Competitive advantage (CA) is an intuitively evident concept which has been widely used in theoretical research in strategy. But CA's diffuse image and its dynamic nature make it a difficult concept to apply. The purpose of this study was to develop a comprehensive (or macro) CA construct capable of being applied in an empirical manner across a broad spectrum of business situations. This objective required both an adequate grounding of the CA concept within its nomological- net of theories and a new operationalization approach.

This empirical study focused on the level of application of strategic planning by senior colleges and universities in Arkansas. The study was designed to examine, analyze, and describe the extent of strategic planning practices by Arkansas higher education institutions, as reflected in the opinions and perceptions of the institutions' chief executive officers and based on the profile of characteristics validated by twenty experts in the strategic planning literature.

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Health is related to the growth of life quality and longevity, helping people to have equilibrium in all personal life areas. In this context, the actual study consists in to develop a Personal Health Strategic Planning Model, to establish or to improve individual health. The study was based on the Strategic Planning and the Planning Model of Estrada (2006); Personal Strategic Planning and Models of Personal Strategic Planning, which tells about the changeable variables of Health. The adopted work methodology was the qualitative research, with exploratory objective and exploratory character. The procedure design adopted for to collect data, from the technical point of view, was the biographic research. The theoretical analysis let to establish the main elements for the composition of the Personal Health Strategic Planning Model purposed. To improve the understanding of this study, the purposed model is composed on two types: biological and psychosocial. The first one is composed by three elements: clinical control, nutrition and fitness, and the second one is composed by the resilient concept (stress adaptive answer), which is divided on three types: academic, emotional and social. It was possible to see that the Personal Health Planning can contribute for the Health promotion and the sickness prevention, because it systematizes the elements of Health and its scientific technical recommendations, guiding people to have healthy habits. / A saúde está relacionada ao aumento da qualidade de vida e longevidade, contribuindo para que o indivíduo tenha equilíbrio em todas as áreas da sua vida pessoal. Neste contexto, o presente estudo consiste em desenvolver um Modelo de Planejamento Estratégico Pessoal da Saúde, para manter ou melhorar a saúde individual. O estudo tomou como base o Planejamento Estratégico e o Modelo de Planejamento Estratégico de Estrada (2006); Planejamento Estratégico Pessoal e Modelos de Planejamento Estratégico Pessoal, que mencionam os aspectos determinantes modificáveis da saúde. A metodologia constituiu-se de pesquisa de natureza qualitativa, com objetivo e caráter exploratório. O delineamento dos procedimentos, para a coleta de dados, do ponto de vista técnico, foi a pesquisa bibliográfica. A análise da fundamentação teórica permitiu estabelecer os elementos essenciais para a composição do Modelo de Planejamento Estratégico Pessoal da Saúde proposto. Para facilitar a compreensão, o modelo proposto foi dividido em duas categorias: biológica e psicossocial. A primeira composta por três elementos: controle clínico, nutrição e condicionamento físico, e a segunda envolvendo o conceito de resiliência (resposta adaptativa ao estresse), dividindose em três tipos: acadêmica, emocional e social. Percebeu-se que o Modelo de Planejamento Estratégico Pessoal da Saúde proposto, pode contribuir para promoção da saúde e prevenção de doenças, pois sistematiza os elementos da saúde e as suas respectivas recomendações técnico científicas, orientando as pessoas à prática de hábitos saudáveis.

Notable in strategic management research is a paradigm shift from industry/market factors as determinants of competitive strategy to a resource-based view. This study focuses on the extent to which firms in the reinsurance industry use resources for strategic positioning and differentiation. A qualitative case study approach has been adopted for this study. On the basis of open-ended questions, interviews were conducted with 6 executives of the 6 chosen non-life reinsurance companies. In addition to interviews, company annual reports were used. Results obtained point to similarities in broader categorisation of resources, namely human capital, financial resources, information systems and organisational culture. Despite similarities in the broader grouping of resources, uniqueness in resources and competitive advantage derived therefrom is in the attributes of each of the resources that a reinsurance firm own. The main driver for basing positioning and differentiation strategies is that resources are controllable and manipulative compared to industry factors. Though the results support the underlying principles of the resource-based view, it is notable that its prescriptive nature with regard to resource characteristics, does not hold for some of the resources such as human resources, which are not perfectly immobile. / Graduate School of Business Leadership / MBL

