing a sustainable business approach.

This study uses the current laws and regulations of Mainland China as the researching objectives trying to figure out some possible methods to be the references for those who are interested in investing into Chinese market in the near future. Although PRC has agreed to release trading right after joined WTO, the detailed regulations are not very clear yet. For those foreign traders may uncarefully disobey China¡¦s laws due to misunderstand the laws or just believe people¡¦s words in the market. This may put themselves in a high risk situation. After analyzes the laws, this study designs a suitable open questionnaire to have in-depth interviews with some high level managers currently working in Mainland China to explore Taiwanese SME¡¦s activities. On the method of qualitative research, we have to concern on three creteria: A. correct description, B.criticism and analysis, C. discovery¡CThis study found: information is difficult to be collected in China market¡Bthe credit is poor of your business objects¡Bchannels and sources of goods are difficult to control and difficulty to collect money. These problems will increase the transaction cost. While to build Guangxi or relationship and establish commercial friendship in Chinese market will help you to reduce the transaction cost. China market is a rapid growing but also high competitive market. To find a proper entry model is very important topic.

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Esta pesquisa buscou compreender, de forma sistêmica, como as Pequenas e Médias Empresas (PME´s) desenvolvem novos produtos e implementam as estratégias de comunicação, no que se refere aos alimentos lácteos funcionais. Complementarmente, foram analisadas as possíveis restrições e os estímulos gerados pela legislação, nas inovações dessas empresas. Focou-se em unidades da Região Sul do Brasil, devido à representatividade local da cadeia do leite, à recente inserção de grandes empresas e ao perfil diferenciado dos consumidores nessa região. O método de pesquisa foi o de estudos multicaso, triangulando informações obtidas dos colaboradores das organizações, de especialistas externos, de agentes de regulação e de um órgão de defesa do consumidor. Como principais resultados, observou-se que a concorrência – geralmente Empresas Multinacionais (EMN´s) – é a principal fonte para as inovações das PME´s estudadas. Essa é uma estratégia tradicionalmente menos sujeita a riscos e que requer menores investimentos em comunicação. Porém, devido às particularidades do mercado de alimentos funcionais e às limitações competitivas das empresas de menor porte, ofertar produtos com certo grau de diferenciação da concorrência pode ser fundamental para garantir sua sobrevivência nesse mercado. Esse comportamento prioritariamente seguidor, contudo, parece ser decorrente da não-utilização de ferramentas gerenciais eficientes, da ausência de parcerias com centros nacionais de pesquisa, do baixo conhecimento do mercado consumidor e do foco excessivo em controles e certificações de qualidade. Esse “círculo vicioso” também sofre influência da burocracia e dos custos para registrar produtos/ingredientes inovadores, embora seja reconhecida a necessidade de uma legislação específica, de modo a garantir a sustentabilidade desse mercado. / How the Small and Medium-sized Enterprises (SME´s) develop new products and implement the communication strategies, in reference of functional dairy foods, was this research objective. Complimentarily, the possible restrictions and stimulations generated by the legislation, in those companies innovation, were analyzed. It focused in unities of the Brazilian southern region, that have a representative local milk chain, a recent insertion of great companies and differential costumers profiles. The research method was a multicase study, using information from the enterprises, external specialists, regulatory agents and a consumer defense institute. It was observed that the competition is the primary source for the studied SME´s innovations. Traditionally, this strategy is less expose to risks and it requires minors investments in communication. However, the current functional foods market has many specific characteristics and the small companies have competitive limitations. So, the companies who produce differentiated products will have more possibilities to survive in this market. The observed second-mover behavior could be consequence of: the efficient managerial tools non-utilization, the partnerships with national research centers absence, the consuming market low knowledge and the high focus in quality controls and certifications. This “vicious circle” also suffers influence of the bureaucracy and the innovators products/ingredients registering costs, even so its recognized a specific legislation need, in a way to guarantee this market sustainability.

