RADAR is an excellence self-assessment tool which is commonly used to assess results and approaches in excellence models. It could also be used successfully in assessing the strategy formulation process in Dubai' s government. The Thesis is a qualitative research that deploys a case study approach to understand the role of RADAR techniques and practices, and how these can be used in assessing the Dubai Governement 's strategy formulation process, focusing on the justice and security sectors in general and the Dubai Police Force in particular. The researcher always attempts to answer particular questions about why and how RADAR informs and helps in assessing and controlling the strategy formulation process. The study obtained valid information from semi-structured interviews with 17 senior and middle government, security and Police staff members working in the Dubai Police Force, Civil Defense and Immigration Departments. Generally, the findings indicated that: Firstly, RADAR can be used successfully in these researched organisations and can be seen to be important in security assessment function when taking into consideration the cultural aspects of Dubai which are based on Arab and Islamic cultural values. Secondly, the strategy formulation process in Dubai Governement is affected widely by Islamic and Arab culture. Thirdly, the definition of 'citizen' is very complex as Dubai is a cosmopolitan city. This makes it difficult to cater to the stakeholders' needs in the strategy formulation process due to the diversity of the cultures of the different nationalities. Fourthly, the bureaucratic nature of managers in the public sector makes it difficult to deploy the excellence self-assessment tools as they tend to believe that assessment is merely criticism rather than that it supports continuous improvement. Finally, the leadership of Dubai Governement plays a crucial role in leading the strategic thinking and quality drive in both public and private sectors. The leadership vision is to cater to the cultural needs of the different nationalities living in Dubai and translate them into sound strategies.

Submitted by Joel de Lima Pereira Castro Junior (joelpcastro@uol.com.br) on 2016-07-25T19:11:02Z No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Approved for entry into archive by Biblioteca de Administração e Ciências Contábeis (bac@ndc.uff.br) on 2016-07-27T19:18:17Z (GMT) No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Made available in DSpace on 2016-07-27T19:18:17Z (GMT). No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Universidade Federal Fluminense / Este estudo de caso foi desenvolvido a partir da busca pela identificação do papel que a inovação e o empreendedorismo desempenham na formulação de estratégias em empresas competitivas, especialmente através do intraempreendedorismo, ou empreendedorismo corporativo. Um retrospecto investigando a percepção prática e teórica sobre a inovação e o empreendedorismo e, se são percebidos pelo mercado em geral como possíveis elementos estratégicos do negócio, desde o período pós-fordista até os dias de hoje, permitiu a construção de uma base para, a partir do isomorfismo institucional, traçar a importância e o seu respaldo conceitual. O objetivo foi apontar como a L’Oréal do Brasil, empresa escolhida para o estudo, estimula a inovação junto aos seus funcionários e se essa abordagem pode ser identificada com os conceitos do intraempreendedorismo, apresentados por esta pesquisa, para na sequência buscar indícios do impacto do intraempreendedorismo como diferencial ou vantagem competitiva, como parte da formulação de estratégias ou em seu desempenho no mercado. / This case study was developed from a search to identify the role that innovation and entrepreneurship perform in strategy formulation on competitive companies, specially through intrapreneurship or corporate entrepreneurship. A retrospect, investigating both practical and theoretical perceptions on innovation and entrepreneurship and if they are seen as possible strategic elements for the business, since after the Fordism period to the current contemporary administration, allowed this research to build a theoretical base, starting from institutional isomorphism, to trace its importance and conceptual relevance. The main objective was to point how L’Oréal do Brasil, company chosen for this study, stimulates innovation by their employees and if this approach can be identified with the intrapreneuring concepts that this research was based on, followed by the search of any evidences of the impact of intrapreneuring as a differential or competitive advantage, as part of the strategy formulation process or in its market performance.

