Die Bedeutung innovativer Geschäftsmodelle als Bestimmungsfaktor für den Unternehmenserfolg steht weitestgehend außer Frage. Aufgrund der hohen Komplexität von Geschäftsmodellen hat sich jedoch bislang kein praktisch anwendbares Bewertungskonzept etablieren können, welches Geschäftsmodellinnovationen in Hinblick auf deren Erfolgsentwicklung untersucht. Zur Adressierung dieser Problemstellung wird unter Anwendung des systemdynamischen Ansatzes ein Simulationsmodell entwickelt, welches den Wertbeitrag einer Geschäftsmodellinnovation ausweist. Neben dem Kapitalwert als finanzielle Wertgröße des Geschäftsmodells werden ferner der Kundenwert sowie der Wert der unternehmerischen Fähigkeiten als wichtige Wertgrößen explizit gemacht, da sie die zukünftige Leistungs- und Wettbewerbsfähigkeit des Geschäftsmodells determinieren. Damit liefert das Bewertungsmodell einen Ansatz zur ganzheitlichen Geschäftsmodellbewertung, die die Anwendung finanzieller Standardkalkulationen mit der Messbarmachung nicht-finanzieller Erfolgsgrößen kombiniert.:1 Einführung 2 Geschäftsmodelle und Geschäftsmodellbewertung 3 Entwicklungsprozess des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 4 Aufbau des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 5 Simulation des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 6 Schlussbetrachtung / Business model innovations provide powerful levers for creating sustainable competitive advantage and thus have a positive impact on the value of an enterprise. However, due to the complexity of business models, no practically applicable framework, evaluating an innovative business model with regard to its effect on a company’s success, has been established. Hence, a simulation model assessing the value contribution of a business model innovation is developed. Using the mathematical modeling technique ‘System Dynamics’ to frame the value drivers of a business allows for simulation experiments that reveal the effect of the business model’s design on its profitability, therewith guiding policymakers towards better decisions. As a result, the simulation model reports the net present value of a business model. In addition, the success indicators customer lifetime value and the value of the enterprises’ capabilities are identified as important assets that have to be monitored closely as they determine the company’s prospective performance. In combining financial standard calculations with the operationalization of non-financial measures, the simulation model represents a comprehensive approach for business model evaluation.:1 Einführung 2 Geschäftsmodelle und Geschäftsmodellbewertung 3 Entwicklungsprozess des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 4 Aufbau des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 5 Simulation des systemdynamischen Geschäftsmodells bedarfsabhängiger Funktionserweiterungen 6 Schlussbetrachtung

While it is acknowledged that CI is important to SMEs, it is not being practiced optimally in SMEs. The study of CI in SMEs has not been as well documented as it has been in larger enterprises. Moreover, there is no evidence of CI awareness and practices in SMEs. The purposes of this study are to, establish the level and extent of awareness and practices of CI in SMEs, identify the challenges SMEs face in implementing CI, and equip SMEs for decision making in order to help SMEs to gain competitive advantage in a turbulent global market and to enhance their economic growth. This research indicates that SMEs are aware of CI. It also indicates that while SMEs practice CI, they do so informally. It also shows that CI provides competitive advantage to SMEs. / Business Management / M.Comm. (Business Management)

Abstract in English, Afrikaans and Sesotho / The study was inspired by the global phenomenon of failure rates of outsourcing ventures; yet, the outsourcing value proposition of 3PL providers is promising and potentially lucrative. The approach of the outsourcing venture was thus investigated, specifically how to align and integrate outsourcing parameters appropriately at the inception of the outsourcing venture in order to attain the benefits brought about by the outsourcing decision over the projected life of the outsourcing venture. To this effect, a strategic decision-making model, with the objective of ascertaining optimal alignment and integration was developed. The model comprises a dualistic development followed by a methodological process path to operationalise the strategic decision-making model. A services continuum (development one) is established, which is a permutation matrix that classifies four aspects of importance (service type, category of 3PL provider, strategic alignment and investment), in order to align the