Made available in DSpace on 2016-04-25T16:45:06Z (GMT). No. of bitstreams: 1 Saulo de Aguiar Bonassi.pdf: 1388902 bytes, checksum: 3e9984355bbcfbe9a5c9f0a4a25c65e2 (MD5) Previous issue date: 2008-05-28 / The main objective of the project is to understand how strategic learning actually occurs within organizations and what elements are important to foster it. What basically motivated the project was, on the one hand, the perception of a context that increasingly challenges the survival of organizations, whose life cycles turn out to be shorter and shorter. On the other hand, a mechanistic view still prevails, when dealing with themes related to strategy and management, which underestimates the learning throughout the process. From this perspective, the general object was to explore, by means of a case study, the process of strategic learning and the challenges related to it in the light of a paradigm that is more descriptive than prescriptive. Furthermore, an attempt was made to contextualize the theme through the bibliography focusing on the intersection between strategy and organizational learning. For the purposes of this study, a company was selected which boasted a large capacity for adaptation and transformation. It was possible to clearly identify some strategic learning cycles that the company went through and which significantly contributed to its survival and growth. In order to identify these cycles and understand how they came about, the history of the organization was salvaged throughout its nearly twenty years of existence by using the storytelling technique. Defining and exploring the great learning cycles undergone by the organization enables their comprehension. A process was clearly perceived which was much more based upon emerging strategies and sense making than on deliberate or planned strategies. This process bore the mark of a powerful entrepreneurial and visionary spirit and was built upon experimenting. This led the organization to broad reorientations, where products, services, competences and even mental models were abandoned or destroyed, thus allowing for the creation of a new set of references. These cycles somehow seem to have been systematic, taking place every three or four years and making it possible for the organization to adapt, transform and move ahead. The analysis of such cycles has enabled the researcher to identify some noteworthy characteristics of the organization which, one way or another, have permeated all these learning cycles and which prove to be invaluable to bring about strategic learning. Nevertheless, rather than drafting a theory or aspiring to be prescriptive, this project intends, as its greatest contribution, to be an instrument to foment reflection concerning the process of planning and managing strategy, hence affording a glimpse into how such a process evolves into one constructed upon other assumptions and actually nurturing constant learning and innovation / Esta dissertação busca entender como ocorre a aprendizagem estratégica nas organizações, e quais são elementos importantes para estimulá-la. Os dois principais motivadores para o estudo foram, de um lado, a percepção de um contexto cada vez mais desafiante para a sobrevivência das organizações, cujo ciclo de vida mostra-se cada vez menor; e, de outro, uma forte visão mecanicista, ainda predominante ao tratar os temas relacionados à estratégia e gestão, desprezando o aprendizado ao longo do processo. Nessa perspectiva, o objetivo geral do estudo foi explorar o processo de aprendizagem estratégica e os desafios a ele relacionados sob um paradigma mais descritivo que prescritivo, através da realização de um estudo de caso. Além disso, buscouse na revisão bibliográfica contextualizar o tema focando a intersecção entre estratégia e aprendizagem