國內大多數之公司皆為中小企業，其相較於大公司資源有限，並無一套有系統的策略形成與管理工具。此工具一直是管理階層重視之議題，然而從過去之文獻發現，策略形成的方法紛呈，最為著名的是Porter(1980)競爭策略，但此類文獻大部分皆為國外學者所著，因而本研究針對國內吳思華(2000)的策略九說，以個案實作之方式，闡明其亦能有效協助公司形成策略。 依據過往文獻發現，策略形成工具協助公司形成策略後，往往就不了了之，並無明確說明如何執行已形成之策略。本研究依據Kaplan and Norton(1992)提出之平衡計分卡概念，以吳安妮(2002)(2003)提出策略執行系統4.7.4為架構與策略診斷性系統分析，協助公司執行已形成之策略及分析公司有無水平或垂直缺口，以免導致公司擁有策略後，卻因執行的後繼無力，而無法展現成效。 最後，以免公司內部單位各自為政，造成資源浪費，因而依據Niven(2002)與吳安妮(2002)提供之觀念，使總公司、SBU與SSU三者之策略能有效連結，形成綜效。 關鍵字：中小企業、策略九說、策略形成與執行系統、策略診斷性分析、綜效。 / Most domestic companies are all small and medium enterprises. The limitations in resources for small and medium enterprises are much greater, causing them to not have a systematic strategy formation and management tools. These management tools have been important management issues, however, the literature only found ways to form strategies, the most famous being the Porter (1980) competitive strategy, but most of these documents were all written by foreign scholars. One famous document written by domestic scholars by Wu Se-hwa (2000) strategy nine, wrote a case by case implementation of management tools can also effectively help companies clarify their strategy. Based on previous literature found about the formation of strategic tools to assist companies to form policy, there is often no clear description of how the strategy has been formed. The study, based on Kaplan and Norton (1992) proposed the concept of the Balanced Scorecard, to Miss Anne (2002) (2003) proposed strategies for the implementation of the system 4.7.4 system architecture and analysis of diagnostic strategies to help companies execute strategy and has formed the analysis of the company to see whether they have horizontal or vertical gaps, so as not to cause the company to have a strategy, with the inability to perform follow-ups, and can not show results. Finally, in order to avoid fragmented units within the company, resulting in waste of resources, which according to Niven (2002) and Anne Wu (2002) provided, thus allowing the head office, SBU and SSU's strategy to effectively link the three to form a synergy. Keywords: SMEs, strategy nine, strategic formulation and implementation, analysis of diagnostic strategies, synergy.

轉換資訊科技基礎設施一如佈建好的房舍遷移重蓋，其涉及的轉換是全面且浩大的工程。在面臨公元二千年危機僅餘兩年的時間，在當時微軟作業平台尚不成熟，國內資訊科技基礎設施轉換成功案例尚不多見，組織內部人員對有關技術一知半解，資訊部門未能有效處理問題等情境下，高階主管採行轉換資訊科技基礎設施策略，將主機移除轉換至區域網路伺服器環境，並重新開發所有應用資訊系統。如此大工程高風險的策略及如此困頓的情境，如何順利進行？ 轉換資訊科技基礎設施涉及組織層面極廣而複雜。包括硬體、軟體、程序、制度、人員等。有關機器設備或可一次更新，惟設置於新機器設備上的核心應用資訊系統，則需逐步開發及調整。有關設備、系統及制度標準，如何與組織需求及業務融合發揮效能，更需人員觀念的轉變與不斷的學習，其所需之時間都不是一朝一夕能見其成效。所以轉換資訊科技基礎設施要看的是它的歷程，由時間的演變可以看出轉換資訊科技基礎設施對組織的影響，也可以看出其互動的關聯性。 本研究採用個案研究法，觀察經濟部國際貿易局這個成功案例如何進行資訊科技基礎設施的轉換。該個案有幾個特徵：一、政府機構；二、面臨內外危機及電子化政府的壓力；三、採行的技術策略，對組織而言是一種全面性、突破性（Radical change）的改變，技術無法累積，必需重新學習。 鑑於轉換資訊科技基礎設施歷程十分冗長而複雜，為能有系統的描繪個案，本文採取一般性研究架構（內容、情境及歷程），並輔以「問題解決」觀點描繪轉換資訊科技基礎設施的歷程。又為能適當控制研究資訊量，本文分三大問題（如何形成策略並開始執行？如何整合資訊並推廣應用？資訊部門與人員如何轉型？），加以描述及分析。 有關歷程的特徵，則引用江志浩（1999）所推導出的組織歷程模式—計畫性模式、適應模式、浮現模式加以檢視。該模式係以「問題解決」的二個元素「設定解決問題的目標」、「進度控制與資源配置」，檢視三種歷程模式的特徵及差異。此外，本文並對問題解決者（高階主管、資訊經理、執行團隊）在此歷程中所扮演之角色及其影響加以探索。 本研究發現，轉換資訊科技基礎設施的歷程無法以單一的歷程模式加以描繪。轉換資訊科技基礎設施的歷程涉及一組相關問題的解決，通常在大眾印象中多只看到硬體設施的建置及導入，極易忽略真正困難的問題在於人員觀念的轉變與不斷的學習。由於這些隱藏的問題，整個歷程會出現一些意想不到的狀況。本研究可作為實務界導入資訊科技基礎設施、組織變革及組織創新的參考；對於涉及長達七年轉換歷程的資料，還可以提供未來學術界研究之基礎。 / Adopting and implementing Information Technology (IT) infrastructure , like the removing already-built premises for reconstruction, involves a comprehensive and massive conversion. Less than two years before the Y2K crisis, when the Microsoft platform had not been fully developed, there were only a few successful cases of domestic IT infrastructure adoption and implementation. Moreover, Internal personnel of organization was not proficient with the related technology, and IT department was not able to effectively handle the issues; however , top management adopted a strategy of IT infrastructure conversion by switching the mainframe to Local Area Network servers and then re-developing all the application information systems. How did they successfully implement this strategy amidst such a massive re-engineering, and with high-risk information technology ? In reality, IT infrastructure adoption and implementation involves extremely broad and complicated levels, including hardware, software, procedures, systems, personnel, and so on. Machines and equipment can be updated at once, but the core application information systems installed on new machines and equipment must be sequentially developed and adjusted. To achieve the desired effects, people especially, need to change their ways of thinking and learn constantly if they want their equipment, systems, and system standards to be aligned with the needs and business goals of the organization. However, results cannot be achieved in a short time. Therefore the IT infrastructure adoption and implementation process needs to be studied longitudinally. With respect to time, we can see the impact of IT infrastructure adaptation on organizational changes and its interactive association. This study uses the case study approach to observe how the Bureau of Foreign Trade of the Ministry of Economic Affairs in Taiwan has successfully adopted and implemented IT infrastructure. This case is characterized by the following properties: (1) It is a government organization; (2) It encountered internal and external challenges and pressure to launch an “e-Government;” and (3) It used technological strategies, which are comprehensive and radical changes to organization, so that the technologies involved were unable to be accumulated and needed be relearned. As it is a very long and complicated process to adopt and implement IT infrastructure, this article uses a general research framework (consisting of contents, context, and processes), supplemented by “problem solving”, to systematically describe the IT infrastructure adoption and implementation process. Moreover, with the hope of properly controlling the information for this research, three major issues are described and analyzed: (1) How to formulate and implement strategies; (2) How to integrate and apply information; and (3) How to transform the information system department and its personnel. Additionally, the characteristics of a transformation process can be studied using the organizational process model derived by Chiang Chi-ku (1999), comprising of a planned model, an adaptive model, and an emergent model. This organizational process model studies the properties and differences of these three process models using the two components of “problem solving” —“goal setting for problem solving” and “status control and resource allocation.” Moreover, this article also studies the roles played by the problem solvers (i.e., top management, information manager, and the executive team) in these processes and their effects. According to the findings of this study, the process of adopting and implementing IT infrastructure can’t be described as a single process. Moreover, it involves solutions to a series of related problems. Generally speaking, most people only recognize the construction and implementation of hardware, but easily disregard the real difficulty in personnel’s conceptual change and constant learning. Due to these hidden problems, some unexpected conditions may appear throughout the transformation process. Hence, this research can be taken as a reference for the business sector in adopting and implementing of IT infrastructure, organizational change, and organizational innovation. Moreover, it can also provide the basis for future academic research of the data involving a seven-year-long adaptation process.