aspects optimally and enable appropriate model application. The services continuum is a conglomeration of nine models:  a capabilities matrix for 3PL provider services;  a framework for evaluating the supply chain role of 3PL providers;  a mathematical model;  a supplier selection and evaluation process;  a presentation of the Hayes–Wheelwright framework;  an outsourcing variables differentiated model;  four categories of the 3PL providers model;  an estimated path model; and  a process integration via survey data collection model. The services continuum was extended for utilisation with risk management practices, and an outsourcing risk matrix (development two) was established. The enablement of the outsource risk matrix is an element review, consisting of three categories: collaboration and integrated planning systems; performance measurement; and broad-based black economic empowerment. The strategic decision-making methodology process path was developed as having three phases, which operationalise the strategic decision-making model. The research was primarily focussed on literature reviews, with the models classified according to the services continuum. To a lesser extent, the research focussed on primary data, which served as model application input specifically for application requirements related to Sasol. The study established a universally applicable strategic decision-making model, as well as the application of the model for Sasol’s outbound (final packaged product) supply chain. / Thuto e ile ya kgothaletswa ke tshebetso ya lefatshe mabapi le maemo a ho hloleha ha ho nyaolwa/ntshuwa ha diprojeke kgwebong; leha ho le jwalo, tlhahiso ya boleng ba ditshebeletso tsa 3PL e a tshepisa ebile e ka ba le hlahiso ya tjhelete e ngata. Ka tsela eo, mokgwa wa ho tswa kgwebong o ile wa phenyekollwa, haholoholo mabapi le ho tsamaisana le ho kenyelletsa maemo a ho ntshetsa pele maruo ka mokgwa o nepahetseng ha ho thehwa kgwebo ya ho ntshetsa pele ho fumana melemo e tliswang ke qeto ya ho ntshetsa pele ka bophelo ba morero wa ho nyaolwa kgwebong. Ka lebaka lena, ho ntshetswa pele mokgwa/motlolo o motle wa ho etsa diqeto, ka sepheo sa ho netefatsa hore ho na le boemo bo nepahetseng le ho kopanngwa ho tsitsitseng. Motlolo ona o na le ntshetso pele e habedi e latelwang ke tshebetso ya mokgwa wa ho kenya tshebetsong tsela ya ho nka diqeto. Tatellano ya ditshebeletso e tswelang pele (ntshetsopele ya pele) e a thehwa, e leng phethoho ya tikoloho e kgethollang dikarolo tse nne tsa bohlokwa (mofuta oa tshebeletso, mokga wa mofani wa 3PL, kemiso ya moralo le matsete), e le ho dumellana le dintlha ka tsela e nepahetseng le ho etsa hore ho sebediswe motlolo hantle. Ditshebeletso tse tswelang pele ke kopano ya dimotlolo tse robong:  bokgoni ba maemo a tikoloho bakeng sa ditshebeletso tsa bafani ba 3PL;  sebopeho sa ho hlahloba phepelo ya tatellano ya ho nka karolo ha bafani ba 3PL;  mokgwa/motlolo wa mathemathiks;  kgetho ya mofani le mokgwa wa o hlahloba;  tlhaloso ya moralo wa Hayes-Wheelwright;  mefuta e fapaneng ya ho nyaola dikarolo tse fapaneng;  ntho tse mene tsa bafani ba 3PL;  mohlala wa tsela ya dimotlolo; le  mokgwa wa ho kopanya ka mokgwa wa ho bokella lesedi la dipatlisiso. Dishebeletso tse tswelang pele di ile tsa atoloswa bakeng sa tshebediso ya mekgwa ya taolo ya dikotsi, mme maemo a tikoloho a kotsing ya boipheliso (ntlafatso ya bobeli) a thehwa. Ho kengwa tshebetsong ha kotsi ya maemo a tikoloho ke ntho e shejwang botjha e nang le mekga e meraro: mekgwa ya ho sebedisana le meralo e kopanetsweng; tekanyo ya tshebetso; le ho matlafatsa bofuma ba batho batsho lehlakoreng la moruo. Mokgwa wa ho etsa diqeto o ile wa ntlafatswa e le o nang le mekgahlelo e meraro, e sebetsang ka mokgwa o motle wa ho etsa diqeto. Phuputso e ne e lebisitswe haholo ditabeng tsa tlhahlobo ya dingodilweng, le dimotlolo tse kgethollwang ho latela ditshebeletso tse tswelang pele. Ho ya ka tekanyo e nyenyane, dipatlisiso di lebisitse tlhokomelong ya lesedi la mantlha, le neng le sebetsa e le mokgwa wa ho kenya letsoho bakeng sa ditlhoko tsa kopo tse amanang le Sasol. Phuputso ena e thehile mokgwa wa ho etsa diqeto tse amohelehang lefatsheng ka bophara, hammoho le ho sebediswa ha setshwantsho sa phepelo ya tlhahiso ya Sasol (thlahiso ya ho qetela). / Dié studie is deur die globale verskynsel van die falingstempo van uitkontrakteringsondernemings geïnspireer; ten spyte hiervan lyk die uitkontrakteringswaardevoorstel van 3PL-verskaffers belowend en is dit potensieel winsgewend. Die benadering wat die uitkontrakteringonderneming volg, is derhalwe ondersoek en in die besonder hoe om die uitkontrakteringparameters by die aanvang van die uitkontrakteringonderneming toepaslik in lyn te stel en te integreer om die voordele