organizacional. Para realização da pesquisa foi selecionada uma empresa com forte capacidade de adaptação e transformação, na qual foi possível identificar claramente alguns ciclos de aprendizagem estratégica pelos quais passou a organização, e que contribuíram de maneira significativa para sua sobrevivência e crescimento. Para identificar estes ciclos e entender como eles aconteceram foi resgatada a história da organização em suas quase duas décadas de existência, usando a técnica narrativa do storytelling. A identificação e exploração dos grandes ciclos de aprendizagem do nosso caso permitiram entender como eles ocorreram. Percebeu-se claramente um processo muito mais fundamentado em estratégias emergentes e criação de sentido do que de estratégias deliberadas ou planejadas. Um processo marcado por um forte espírito visionário e empreendedor, baseado na experimentação, levando a organização a grandes reorientações, segundo as quais produtos, serviços, competências e até modelos mentais eram abandonados ou destruídos para a criação de um novo conjunto de referências. Estes ciclos parecem de uma forma ou de outra terem sido sistemáticos, ocorrendo sempre a cada três ou quatro anos, permitindo à organização pesquisada se adaptar, se transformar e seguir adiante. A análise realizada permitiu ao pesquisador identificar algumas características marcantes da organização, que de uma forma ou de outra permearam todos os ciclos de aprendizagem, e que se mostram elementos valiosos para ocorrência da aprendizagem estratégica. Todavia, mais que buscar elaborar uma teoria ou tratar de ser prescritivo, a contribuição maior do projeto está em fomentar uma reflexão sobre o processo de planejamento e gestão da estratégia, permitindo vislumbrar a sua construção sobre outros pressupostos que incentivem de fato o aprendizado e a inovação constante

In the current pluralistic societies, public policy-makings had to take into account various stakeholders as well as the social values. In this thesis, based on the integrated framework for public affairs management(PAM), and Value Capacity Support¡]V.C.S.¡^strategy management and Simple multi-attributes rating technique(SMART), defined the applicable operational variables which includes three major factors of Value, Capacity, Support, and twelve derivative attributes, three situations. Although they will influence the stakeholders as decision-makers while deciding if they should advance tax reform of efficiency and fairness. For research design, we employed in-depth interview to call on stakeholders, and analyze the feasible strategy for three major factors and twelve derivative attributes of tax reform. And then, we will design questionnaire and survey to the stakeholders in SMART, so that understanding the cognition judgment of decision-makers. At last, we will select the best alternative. Finding of this thesis include¡G 1. As the Statute for upgrading Industries carried on expiration, to assess among the three situations of all cancel, retain four items factor, government direct subsidy of tax incentive. The most is ¡§all cancel¡¨, the second is ¡§government direct subsidy¡¨, and then the third is ¡§retain four items factor¡¨. 2. Reform of the Statute for upgrading Industries reached the efficiency and fairness, eleven interviewers of all twelve considered only efficiency. 3. Under three situations, analyze weights of three factors and twelve derivative attributes in SMART. ¡]1¡^situation one¡]all cancel¡^¡GThe most is ¡§sound government finance¡¨, the second is ¡§government internal integrated opinion and establish consensus¡¨, and then the third is ¡§reducing poverty gap¡¨. ¡]2¡^situation two¡]retain four items factor¡^¡GThe most is ¡§economic continuing grow¡¨, the second is ¡§sound government finance¡¨, and then the third is ¡§estimate the loss of reducing tax and draw a complete alternative¡¨. ¡]3¡^situation third¡]government direct subsidy¡^¡GThe most is ¡§sound government finance¡¨, the second is ¡§economic continuing grow¡¨, and then the third is ¡§estimate the loss of reducing tax and draw a complete alternative¡¨. 4.In theoretically and method¡GThis is a new try and approach for V.C.S. combined with SMART, and make use of the strategy management for decision-makers and cognition judgment for stakeholder.

