Thesis (Ph.D.)--University of Texas at Arlington, 2008.

Thesis (D. Min.)--Concordia Seminary, St. Louis, 1992. / Abstract. This is an electronic reproduction of TREN, #020-0100. Includes bibliographical references (leaves [203]-211).

Thesis (D. Min.)--Concordia Seminary, St. Louis, 1992. / Abstract. Includes bibliographical references (leaves [203]-211).

Author's thesis (doctoral)--Universität Stuttgart, 2008. / Includes bibliographic references (p. 282-323).

In the higher education sector, a number of Higher Education Institutions (HEIs) are playing a leading role in promoting sustainable initiatives. Effectively managing these initiatives however can be a complex task and requires data and information from multiple aspects of operations. In an HEI, operating sustainably means ensuring financial sustainability, social sustainability, environmental sustainability and educational sustainability. In order to manage sustainability effectively, HEIs require an integrated tool that can provide information on all areas of sustainability. HEIs face a number of challenges in effectively managing sustainability information, such as siloed data and information, and poor sharing and communication of information. Business Intelligence (BI) can assist in overcoming many of the challenges faced by organisations in effectively managing strategic sustainability information. This study investigates both the constraints to effective sustainability information management and the challenges of BI. A BI framework to support effective strategic sustainability information management is proposed. Nelson Mandela Metropolitan University (NMMU) is one such HEI, which is affected by the challenges of managing strategic sustainability information. NMMU is therefore used as a case study in this research. A BI solution, Sustainable BI, was developed based on the proposed framework. The main goal of sustainable BI is to provide strategic management at NMMU with a tool that can provide integrated sustainability information that can assist in overcoming the challenges in effectively managing strategic sustainability information. Sustainable BI was evaluated by strategic management at NMMU who are responsible for managing sustainability at NMMU. The evaluation took place through a usability study. The study revealed to what extent Sustainable BI could effectively manage strategic sustainability information at NMMU. The BI framework was iteratively improved on based on the results of the evaluations. The contributions from this study are a model for sustainability management, a BI Framework to support strategic sustainability information management and a BI solution, Sustainable BI.

The intent of this exploratory case study was: (1)to compare a model of expected formal business plan content with the content of actual business plans developed within a single company, (2)to develop a modified model of formal business plan content which recognizes organizational influences on plan content, (3)to propose a method for evaluating business plans based on this modified model. The firm studied was Fast Delta Corporation, a "Fortune 500" multidivisional manufacturing company in a high technology industry. The business plan content analyzed in this study was produced through a planning system similar to those implemented by other multidivisional companies. In this study, planning by middle managers rather than top management was the primary focus. The study method was based on the analysis of formal plan content rather than direct observation or inquiry about the planning process. Study steps included: (1)test of goodness of fit between a simple model of expected business plan content and the actual content of business plans produced through the Fast Delta Corporation planning system. (2)analysis of deviations of the actual content from the expected content model. This analysis included comparison of actual formal plan content with non-content characteristics of the formal plans, with the content of business strategy case studies from other firms, and with the content of Fast Delta Corporation managers' responses to case studies in business strategy. The results of this study showed that Fast Delta Corporation formal business plan content was influenced by several factors. These included short-term corporate-wide concerns; shared assumptions among managers about the strengths and limitations of the study firm; and constraints on strategy which may be characteristic of other firms with similar structure, at a similar life cycle stage, or within the same industry. From these results a modified model of business plan content was developed which considered these influences. The validity of this model suggests that the plan analysis techniques used in this study were effective techniques for identifying the planning assumptions which underlie business plan content produced through a firm's formal business planning system. The results and conclusions of this study are significant for top management, middle management, corporate planning staff, and those doing research in strategic planning.

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

Thesis (D.P.H.)--University of Michigan.

Dissertation (D.P.H.)--University of Michigan.