Esta pesquisa buscou compreender, de forma sistêmica, como as Pequenas e Médias Empresas (PME´s) desenvolvem novos produtos e implementam as estratégias de comunicação, no que se refere aos alimentos lácteos funcionais. Complementarmente, foram analisadas as possíveis restrições e os estímulos gerados pela legislação, nas inovações dessas empresas. Focou-se em unidades da Região Sul do Brasil, devido à representatividade local da cadeia do leite, à recente inserção de grandes empresas e ao perfil diferenciado dos consumidores nessa região. O método de pesquisa foi o de estudos multicaso, triangulando informações obtidas dos colaboradores das organizações, de especialistas externos, de agentes de regulação e de um órgão de defesa do consumidor. Como principais resultados, observou-se que a concorrência – geralmente Empresas Multinacionais (EMN´s) – é a principal fonte para as inovações das PME´s estudadas. Essa é uma estratégia tradicionalmente menos sujeita a riscos e que requer menores investimentos em comunicação. Porém, devido às particularidades do mercado de alimentos funcionais e às limitações competitivas das empresas de menor porte, ofertar produtos com certo grau de diferenciação da concorrência pode ser fundamental para garantir sua sobrevivência nesse mercado. Esse comportamento prioritariamente seguidor, contudo, parece ser decorrente da não-utilização de ferramentas gerenciais eficientes, da ausência de parcerias com centros nacionais de pesquisa, do baixo conhecimento do mercado consumidor e do foco excessivo em controles e certificações de qualidade. Esse “círculo vicioso” também sofre influência da burocracia e dos custos para registrar produtos/ingredientes inovadores, embora seja reconhecida a necessidade de uma legislação específica, de modo a garantir a sustentabilidade desse mercado. / How the Small and Medium-sized Enterprises (SME´s) develop new products and implement the communication strategies, in reference of functional dairy foods, was this research objective. Complimentarily, the possible restrictions and stimulations generated by the legislation, in those companies innovation, were analyzed. It focused in unities of the Brazilian southern region, that have a representative local milk chain, a recent insertion of great companies and differential costumers profiles. The research method was a multicase study, using information from the enterprises, external specialists, regulatory agents and a consumer defense institute. It was observed that the competition is the primary source for the studied SME´s innovations. Traditionally, this strategy is less expose to risks and it requires minors investments in communication. However, the current functional foods market has many specific characteristics and the small companies have competitive limitations. So, the companies who produce differentiated products will have more possibilities to survive in this market. The observed second-mover behavior could be consequence of: the efficient managerial tools non-utilization, the partnerships with national research centers absence, the consuming market low knowledge and the high focus in quality controls and certifications. This “vicious circle” also suffers influence of the bureaucracy and the innovators products/ingredients registering costs, even so its recognized a specific legislation need, in a way to guarantee this market sustainability.

Esta pesquisa buscou compreender, de forma sistêmica, como as Pequenas e Médias Empresas (PME´s) desenvolvem novos produtos e implementam as estratégias de comunicação, no que se refere aos alimentos lácteos funcionais. Complementarmente, foram analisadas as possíveis restrições e os estímulos gerados pela legislação, nas inovações dessas empresas. Focou-se em unidades da Região Sul do Brasil, devido à representatividade local da cadeia do leite, à recente inserção de grandes empresas e ao perfil diferenciado dos consumidores nessa região. O método de pesquisa foi o de estudos multicaso, triangulando informações obtidas dos colaboradores das organizações, de especialistas externos, de agentes de regulação e de um órgão de defesa do consumidor. Como principais resultados, observou-se que a concorrência – geralmente Empresas Multinacionais (EMN´s) – é a principal fonte para as inovações das PME´s estudadas. Essa é uma estratégia tradicionalmente menos sujeita a riscos e que requer menores investimentos em comunicação. Porém, devido às particularidades do mercado de alimentos funcionais e às limitações competitivas das empresas de menor porte, ofertar produtos com certo grau de diferenciação da concorrência pode ser fundamental para garantir sua sobrevivência nesse mercado. Esse comportamento prioritariamente seguidor, contudo, parece ser decorrente da não-utilização de ferramentas gerenciais eficientes, da ausência de parcerias com centros nacionais de pesquisa, do baixo conhecimento do mercado consumidor e do foco excessivo em controles e certificações de qualidade. Esse “círculo vicioso” também sofre influência da burocracia e dos custos para registrar produtos/ingredientes inovadores, embora seja reconhecida a necessidade de uma legislação específica, de modo a garantir a sustentabilidade desse mercado. / How the Small and Medium-sized Enterprises (SME´s) develop new products and implement the communication strategies, in reference of functional dairy foods, was this research objective. Complimentarily, the possible restrictions and stimulations generated by the legislation, in those companies innovation, were analyzed. It focused in unities of the Brazilian southern region, that have a representative local milk chain, a recent insertion of great companies and differential costumers profiles. The research method was a multicase study, using information from the enterprises, external specialists, regulatory agents and a consumer defense institute. It was observed that the competition is the primary source for the studied SME´s innovations. Traditionally, this strategy is less expose to risks and it requires minors investments in communication. However, the current functional foods market has many specific characteristics and the small companies have competitive limitations. So, the companies who produce differentiated products will have more possibilities to survive in this market. The observed second-mover behavior could be consequence of: the efficient managerial tools non-utilization, the partnerships with national research centers absence, the consuming market low knowledge and the high focus in quality controls and certifications. This “vicious circle” also suffers influence of the bureaucracy and the innovators products/ingredients registering costs, even so its recognized a specific legislation need, in a way to guarantee this market sustainability.