知識經濟與網際網路的迅速發展，全球經濟、政治、社會、教育、科技、文化等環境均產生重大改變，面對以知識為本，以「創新、速度、價值」為核心的新經濟型態，國際間各企業、政府機構及非營利組織，受到此知識經濟的衝擊，及競爭的壓力，必須調整傳統的角色，以策略性的管理思考邏輯，應用新的策略及執行策略創造新的市場機會與價值，以增加競爭力。在知識經濟時代的企業，不能再以傳統的財務性指標來衡量其營運績效，員工知識、顧客與供應商的關係與企業創新文化等無形資產是現代企業創造價值的關鍵因素，企業目標亦由過去的追求利潤提升為價值的創造活動，因此需要一個完善的策略管理制度。由哈佛大學教授羅伯.柯普朗（Robert Kaplan）與諾朗諾頓研究所（Norton Institute）最高執行長（CEO）大衛.諾頓（David Norton）所共同發展出來的「平衡計分卡」即是對於知識經濟中的組織，所提出的一種多面向策略管理的工具，且不同於以往單一面向的績效評估方式，平衡計分卡是用多面向的評估標準，使組織對於各面向能夠均衡的掌握，成為各企業推崇的策略管理工具。 平衡計分卡之優點在於可提供企業一個系統化實施策略的管理體系，期能創造以策略為核心的組織，並將組織之願景與策略轉換成目標與績效量度，協助組織聚焦及整合現有的資源，及有效執行策略以達成目標。因此，藉由平衡計分卡的導引，企業可以整合一切有效資源與活動，以執行策略及實現策略。另外，組織亦可透過平衡計分卡建立各個單位間策略的連結關係，使得組織各層級與每個員工都能以最有效及緊密的網絡運作，並能確實的執行策略。 平衡計分卡的理論，已經過無以計數實務上的驗證，全球企業、組織相繼加以採納並獲致極大效益，可知平衡計分卡已受到全球大部分重要企業一致的肯定，並付諸實際施行的行動；此外，由於平衡計分卡的理論及其原則，均可適用於公部門組織及非營利組織，只要稍微修改其基本架構，以符合公共部門組織的需要，便能作為公共部門組織績效理的制度。 平衡計分卡日臻成熟的發展，對各企業、公部門及非營利組織提供了無數的助益，除了總計分卡外，還尚需有董事會計分卡、企業計分卡及管理階層計分卡，協助組織將策略落實在各階層，使治理流程協調一致以提供組織透明度，並且讓組織及事業單位與策略相互連結、配合、聚焦、協調一致，而獲得突破性的成果。組織最重要的支柱即使命、願景及策略，透過平衡計分卡能與每天的管理行動及員工的日常生活連結，配合適當的內部激勵制度，創造使員工連結至策略的管理機制，並讓策略成為持續性的循環機制，激發策略學習的流程，使組織成為一個不斷成長與進步的雙軌循環流程。更重要的是，平衡計分卡將長期的策略及衡量指標與短期戰略規劃與預算結合，形成了一套完整的策略管理工具。 在此競爭激烈的時代，企業的成功不能僅靠傳統的有形資產，智慧資本已發展成企業無形價值創造之工具，更是未來影響平衡計分卡發展最重要的一環。智慧資本是組織成長的主要驅動因素，透過平衡計分卡的策略性目標、策略性衡量指標、及策略性行動方案引導智慧資本的形成。亦即企業本身具有的一般性智慧資本，經由平衡計分卡的引導，發展出策略性智慧資本，促使企業創造更大價值。另外，藉由平衡計分卡的架構來強化智慧資本的管理，亦是落實智慧資本的重要任務之一。智慧資本管理透過智慧資本管理之活動、管理流程、管理工具及管理方針，將智慧資本轉化為企業之價值運用。 本研究係藉由文獻分析研究的方式，深入瞭解平衡計分卡的理論與精神，並期望能從此理論基礎進而探討實務面的執行問題，以期能為學術界與企業界提供未來發展及實施平衡計分卡之參考。 關鍵字：策略管理（Strategy Management） 平衡計分卡（Balanced Scorecard） 策略核心組織（Strategy Focused Organization） 策略地圖（Strategy maps）

2001年「美國九一一事件」後，國際組織多次提高航空保安標準，機場安檢措施愈趨嚴格。處在國際反恐情勢中，航空警察局要接受嚴峻的挑戰，但也同時面臨財政收支、組織員額、員警升遷等困境。如何運用有限資源，提升機場安檢功能，是航空警察局當前重要課題。 　　平衡計分卡在1992年首先由Robert S. Kaplan and David P. Norton提出後，即受到各界矚目。它具有：策略管理、溝通告知、學習回饋和績效衡量等特性，可以協助組織彌合策略規劃與策略實施之間的斷層，使策略的執行更為成功，為組織創造綜效。 　　本文主要運用深度訪談法，以瞭解航空警察局主管對安檢工作的期待，分析詮釋機場安檢策略性目標，據以建構出境安檢策略地圖，並導入平衡計分卡。藉由平衡計分卡策略管理工具，運用其整合組織資源和聚焦關鍵性成功因素的功能，發揮策略執行力，提升機場出境安檢綜效。 　　研究發現航空警察局主管對平衡計分卡大多相當陌生，學術界對其認知似有誤解。安全和便民是可以兼顧的，航空警察局今後值得努力的方向，包括：充裕和彈性運用的財務、可靠的儀器與合理的作業、員警升遷有望和專業素養。平衡計分卡可以整合行政機關，做為行政機關和民意機關溝通的橋樑。 　　關於值得後續研究的內容，包括：機場安檢相關的工作、機場安檢執行權責歸屬、和機場安檢有關的因素、檢查時機的界定、安檢工作和其他檢查項目的釐清、出境安檢平衡計分卡其他構成要件等。 / International Civil Aviation Organization has been overtly modified the standard of the airport screening several times since the wake of the 11 September 2001 Tragedy (also known as 911 accident). Ever since almost all airports’ authorities take more harsh measures to tighten up their security check. At the trend of antiterrorism, the Aviation Police Office currently faces not only tough challenges from outside but also some inner dilemmas such as budget deficit, organization renovation and understaffed, promotion, to name just a few. Under such difficult situation, how to utilize the finite sources to obtain the maximum performance of screening should be the top priority concern for the Aviation Police Office. It has been the cynosure in all circles of world since Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard in 1992. The contains of the Balanced Scorecard is composed of strategy management, notice of communication, feedback of learning, and evaluation of performance, etc. It is able to help us to narrow the gap between the strategy planning and the strategy enforcement, and makes the strategy work be easy