The purpose of this paper is to determine whether marketing leaders have different skills and leadership qualities in comparison to know leadership theory. In addition, the researcher will aim to establish clear cut ways of identifying the leadership skills and qualities that are unique to marketing managers. There seems to be a lack of literature on this subject, however, the researcher will aim to establish value added relevance that will justify the purpose of and reasons behind this study. The research will take the form of a qualitative study, specifically because no prior focussed research in this regard has been done. For the purposes of this paper a case study approach will be followed, as it will assist the Researcher in learning and understanding more about what leadership qualities marketing leaders have. Data will be collected by means of in-depth interviews with marketing leaders, observations in the researcher's own business environment as well as job advertisements in newspapers and other sources stating what is expected of candidates and what type of candidates are required for the position. The respondents interviewed for the purposes of this study were from a diverse range of industries. An enlightening aspect was that most of their answers were more or less the same. This leads the Researcher to believe that these individuals have years of experience in leadership positions. This is reflected by the fact that the respondents have a good idea of what is required to be a good leader and that they apply it in their working environment. There are a set of basic leadership qualities that are the same for all the leaders/managers in an organisation. There are differences between various managers in an organisation and the leadership styles they apply and the function often determine the leadership qualities that are important. Each leader has different qualities and their personality also plays a great role in the leadership style they apply. What distinguishes marketing leaders is the fact that they should be more outward focussed, more creative and visionary than their counterparts. This requires from them to be sensory about their environment. They need to embrace change and be able to work with a diverse range of people. Marketing managers often have to deal with external media and unhappy clients, other managers are fairly isolated from this. Marketing managers have to brainstorm and come up with new ideas almost on a daily basis. They have to handle communication both internal and external to the organisation and have to work with all the departments on a daily basis. Surprisingly the best manager to lead an organisation would be a Marketing Manager. They are supposed to take the organisation forward. The way the industry and business in general is structured, almost paves the way for the Marketing function to start taking the lead in organisations. Focussed research is required to shed more light on this issue. It will lead to the generation of profiles for all managers in an organisation, specifically for marketing managers. This will assist organisations in the recruitment and selection of the ideal candidates. Organisations and the external business environment need to change their perception of the marketing function. Marketing is much more than promotions, events and "bells and whistles". It is a profit driven function, which has a big impact on the profitability and survival of an organisation. Therefore organisations should focus on the development of the skills and leadership qualities of their marketing managers. / Graduate School of Business Leadership / M.B.L.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans. / AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Safety Transport Mirrors is a vehicle component manufacturer. The company is situated in Atlantis on the West Coast of South Africa. It manufactures rear view mirrors for the seven vehicle manufacturers in South Africa. The effect of the weakening Rand, low productivity ratios, the lowering of import duties and active union activities are some of the factors and causes, which decreases the profit margins and in some instances resulted in Safety Transport Mirrors not being competitive in the local market. The company has a vague vision and mission, and the personnel are not always aware of the internal problems that could have been prevented. There is no structured strategic plan that can be followed to ensure that requirements are adhered to. Therefore, crisis management is part of daily management. The opportunity existed to change and improve on the existing ideas and plans, which could improve the effectiveness of the company. This study project is aimed at using analytical tools to analyse the external and internal environment of the industry as well as the company. Using a situation analysis and the information gathered, a strategic plan will be developed, which will indicate the steps to be used to enable Safety Transport Mirrors to become a competitive and effective organisation. Furthermore, an attempt will be made to make a paradigm shift to management to enable them to look into the future with a new vision for Safety Transport Mirrors. / AFRIKAANSE OPSOMMING: Safety Transport Mirrors is 'n motorvoertuigkomponent vervaardigingsmaatskappy wat geleë is in Atlantis aan die Weskus van Suid Afrika. Die maatskappy vervaardig tru-spieëls vir die sewe motorvervaardigingsmaatskappye in Suid Afrika. Lae produktiwiteitsverhoudings, die verswakking van die Rand, die verslapping van invoertariewe en aktiewe unies in die industrie is van die oorsake en faktore wat aanleiding gee tot laer winsmarges en in sommige gevalle is Safety Transport Mirrors nie meer kompeterend in die plaaslike markte nie. Die maatskappy het ook nie 'n duidelike visie en missie nie en personeel is nie altyd op hoogte van die inherente probleme wat verhoed kon word nie. Daar is ook nie 'n gestruktureerde strategiese plan wat gevolg kan word om die maatskappy doeltreffend te bestuur nie, en sodoende word daar daagliks krisis bestuur toegepas. Daar was dus geleentheid vir verbetering en implimentering van nuwe idees en planne, wat die maatskappy weer in die regte rigting kan stuur. Hierdie studie projek sal gebruik maak van verskeie analitiese metodes om die eksterne en interne omgewing van die industrie asook die maatskappy te ontleed. Situasie analise sal toegepas word en gepaardgaande met hierdie inligting sal 'n strategiese plan ontwikkel word, wat die stappe sal aandui wat gevolg moet word om Safety Transport Mirrors in 'n kompeterende en effektiewe onderneming te verander. Daar sal ook gepoog word om 'n paradigma verandering onder die bestuur te bewerkstellig, om sodoende te verseker dat hulle met 'n nuwe visie die toekoms van Safety Transport Mirrors sal ingaan.