te benut van die uitkontrakteringsbesluit oor die geprojekteerde lewe van die uitkontrakteringsonderneming. ’n Strategiesebesluitnemingsmodel wat ten doel het om optimale inlynstelling en integrasie te verseker, is dus ontwikkel. Die model bestaan uit ’n dualistiese ontwikkeling, gevolg deur ’n metodologiese prosesbaan om die strategiese besluitnemingsmodel te operasionaliseer. ’n Dienstekontinuum (ontwikkeling een) is op die been gebring, wat ’n permutasiematriks is wat vier aspekte van belangrikheid (dienssoort, kategorie van die 3PL-verskaffer, strategiese inlynstelling en investering) klassifiseer, ten einde die aspekte optimaal in lyn te stel en toepaslike modeltoepassing moontlik te maak. Die dienstekontinuum bestaan uit ’n versameling van nege modelle:  ’n bekwaamheidsmatriks vir 3PL-diensverskafferdienste;  ’n raamwerk om die voorsieningskettingsrol van 3PL-verskaffers te evalueer;  ’n wiskundige model;  ’n verskafferseleksie en evalueringsproses;  ’n aanbieding van die Hayes-Wheelwright-raamwerk;  ’n uitkontrakteringsveranderlike-gedifferensieerde model;  vier kategorieë van die 3PL-verskaffersmodel;  ’n geraamde baanmodel; en  prosesintegrasie deur middel van ’n ondersoekdata-insamelingsmodel. Die dienstekontinuum is uitgebrei vir gebruik by risikobestuurspraktyke en ’n uitkontrakteringrisikomatriks (ontwikkeling twee) is op die been gebring. Die bemagtiging van die uitkontrakteringsrisikomatriks is ’n elementhersiening, wat uit drie kategorieë bestaan: samewerkings- en geïntegreerdebeplanningstelsels; prestasiemeting; en breë swart ekonomiese bemagtiging. Die strategiese besluitnemingsmetodologieprosesbaan is met drie fases ontwikkel, wat die strategiese besluitnemingsmodel operasionaliseer. Die navorsing het hoofsaaklik op literatuuroorsigte gefokus, met die modelle wat volgens die dienstekontinuum geklassifiseer is. Die navorsing het in ’n mindere mata op die primêre data gekonsentreer, wat as die modeltoepassingsinset gedien het, in die besonder vir die toepassingsvereistes wat op Sasol betrekking het. Die studie het ’n universele, toepaslike strategiesebesluitnemingsmodel daargestel, asook die aanwending van die model op Sasol se uitgaande voorsieningsketting (finaal verpakte produk). / Business Management / D. Phil. (Management Studies)

While it is acknowledged that CI is important to SMEs, it is not being practiced optimally in SMEs. The study of CI in SMEs has not been as well documented as it has been in larger enterprises. Moreover, there is no evidence of CI awareness and practices in SMEs. The purposes of this study are to, establish the level and extent of awareness and practices of CI in SMEs, identify the challenges SMEs face in implementing CI, and equip SMEs for decision making in order to help SMEs to gain competitive advantage in a turbulent global market and to enhance their economic growth. This research indicates that SMEs are aware of CI. It also indicates that while SMEs practice CI, they do so informally. It also shows that CI provides competitive advantage to SMEs. / Business Management / M.Com. (Business Management)

The business climate is undergoing a transformation and managers are faced with several challenges, not the least of which is related to pricing strategy. With an increased transparency in the market as well as anincreased competitive pressure, and with more sophisticated and well-informed consumers, retail businesses find it hard to navigate the pricing jungle. At the same time, the conventional wisdom in the field of pricing and the theoretical models on the topic, originate from a time long before the digitalization. Old models are not a problem in itself, but when there are new forces in the pricing ecosystem, driven by technological advancement, an assessment of the incumbent models is in the best interest of both businesses and academia. The reason for this is that, the use of old models that rely on inaccurate assumptions may impact businesses’ prioritizing of resources or their overall business strategy. In addition, researchers might be distracted and the research field disrupted. Thus, the purpose of this study is to discuss whether or not there are additional dimensions in pricing strategy that are not covered by the incumbent pricing models. Here, dimensions refer to the key components of businesses’ strategic decision making in regards to pricing. This thesis examines pricing models in today’s business context in order to answer the research question: “Are there additional dimensions of the empirical reality of pricing strategy that are not covered by the incumbent pricing models?” The research question has been studied qualitatively through a literature review, a pilot study and twelve case studies, where the