Användarmotstånd beskrivs vara en av de vanligaste kritiska momenten vid implementering av affärssystem och är en vanlig orsak för att IT-projekt misslyckas. Det finns flertalet orsaker som bidrar till användarmotstånd som kan hanteras med hjälp av tillämpning av adekvata strategier. Syftet med studien är att undersöka olika SME ́s för att identifiera strategier som används vid implementering av affärssystem för att kunna presentera rekommendationer för val och tillämpning av lämpliga strategier för att hantera användarmotstånd. Studien som genomförts med en kvalitativ forskningsansats för att skapa förståelse för vilka strategier organisationer använder sig av för att hantera användarmotstånd vid implementation av ett affärssystem. Studiens resultat indikerar på att kunskapen för användarmotstånd är bristande och att det vanligtvis inte tas till beaktning vid en implementation i SME ́s. Studiens slutsatser bidrar med rekommendationer att beakta vid en implementation av affärssystem i syfte att skapa trygghet hos användare och därmed hantera användarmotstånd.

The work that this thesis is a result of has the ambition to suggest a model forknowledge transfer to small and medium-size enterprises (SMEs). The knowledge in focus here is competitive production methods such as: leanproduction, six sigma, continuous improvement, total quality management ortotal productivity maintenance.To invest in research in the SMEs, that often are the larger company’ssuppliers, gives effects in the entire supply chain. Another point of view is thatbigger companies are often divided into smaller sub-units that in many casesare more or less autonomous and have, in a sense, SME characteristics.There are some main problems that are identified: • The relation between the numbers of SMEs compared to the number ofknowledge transfer teachers regarding newly developed methods is togreat. • In many cases the methods need to be adjusted to fit SMEs regardingthe difference to larger companies. • “The Learning Paradox”, i.e. that the companies need to know aboutexisting methods and their potentials before they can ask forknowledge about them. • “The Swedish Paradox”, i.e. that little effect comes out from theresearch conducted in Sweden and the research and transfer processesmust be more effective.• There is also a lack of understanding regarding the importance ofSMEs and the need for supporting activities in their companydevelopment activities. • The competition is becoming harder because many companies learn touse different production methods more systematically to obtaincompetitive advantages. The overall aim with the work presented in this thesis is to create improvedconditions and understanding regarding knowledge transfer of competitivemanufacturing methods to Swedish SMEs. The objective with this thesis is to suggest a knowledge transfer model that issuitable to the current problem description and is also built on state-of-the artknowledge regarding knowledge transfer.A literature review with the objective to seek current knowledge of knowledgemanagement has been carried out. The process of knowledge creation ofcompetitive production methods and transfer to SMEs cover many researchfields. The width of the area for this thesis requires a multidisciplinaryapproach were the knowledge transfer process has been illuminated withindifferent topics.The different methods have different abilities to support knowledge ortechnology transfer. The different factors have not been weighted in thisanalysis but imply that networks, e-learning, the IVF model, publications andcourses are more effective ways for knowledge transfer to SMEs.To be able to perform an effective knowledge transfer different activities andknowledge needs to be connected into a system or in a context. Once theknowledge is created it is transferable to companies. The DCT-model is arepeatable systematic approach that has three steps: 1) Dissemination, 2)Clustering, and 3) Transfer.There are still activities to do before the model is both valid and verified (ifnow the model is a solution to the problem). The following activities andquestions are planned to be done in the doctoral work: • The problem description in this thesis must be validated and verified. • Does the DCT-model need to be further developed regarding eventualchanges in the problem description? • What type of method shall be used in order to verify the DCT-model?This will be one of the major research questions in the doctoral work. • How does the DCT-model work? And: How effective is it? / QC 20110114

The diploma deals with the strategic management in small and medium-sized companies. The strategic management is applied to a specific company operating in the field of mechanical engineering. The main goal of the diploma is to propose strategic variants focused mainly on the company's' development and resulting from the external and internal analyses. The results from both analyses are further used for the SWOT analysis which summarizes the strengths and weaknesses of the company influenced from the "outside" as opportunities and threats. SWOT analysis led to the definition of two strategic variants. First one is focused on the development of a new product; second one is more about searching for new opportunities on the market and marketing. After evaluating both proposals and considering dis/advantages only one has been recommended for the realization -- the second proposal.