Hambrick and Mason¡]1984¡^, with their ¡§upper echelon¡¨ perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams¡]TMT¡^. Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers¡]Tung, 1982; Zeira and Shenkar, 1986¡^, would show higher richness and variety. Therefore, this study will use two independent variables: ¡uthe strategic roles of MNC subsidiaries¡vand ¡uthe nationalities of the MNC¡vto study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams. Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

This research aims to show the organizational changes and forms of social intervention that have been assumed by NGOs that were founded in Peru between the 60s and 80s. Since 1990 these NGOs have undergone a series of changes, mainly these have been given in the development discourses that guide their projects, in the type of relations that they establish with key actors to execute them and in the way to finance their operation. It will be noted that in the field of international and local development the rules of the game for NGOs are modified: the central State and the business sector acquire a greater presence in the promotion of development projects / There is a greater orientation to the market and selling services based on efficient management / And there is a context of reduction of funds coming from international cooperation agencies. This will generate the emergence of strategic roles as a way to respond to these changes in the institutional environment. It will be noted that, although strategies have been modified and new approaches are used - linked to human development, gender, environment, governance, among others - the meaning of NGOs’ foundational social action remain in force: working with vulnerable and excluded populations. / Esta investigación pretende mostrar los cambios organizacionales y las formas de intervención social que han venido asumiendo las ONG fundadas en el Perú entre las décadas de 1960 y 1980. A partir de 1990, estas ONG han sufrido una serie de cambios, principalmente en los discursos de desarrollo que orientan sus proyectos, en el tipo de relaciones que establecen con actores claves para ejecutarlos y en la manera de financiar su funcionamiento. Se observará que en el ámbito del desarrollo internacional y local se modifican las reglas del juego para las ONG: el Estado central y el sector empresarial incrementan su presencia en la promoción de proyectos de desarrollo / hay una mayor orientación al mercado y a la venta de servicios basados en una gestión eficiente / en un contexto de reducción de fondos provenientes de agencias de cooperación internacional. Esto generará el surgimiento de roles estratégicos como una manera de responder a estos cambios en el entorno institucional. Se notará que, si bien las estrategias se han modificado y utilizan nuevos enfoques —ligados al desarrollo humano, el género, medio ambiente, gobernabilidad, entre otros—, el sentido y significado de la acción social fundacional de las ONG se mantienen vigentes: el trabajo con poblaciones vulnerables y excluidas.

Research questions: How does the servicescape in movie theaters, with a particular focus on SF Bio Västerås, influence customer satisfaction and retention, and what are the perceived quality and challenges associated with its implementation? Purpose: The purpose of this study is to explore how movie theaters, such as SF Bio Västerås, use servicescape to influence customer service experience. The study aims to investigate the customers' perceived quality of movie theater servicescape and its impact on customer satisfaction and retention. The research will also examine the potential challenges and trade-offs associated with implementing servicescape strategies in the movie theater industry. Methodology: This study employed a mixed-methods research approach, combining qualitative and quantitative methods to investigate movie theaters, with a specific focus on SF Bio Västerås. A cross-sectional design was used to collect data from multiple cases at a single point in time. Primary data collection included an email interview with the management of SF Bio Västerås and two surveys targeting customers and the general public. Secondary data were gathered to gain insight into movie theaters across Sweden and compare the primary data from SF Bio Västerås to the national context. Theoretical data were collected from academic journals, books, news articles, and websites to address servicescape and potential challenges facing movie theaters. Data analysis was conducted through consensus on data interpretation and data-triangulation. Ethical considerations, such as anonymity and permission, were taken into account throughout the research process to ensure a responsible and respectful study. Findings: This thesis presents findings from two surveys and an email interview with the director and assistant director of SF Bio Västerås, focusing on the importance of servicescape in the movie theater industry. The interviewees emphasize the significance of servicescape in enhancing customer experience and differentiating themselves from competitors like Netflix. Primary data from the surveys indicate that maintaining a clean, comfortable, and functional servicescape, as well as effective employee interactions, are critical to customer satisfaction. Both surveys underscore the importance of managing disruptions and carefully considering the content and duration of commercials and the quality of 3D movies. By understanding and addressing these key factors, cinema operators can optimize the overall customer experience, fostering satisfaction, loyalty, and repeat business, ultimately contributing to the ongoing success and growth of their enterprise.

Problem statement – The strategic roles and responsibilities of professional middle managers (at a South African university) are not aligned with the accountability and authority required while strategising to effect strategic change. Through an in-depth exploration of practitioners, their practices, behaviour, cognition and emotions during strategising, insights in the development of practical wisdom was gained. Purpose – The purpose of the empirical research study was to investigate how professional middle managers strategise to effect change during strategic change. The study context was a South African higher education institution undergoing internal organisational change. Four main research themes were explored with particular reference to the professional middle manager as a strategic practitioner, namely one who DOES, THINKS, FEELS and REFLECTS. Design, methodology and approach – An explorative and interpretive study was conducted utilising a single case and qualitative research methodology. An interpretative phenomenological analysis (IPA) was conducted, which aimed to explore the rich experiences of the participants and the way they make sense of their personal journeys during the strategic change initiative. Strategy as practice theory was selected as the theoretical foundation for the study. In-depth, semi-structured interviews were conducted, and participants provided self-reflection assessments contributing to a unique data gathering method. Findings – The results suggested the professional middle managers make use of holistic and comprehensive practices to effect change as they strategise during strategic change. Five formal strategic roles were confirmed relevant as enacted by the professional middle managers, i.e. implementing strategies, interpreting and communicating information, facilitating adaptability, downward supporting and upward influencing. In addition, six distinctive practices were identified, namely adapting, effecting change, collaborating, mobilising, peacekeeping and overseeing. v Research limitations and implications – The results of the study cannot be generalised due to the single case methodology; however, key learnings and insights can be utilised. Practical implications – It is recommended that the middle managers’ key performance indicators be aligned with the required accountability and authority required to fulfil their strategic roles while effecting change. In addition, the development of tailor-made training programmes as well as coaching and mentoring is advocated in order to transition adequately into a middle management role. / Graduate School of Business Leadership / D.B.L.