pilot study had the purpose of exploring the depth, whereas the multiple case studies focused on the breadth, of pricing strategies. The case studies cover businesses in different retail industries and of different sizes, namely the industries of Clothing & Accessories, Daily Goods, Furniture and Toys & Tools, and of the following sizes: micro, small, medium and large. The empirical data has mainly been gathered by conducting interviews with production, sales and management personnel at the case businesses. The data has been structured, reduced and analysed with the help of a framework of analysis that has been developed throughout the pilot study. The results of this study lean on previous research and a main divider in pricing strategies has been identified as businesses use either a data-driven or an intuition-driven approach in their strategic work with pricing. As such, it is proposed that the division of pricing strategies need to be acknowledged, since the separate methodological approaches may lead to different results, while implying different costs, resources and required knowledge. Furthermore, the division may form a basis for competitive advantage, be extended to other areas of strategic management and become clearer, since the adoption of technology and its impact will increase in the future. As a result, in the future of pricing, they key is going to be to account for both the strategic perspectives and the methodological approaches in the strategic decision making process of pricing. / Affärsklimatet genomgår en omvandling och företagsledare står inför flera utmaningar, inte minst utmaningar som är relaterade till prissättningsstrategi. Med en alltmer transparent marknad och en ökad konkurrens företag emellan samt en mer sofistikerad och välinformerad konsument, finner företagen i detaljhandeln det svårt att navigera i prissättningsdjungeln. Samtidigt härrör den konventionella visdomen inom prissättning och de teoretiska modellerna på samma ämne från en tid långt innan digitaliseringen. Gamla modeller är inte ett problem i sig, men när det finns nya krafter i prissättningens ekosystem, som drivs på av teknologisk utveckling, är en omprövning av de befintliga modellerna i både företag och akademikers intresse. Användningen av gamla modeller som bygger på felaktiga antaganden kan dock inverka på företagens prioritering av resurser eller på deras övergripande affärsstrategi. Dessutom kan forskare distraheras och forskningsfältet störas. Syftet med denna studie är således att diskutera huruvida det finns ytterligare dimensioner i prissättningsstrategi som inte omfattas av de befintliga prissättningsmodellerna. Här avser dimensioner nyckelkomponenter i företagens strategiska beslutsfattande när det gäller prissättning. Denna avhandling undersöker prissättningsmodellerna i dagens affärssammanhang för att svara på frågan: "Finns det ytterligare dimensioner av den empiriska verkligheten av prissättningsstrategi som inte omfattas av de befintliga prissättningsmodellerna?" Forskningsfrågan har studerats kvalitativt genom en litteraturgranskning, en pilotstudie och tolv fallstudier, där pilotstudien hade till syfte att utforska djupet, medan de flera fallstudierna inriktades på bredden, av prissättningsstrategier. Fallstudierna omfattar företag i industrin för detaljhandeln och företag av olika storlekar, nämligen inom detaljhandeln för Kläder & Accessoarer, Dagligvaror, Möbler och Leksaker & Verktyg, och av följande storlekar: mikro, små, medelstora och stora. Den empiriska datan har huvudsakligen insamlats med hjälp av intervjuer med produktions- och försäljningspersonal samt företagsledare hos företagen i fallstudierna. Uppgifterna har strukturerats, reducerats och analyserats med hjälp av en analysram som har utvecklats under pilotstudien. Resultaten av denna studie tar rygg på tidigare forskning och en huvuddelare i prissättningsstrategier har identifierats, eftersom företag använder antingen ett data-drivet eller ett intuition-drivet tillvägagångssätt i sitt strategiska arbete med prissättning. Som sådan föreslås att uppdelningen av prissättningsstrategier måste tas hänsyn till eftersom de separata metodologiska metoderna kan leda till olika resultat, samtidigt som de innebär olika kostnader samt kräver olika resurser och nödvändig förkunskap. Dessutom kan uppdelningen ligga till grund för konkurrensfördel, utvidgas till andra strategiska områden för företagsledare och bli tydligare, eftersom teknikens utbredning och påverkan kommer att öka i framtiden. Som en följd av detta kommer nyckeln i framtidens strategiska prissättning att vara att ta hänsyn till både de strategiska perspektiven och de metodologiska metoderna i den strategiska beslutsprocessen för prissättning.