In order to enhance the inherent potential of cooperatives to support society’s move towards global socio-ecological sustainability, they need to plan strategically. Strategic planning with this goal in mind requires organisations to describe and identify steps towards a desired future. The research team set out to provide practical and context-appropriate guidance to cooperatives, describing opportunities to use strategic planning in the starting-up phase in support of their long-term success. The team deployed a qualitative and iterative approach based on grounded theory and conducted a total of twenty-four interviews with cooperative practitioners and experts as well as strategic planning experts.  The outcome of the interviews are thematic areas recommended to cover in the starting-up phase of a cooperative. The thematic areas are presented in an ABCD Strategic Planning process which aims to build a shared mental model among all stakeholders, using a participatory approach. The process may be useful for newcomers to the cooperative world; future research in support of cooperatives may want to implement the above mentioned strategic planning process while capturing lessons for its improvement.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: It is well understood that the advancement in information technology and increasing globalization has led our business environment to become much more complex and uncertain. Similarly the appropriateness of a firm's strategy can be defined in terms of its fit, match or congruence with the environment or organizational contingencies facing the firm. Thus at the turn of the 21st century, the concepts of industry and organizational fitness playa significant and predominant role in ensuring survival. The study presumed that, although various models and tools related to measuring and building industry and organizational fitness have been contributed by various authors, there exists an absence of comprehensiveness and coherence between them. Thus it aimed at investigating and analyzing different contemporary strategic management approaches and tools, so as to describe the comprehensive nature of industry and organizational fitness and find all-inclusive areas of measuring and building organizational fitness. According to the analysis done it was found that a significant level of overlap components of industry fitness and bewilderment exists in differentiating the elements and and organizational fitness. Moreover, although no considerable disagreement and deviation was detected between the various contemporary approaches and tools related to measuring and building organizational fitness, there is a high degree of replication and disintegration between them. In addition to this most of the approaches have a partial coverage of the important factors that influence organizational fitness and attempt to deal with problems from limited perspectives. On the bases of the analysis and findings, recommendations are provided for improving the understanding of the concepts and the nature of industry and organizational fitness. Moreover, suggestions for integrating and cohering the various strategic management approaches and tools of measuring and building organizational fitness are given. / AFRIKAANSE OPSOMMING: Dit is welbekend dat ons sake omgewing baie meer kompleks en onseker geraak het weens die vooruitgang in informasietegnologie en toenemende globalisasie. Die geskiktheid van 'n firma se strategie kan gemeet word aan hoever dit pas by die omgewing en die gebeurlikhede wat die firma mee moet deel. Aan die begin van die 21 ste eeu speel konsepte van industrie en van organisoriese fiksheid 'n oorheersende en betekenisvolle rol in die bepaling van oorlewing. Daar is gevind dat, alhoewel daar al baie geskryf is oor verskillende modelle en metodes om industrie en organisoriese fiksheid te meet en te bou, daar tog 'n gebrek is aan volledigheid en samehangendheid. Dus ondersoek en analiseer hierdie studie die eietydse benadering tot strategiese bestuur en die metodes wat gebruik word. Die doel is om die aard van industrie en die fiksheid van 'n organisasie omvattend te beskryf en om metodes te vind om dit te meet en uit te bou. Die analise toon dat daar 'n groot mate van verwarring en oorvleueling bestaan in die uitkenning van die elemente en komponente van die fiksheid van 'n industrie en 'n organisasie. Alhoewel daar nie groot verskille of afwykings tussen die eietydse benaderings en metodes is nie, is daar wel baie herhaling en disintegrasie. Die meeste benaderings dek ook net gedeeltelik die belangrike faktore wat 'n organisasie beïnvloed en benader die probleme vanaf beperkte perspektiewe. Op die basis van die analise en bevindings word aanbevelings gedoen sodat die konsepte en aard van die industrie en organisoriese fiksheid beter verstaan kan word. Ook is daar voorstelle vir die integrering van die verskillende strategiese bestuursbenaderings en die metodes vir die meet en opbou van organisoriese fiksheid.