Dissertation (Ph.D.)--The University of North Carolina at Greensboro, 2010. / Directed by Terry Ackerman; submitted to the Dept. of Educational Research Methodology. Title from PDF t.p. (viewed Jul. 9, 2010). Includes bibliographical references (p. 130-141).

Thesis (Ph. D.)--Oxford Graduate School, 2001. / Includes bibliographical references (leaves [128]-137).

Thesis (Ph. D.)--Industrial and Systems Engineering, Georgia Institute of Technology, 2007. / Branislav Vidakovic, Committee Member ; Chip White, Committee Member ; Amy Pritchett, Committee Member ; Ken Boff, Committee Member ; William B. Rouse, Committee Member.

Thesis (M. Div.)--Emmanuel School of Religion, Johnson City, Tenn., 2003. / Abstract and vita. Includes bibliographical references (leaves 114-119).

Thesis (M. Phil.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (Ph. D.)--Georgia State University, 2005. / Daniel Robey, committee chair; Pamela Barr, Mark Keil, Ephraim McLean, committee members. Electronic text (209 p. : col. ill.) : digital, PDF file. Description based on contents viewed Aug. 10, 2007. Includes bibliographical references (p. 197-207).

This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning is based on the assumption that engaging stakeholders in a meaningful way will increase the benefits for both the organization and the stakeholders. The growth trend of the company investigated has resulted in complexity due to the growth of its internal and external stakeholders and the influence that their relationships can have on strategic planning. Whereas studies have identified a number of factors that can influence stakeholder relations, it has also been suggested that relationships could further be influenced by host of other stakeholder-related attributes. It is in this context that the study answers the following research questions: (1) how do stakeholders understand their responsibilities in strategic planning?; (2) how do they perceive the importance of communication and coordination to their relationship during the planning process?; and (3) how do the stakeholders‘ expectations shape the challenges faced by the company and their relationship during strategic planning? The study employs the qualitative method of research using the interview technique to collect data to gain insights into how the participants perceive and make sense of their relationships during strategic planning in their company. The conceptual dimension of the study is premised on the two streams of meaning of relationships and the dynamics of stakeholder relations during strategic planning projected in the literature. The methodological dimension is premised on the importance of lived experience as a significant source of knowledge. In this respect, the study draws on phenomenology using narrative analysis and inductive content analysis in the treatment of data. Accordingly, the study found that stakeholders bring to the table a plethora of responsibilities which have significant upward and downward influences during strategic planning. There is a consensus among stakeholders on the general importance of the relational benefits of coordination and communication. Real time coordination and communication with external stakeholders is differentially perceived within the range of poor to excellent. Likewise, there is differential perception of the relational importance of communication in terms of organizational context. Whether the coordination among stakeholders is perceived as excellent or poor, the bottom line is that stakeholder relations in the company remains a challenge. Stakeholders have multiple expectations of the company strategic plan and the strategic planning process which further raises multi-faceted challenges to the company. Based on the findings the study came up with a model that highlights the streams of thought pursued in the study. The findings affirm the view that relationships result from what transpires, happens, or occurs during strategic planning. Likewise, the inherent connectivity that results from the social nature of individuals involved in the planning process is affirmed. The former is on account of the responsibilities of the stakeholders and the latter on account of the inherent value that stakeholders place on strategic planning. The quality and extent of stakeholder relations however is moderated by extent and quality of coordination and communication before and during the planning process.