Tesis por compendio / [ES] Los sistemas tradicionales de planificación y control de la producción (PPC) se centran en producir lo que demanda el mercado, con la calidad, el calendario y los volúmenes previstos al mínimo coste, ajustándose al mismo tiempo a las disrupciones de la cadena de suministro. La exploración e implementación de nuevos avances tecnológicos en el marco de la industria 4.0 (I4.0), como sistemas ciberfísicos (CPS), fabricación en la nube (CMfg), fabricación aditiva (AM), big data, inteligencia artificial y la Internet de las cosas (IoT), podrían cambiar aspectos organizativos tales como las responsabilidades de PPC. En este contexto, no se identificaron estudios sobre un sistema para la toma de decisiones, arquitecturas y marcos conceptuales para los nuevos sistemas inteligentes de PPC e I4.0. En este contexto de nuevos cambios tecnológicos y organizativos a los que tienen que hacer frente las pequeñas y medianas empresas (PYMEs), surge el problema de diseñar herramientas de PPC que permitan la integración y colaboración de las operaciones de producción. Así, basándose en las nuevas tecnologías de producción digital y en las herramientas organizativas que darán soporte a las fábricas inteligentes conectadas del futuro, se identificó la falta de un sistema integrado de PPC e I4.0. Esta tesis doctoral es un compendio de artículos que abordan una amplia revisión bibliográfica sobre la PPC en un entorno de I4.0. También, se propone un marco conceptual y el diseño de modelos y algoritmos para la toma de decisiones y dar soporte a las funciones de PPC en un contexto digital I4.0 basado en las nuevas tecnologías de producción digital y herramientas organizativas que darán soporte a las fábricas inteligentes colaborativas y conectadas del futuro. Los modelos matemáticos y algoritmos propuestos se centran en resolver el problema del diseño y planificación de una cadena de suministro sostenible y resiliente en la que las decisiones estratégicas y tácticas se toman de forma integrada. Los modelos, algoritmos y método de resolución se han programado en Python. Los modelos han sido validados mediante un software que genera instancias de datos sintéticos y permite evaluar la complejidad computacional de los mismos. El desarrollo de este tipo de modelos y algoritmos supone una contribución al ámbito académico e investigador y, concretamente, en el área de PPC. / [CA] En l'actualitat, els sistemes tradicionals de planificació i control de la producció (PPC) se centren en produir el que demanda el mercat, amb la qualitat, el calendari i els volums previstos al mínim cost, ajustant-se al mateix temps a les pertorbacions. L'exploració i implementació de nous avanços tecnològics, com CPS, fabricació en el núvol (CMfg), fabricació additiva (AM), big data, intelligència artificial i el IoT, podrien canviar aspectes organitzatius, com les responsabilitats de PPC. En aquest context, no es van identificar estudis sobre un sistema per a la presa de decisions, arquitectures i marcs conceptuals per als nous sistemes intelligents de PPC i I4.0. En aquest context de nous canvis tecnològics i organitzatius als quals han de fer front les petites i mitjanes empreses (PIME), sorgeix el problema de dissenyar eines de PPC que permeten la integració i collaboració de les operacions de producció. Així, basant-se en les noves tecnologies de producció digital i en les eines organitzatives que donaran suport a les fàbriques intelligents connectades del futur, es va identificar la falta d'un sistema integrat de la PPC i I4.0. Aquesta investigació és un compendi d'articles que aborden una àmplia revisió bibliogràfica sobre la PPC en un entorn I4.0. També proposa un marc conceptual i el disseny de models i algorismes per a la presa de decisions i per a donar suport a les funcions de PPC en un context digital I4.0 basat en les noves tecnologies de producció digital i eines organitzatives que donaran suport a les fàbriques intelligents col·laboratives i connectades del futur. Els models matemàtics i algorismes proposats se centren en resoldre el problema del disseny d'una cadena de subministrament sostenible i resistent en la qual les decisions estratègiques i tàctiques es prenen de forma integrada. Els models, algorismes i mètode de resolució s'han programat en Python. Els models han sigut validats mitjançant un programari que genera instàncies de dades sintètiques i permet avaluar la complexitat computacional dels models. El desenvolupament d'aquesta mena de models i algorismes suposa una important contribució a l'àmbit acadèmic. / [EN] Currently, traditional production planning and control (PPC) systems focus on producing what the market demands with the expected quality, schedule and volumes at a minimum cost, while adjusting for disruption. The exploration and implementation of new technological advances, such as CPS, cloud manufacturing (CMfg), additive manufacturing (AM), big data, artificial intelligence and the Internet of Things (IoT), could change organisational aspects like PPC responsibilities. In this context, no studies on a system for decision making, architectures and conceptual frameworks for the new intelligent systems of PPC and industry 4.0 (I4.0) have been identified. In this context of new technological and organisational changes that small-and medium-sized enterprises (SMEs) have to face, the problem of designing PPC tools that enable the integration and collaboration of production operations arises. Thus, based on the new digital production technologies and organisational tools that will support the connected smart factories of the future, lack of an integrated PPC and I4.0 system was identified. The present doctoral thesis is a compendium of articles addressing a comprehensive literature review on PPC in an I4.0 environment. It also proposes a conceptual framework and the design of models and algorithms for decision making and to support PPC functions in a digital I4.0 context based on the new digital production technologies and organisational tools that will support the collaborative and connected smart factories of the future. The proposed mathematical models and algorithms focus on solving the problem of designing a sustainable and resilient supply chain where strategic and tactical decisions are made in an integrated way. The models, algorithms and resolution method have been programmed in Python. The models have been validated by means of software that generates synthetic data instances and allows the models' computational complexity to be evaluated. The development of this type of models and algorithms is a significant contribution to the academic field. / I would like to thank the following projects and universities for having financed the publications included in this doctoral thesis: • European Commission Horizon 2020 project entitled "Crop diversification and low-input farming cross Europe: From practitioners' engagement and ecosystems services to increased revenues and value chain organisation' (Diverfarming), grant agreement 728003. • Spanish Ministry of Science, Innovation and Universities project entitled 'Optimization of zero-defect production technologies enabling supply chains 4.0 (CADS4.0)' (RTI2018-101344-B-I00). • European Union H2020 program with grant agreement no. 958205 "Industrial Data Services for Quality Control in Smart Manufacturing (i4Q)". • European Union H2020 Program with grant agreement nº 825631 "Zero- Defect Manufacturing Platform (ZDMP)". / Cañas Sánchez, HE. (2023). Models, Algorithms and Digital Technologies for the Automation and Collaboration of Connected Smart Factories in an Industry 4.0 Environment [Tesis doctoral]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/202312 / Compendio

Abstract in English, Zulu and Afrikaans / The primary intent of this study was to develop a competitive intelligence (CI) programme implementation strategy framework for the effective use of CI in strategic decision-making (SDM) in a conglomerate, using embedded multiple units and a single-case exploratory study that is qualitative dominant. The study therefore explored the strategic value of CI for SDM in a company that has a conglomerate structure and whose subsidiaries are vertically integrated. Despite the perceived usefulness of CI for distinctive SDM, the case conglomerate and its subsidiaries had collected and employed the available CI products to support their strategic, tactical and other business decisions. Overall results indicated differences between the subsidiaries and the headquarter; and among the subsidiaries on CI practice (CI collection, CI coordination, CI sharing and CI effort) and CI usage for SDM and other decisions. Although a similar strategy development process (guided