This thesis represents the first empirical investigation of the impact of strategic planning on budgetary and resources allocation processes within higher educational institutions (HEI) in the United Arab Emirates (UAE). It has been shown in the accounting literature that, there is a need for studies to assess the links between university strategies and the budgeting and budgetary control processes of those institutions. Such studies of the strategy-budget connection have been called for by a number of accounting scholars in order to learn more about how HEI can better manage and meet their learning and teaching objectives. In addition achieving these plans and programmes has become more complex in what worldwide is an increasingly resource constrained environment. This thesis develops these issues by adding to the literature in a country not previously studied in this context. The study has constructed a theoretical model, which develops certain significant connections between personal and organisational characteristics, university strategies, the budgeting and control processes, and finally the centralisation of financial and administrative decisions within HEI in the UAE. The research model has several further connections particularly between the strategic planning and budgetary processes. In examining the model the researcher has developed new measures derived from the relevant literature for factors in the strategic planning process, the budgeting and budgetary control process and the centralised nature of management decision making in the institutions being investigated. The reliability and validity of these measures were examined by using several statistical techniques through both pilot and comprehensive field studies. In addition, the study approached five universities and two technical colleges within UAE. The sample included a hundred and fifteen subjects represent senior academic, managerial, and financial staff within UAE institutions. Finally, senior members of Ministries of Finance and the HEI themselves were interviewed in order to objectively assess the impact of these issues on the challenges facing these universities and colleges in meeting their objectives. The present study has found significant linkages between strategic planning and the budgetary and control processes that support the model of this thesis and highlight the actual problems created by any missing link in the strategy-budget connection. This is in addition to discovering other problems associated with the whole planning and budgetary processes within UAE HEI. The thesis found more limited support to the interrelationships between personal and organisational characteristics and, the budgeting and control processes. This is due to the structural and institutional nature of the phenomenon under investigation. Finally this thesis has drawn certain conclusions and recommendations thought necessary to improve the situation discovered.

O trabalho visou à aplicação do uso da ferramenta de gestão Balanced Scorecard (BSC) na Rede Escola de Governo da Fundação para o Desenvolvimento de Recursos Humanos, e os resultados obtidos a partir desta situação. A Rede Escola de Governo surge como uma forma inédita no âmbito de rede de conhecimento, sendo importante avaliar se seus resultados se refletem positivamente no campo educacional e de gestão. A primeira parte relata a ferramenta Balanced Scorecard como solução de resultados para o planejamento estratégico de organizações. A segunda parte foca a teoria do planejamento estratégico e o BSC em sua essência. A terceira parte relata o estudo de caso com a metodologia utilizada e os resultados da aplicação do BSC na Rede Escola de Governo.Os resultados na maior parte são válidos, por consequência de que em suas perspectivas financeira, sociedade, processos internos e aprendizado e crescimento, atingiram em seus objetivos estratégicos a meta de 100%. As metas que obtiveram resultados em 100% foram: extensões, oficinas, seminários e eventos, especialização, ensino a distância, cursos finalizados e publicações. Apenas as metas cursos, com 84,44%, e contratação, com 75%, não foram válidas. O Balanced Scorecard, objeto de estudo deste, mostra-se, assim; como uma alternativa de ferramenta de gestão eficaz, mensurando resultados de desempenho, tornando possível a realização da aplicação do processo operacional da estratégia, ponto falho na maioria dos planejamentos estratégicos. / The work aimed at the application of the use of the Balanced Scorecard management system (BSC) in the Foundation Government School Network for Human Resource Development, and the results from this situation. The Government School Network emerges as a novel form of knowledge within the network, it is important to assess whether their results positively reflect in education and management. The first part tells the Balanced Scorecard tool as a result of solution to the strategic planning of organizations. The second part focuses on the theory of strategic planning and the BSC in its essence. The third part reports the case study with the methodology used and the BSC application results in the School Network Governo.Os results are mostly valid, therefore that in their financial perspectives, society, internal processes and learning and growth They reached in its strategic objectives the goal of 100%. The goals we have obtained results in 100% were extensions, workshops, seminars and events, expertise, distance learning, completed courses and publications. Only courses goals, with 84.44%, and hiring, with 75%, were not valid. The Balanced Scorecard, subject matter of this shows up as well; as an alternative to effective management tool, measuring performance results, making it possible to carry out the implementation of the operational process of the strategy, flawed point in most strategic planning.

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