by the grand corporate strategy), management structure, decision-making process and orientation in the subsidiaries existed, these uniformities did not significantly result in a uniform level of application and usage of CI for SDM across the conglomerate. The conclusion is that CI application is very subjective and contextual even in a vertically integrated conglomerate. Through theory, literature review and empirical findings, synthesis and iteration, a middle-range theory that integrates the CI and SDM disciplines in terms of the contextual issues both share is also constructed. The study also developed a novel way of crafting CI for SDM, which may fit into the existing structure and realities of the conglomerate so as to formalise CI. The CI programme implementation strategy framework was developed considering the proof of tested theories, best practices, existing context, strategy, decision-making process, structure, enabling factors and capabilities of the conglomerate. The CI programme implementation strategy framework, accompanied by a proposed CI structure, has immediate pragmatic utility. It could enable the conglomerate to initiate a formal CI programme without delay and to develop it following an organisational maturation cycle. The study makes an original contribution by conceptualising a CI programme implementation strategy for a unique case and theorising the case within a novel extension within middle-range theory (“SDM and CI application can be viewed in the contextual domains both share”). The exploratory study itself, which led to merging theory and best practices with empirical results and fitting the theories and best practices into case conglomerate’s realities, also makes the study unique in terms of its approach and outputs. / Inhloso enkulu yalolu cwaningo kwakungukusungula uhlaka lokuqala ukusebenzisa uhlelo lwamasu obuhlakani bokuqhathanisa izinkampani ezincintisanayo, obaziwa ngokuthi yiCompetitive Intelligence (iCI) ngesiNgisi ukuze isebenze kahle ekuthathweni kwezinqumo ezihambisana namasu okwaziwa ngestrategic decision-making (iSDM) ngesiNgisi kwinhlanganyela yezinkampani, kusetshenziswa uhlobo locwaningo olungamayunithi amaningi afakwe ndawonye, oluhlola udaba olulodwa nolugxile kakhulu ekuqoqweni kwemininingwane. Ngakhoke, lolu cwaningo luhlole umthelela omuhle wamasu eCI ngokuthatha izinqumo ezihambisana namasu (iSDM) enkampanini enomumo wenhlanganyela yezinkampani enezinkampani ezingena ngaphansi kwayo ezenza imisebenzi eyahlukahlukene. Phezu kokumsebenzi obonakalayo weCI ngokuhlukile kwiSDM, inhlangayela yezinkampani okuyiyo ebhekiwe kanye nezinkampani ezingaphansi kwayo yaqoqa yase isebenzisa imikhiqizo yeCI etholakalayo ukusingatha ukuthatha kwayo izinqumo ezihambisana namasu, namaqhinga kanye nezinye izinqumo zebhizinisi. Imiphumela ephelele yabonisa ukuthi kukhona ukungafani phakathi kwezinkampani ezingena ngaphansi kwayo kanye nekomkhulu; kanti futhi phakathi wezinkampani ezingena ngaphansi kwayo kokuphathelene neCI (Ukuqoqwa kwemininingwane yeCI, ukuhlanganiswa kwemininingwane yeCI, ukusabalalisa imininingwane yeCI nokusebenza kweCI) nokusetshenziswa kweSDM nezinye izinqumo. Nakuba kwakukhona inqubo yokuthuthukisa isu elifanayo (elandela imigomo yesu elihle lenkampani), ukwakheka kohlaka lwabaphethe, inqubo yokuthatha izinqumo kanye nokuqondiswa kwezinkampani ezingaphansi kwenye, lokhu kwefaniswa akuzange kube ngokufanayo endleleni yokwenza nokusebenziswa kweCI kwiSDM kwinhlangayela yezinkampani. Isiphetho ukuthi uhlelo lokusebenza lweCI luncike kakhulu ohlangothini nasengqikithini eyodwa kwinhlanganyela yezinkampani ezenza izinto ezahlukahlukene. Ngokulandela ukuhlaziywa kwemibhalo yemibono yezinzululwazi, kanye nokutholakele uma kwenziwa ucwaningo olubheka izinto ngenkathi zenzeka, ukuhlanganiswa kwemininingwane kanye nokuphindaphindwa kokuhlolwa, kuphinde kwakhiwe imibono yezinzululwazi emibili ehlanganisa imikhakha yeCI neSDM maqondana nezingqikithi ezifanayo kuyona. Ekugcineni, ucwaningo luphinde lwasungula indlela engakaze ibe khona yokwakha iCI iyakhela iSDM engangena ithi khaxa ekwakhekeni nasesimweni esikhona senhlanganyela yezinkampani ukuze iCI ihleleke ngokusemthethweni. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI lwenziwa ngoba kucatshangwa ngobufakazi obutholakala kwimibono yezinzululwazi ehloliwe, okusebenze ngempumelelo, indikimba ekhona njengamanje, isu, inqubo yokuthatha izinqumo, ukwakheka, yilokho okwenza izinto zenzeke futhi kusebenzeke kwinhlanganyela yezinkampani. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI, oluphelezelwa ukwakheka okuhlongoziwe kweCI kukwazi ukuhlolisisa kahle umqondo wokukwazi ukubona ubungako bolwazi nesidingo solunye ucwaningo. Kungasiza inhlanganyela yezinkampani, cishe, ukuba ikwazi ukuqala uhlelo olusha lweCI nokulithuthukisa kulandela uchungechunge lwendlela yokukhula yenhlangano. Ucwaningo lufaka ulwazi olusha esivivaneni ngokuqhamuka nomqondo omusha wesu lokuqala ukusebenzisa uhlelo lweCI odabeni olungajwayelekile, bese lubeka imibono ngodaba olubhekwayo ngendlela engakaze yenzeke nehlanganisa imibono yezinzululwazi kanye nocwaningo olubheka izinto ngenkathi zenzeka (“Ukusetshenziswa kweSDM neCI kungabhekwa ezizindeni zengqikithi ezifanayo kukona”). Ucwaningo oluhlolayo, lona uqobo, oluholela ekuhlanganisweni kwemibono yezinzululwazi nokubhekwa kwalokho okucwaningwayo ukuthi kusebenza kahle kuphi kanye nemiphumela yocwaningo olubheka izinto ngenkathi zenzeka, nokuhlanganisa lokho nokwenzeka ngempela enhlanganyeleni yezinkampani, nakho kwenza lolu cwaningo lube ngolwehlukile maqondana nendlela oluyilandelayo kanye nemiphumela evelayo. / Die primêre doel van hierdie studie was om 'n strategieraamwerk vir programimplementering van mededingingsintelligensie (MI) te ontwikkel vir die doeltreffende gebruik van MI in strategiese besluitneming in 'n konglomeraat, deur 'n vasgelegde veelvoudige eenhede, enkelgeval-verkenningstudie, wat ook kwalitatief dominant is, te gebruik. Die studie het dus die strategiese waarde van MI vir strategiese besluitneming verken in 'n maatskappy wat 'n konglomeraatstruktuur het en wie se filiale vertikaal geïntegreer is. Ondanks die waargenome nuttigheid van MI vir spesifiek strategiese besluitneming, het die gevallestudiekonglomeraat en sy filiale die beskikbare MI-produkte versamel en aangewend om hul strategiese, taktiese en ander sakebesluite te ondersteun. Algehele resultate het die bestaan van verskille tussen die filiale en die hoofkantoor aangedui; en tussen die filiale oor MI-praktyke (MI-versameling, MI-koördinering; MI-deling en MI-pogings) en MI-gebruik vir strategiese en ander besluite. Alhoewel daar soortgelyke strategiese ontwikkelingsprosesse bestaan (gelei deur die groot korporatiewe strategie), het hierdie eenvormigheid in bestuurstrukture, besluitnemingprosesse en oriëntering in die filiale nie 'n beduidende eenvormige vlak van toepassing en gebruik van MI vir strategiese besluitneming regdeur die konglomeraat tot gevolg gehad nie. Gevolglik is MI-toepassing baie subjektief en kontekstueel, selfs in 'n konglomeraat wat vertikaal geïntegreer is. Deur teoretiese, literatuuroorsig- en empiriese bevindinge is sintese en iterasie, twee middelvlakteorieë, ook saamgestel wat velde van MI en strategiese besluitneming met betrekking tot die kontekstuele kwessies wat albei deel, geïntegreer het. Op die ou end het die studie ook 'n nuwe manier ontwikkel om MI vir strategiese besluitneming te bewerk wat by die bestaande struktuur en realiteite van die konglomeraat kan inpas om MI te formaliseer. Die strategieraamwerk vir programimplementering van MI is ontwikkel met die bewys van getoetste teorieë, beste praktyke, bestaande konteks, strategie, besluitnemingsproses, faktore wat strukture moontlik maak en vermoë van die konglomeraat, in gedagte. Die strategieraamwerk vir programimplementering van MI, saam met die voorgestelde MI-strukture, het onmiddellike pragmatiese nut. Dit kan die konglomeraat onmiddellik in staat te stel om 'n formele MI-program te inisieer en dit te ontwikkel deur 'n organisatoriese verouderingsiklus te volg. Die studie maak 'n oorspronklike bydra deur 'n strategie vir programimplementering van MI te konseptualiseer vir 'n unieke geval, die teoretisering van die geval binne 'n nuwe uitbreiding in 'n middelvlakteorie ("Toepassing van strategiese besluitneming en MI kan in die kontekstuele domeine beskou word wat beide deel"). Die verkenningstudie self, wat tot die samesmelting van teorie en beste praktyke met die empiriese resultate gelei het en die passing van die teorieë en beste praktyke in die gevallestudiekonglomeraat se realiteite, maak die studie ook uniek met betrekking tot sy benadering en opbrengs. / Graduate School for Business Leadership / D.B.L.