done. Finally, it is going to create the best synergy for organization. This dissertation mainly applied the “in-depth interview” method and adopted the Balanced Scorecard simultaneously in order to reach the follow results. Such as: to realize what’s the expectation of the chiefs those who are charged with security check, to interpret the strategy’s goal of the airport screening, and to draw a Strategy Map for the future outbound screening. By using the tool of the strategy management of the Balanced Scorecard is able to integrate organization’s resources, then focuses on critical functions to expand the executive enforcement and create the best synergy of screening. This study has found two facts which that most chiefs of the Aviation police Office don’t have the faintest idea about the Balanced Scorecard, even through academic fields seem like to be some misunderstanding over it. Actually, both the security demands and the facilitation demands are well compatible. Under this premise, the Aviation Police Office should make efforts to let those demands be met from now. There some ways are feasible to be adopted such as: to allocate more budgets and allow to consume flexibly, to procure more sophisticated screening equipment and set standard of procedure to follow, to widen the promotion channel and enhance professional capability, etc. The Balanced Scorecard could be adopted not only to integrate the administration sectors but also to be the bridge between the govern ment department and the representative department. There still left a lot of issues behind which are worthy of us doing further research, just name a few as below: What job is interrelated with airport screening? Which authority should take the responsibility and accountability of airport screening? Which factors are related to airport screening? When is the timing of screening and how to define it? What’s the difference between scr- eening and security check? Whether the Balanced Scorecard has other functions could be applied over the outbound screening?

企業管理工具在市場上琳琅滿目，但也是影響企業競爭力的核心要素。管理工具（各種規章制度、目標管理、績效考核、員工職業發展規劃、ISO9000質量管理標準體系等）對實現組織運行的穩定性、規範性有獲得較高的效率且有明顯的推動作用。管理工具例舉如:企業戰略工具，領導力工具，人力資源工具，銷售與營銷工具，運作管理工具，金融財務工具，事業規劃工具. 管理會計是依照現行現象產生數據來做管理依據.其中以平衡計分卡（Balanced Scorecard, BSC）為公認最具效力之管理工具，近年來在國內亦開始受到企業界之注意。但管理會計推廣及執行到位並成功運用者更為少數。本研究將以國內一被動元件製造商做為研究對象，利用個案研究之方式，探討平衡計分卡制度導入初期及策略地圖的產出過程。 本研究將導入過程分為「導入前評估」、「實施計畫及進度規劃」、「策略形成」、「策略圖架構」、「衡量指標設計」、「行動方案規劃」等六大部分，依照過程來顯現策略地圖的產出，部門溝同平台的建立，勾畫出公司體系的共同語言，建立共同的目標，已達到事業推廣的策略行為. / Lots of management tools on the market , they are also the key element to affect the Enterprise competitiveness . Management tools ( Regulations , Goal Management , Performance Assessment , Career Management , ISO9000 quality management system , and so on ) enhance the efficiency in the stability and standard of organization management and also has obvious promotion . Management tools ex: Enterprise strategy tool , Leadership tools , Human resource tool , Sales and marketing tool , Operating tool , Financial tool, Carrier Management tool . Management accounting is based on the data occurred by the current condition . The balanced scorecard ( BSC ) is acknowledged to be the most powerful management tool and also starts to be noticed by the enterprises in recent years . But only few people can promote and implement it successfully . This thesis conducts a case study of an EMI components manufacturer implementing the balanced scorecard and forming the strategy map . The steps of implementing the balance scorecard include analyzing demand , planning project, forming strategy , instituting strategy map , designing KPI and scheduling actions. Following these steps to institute the strategy map , establish the communication platform between departments , form the common language , set the same goal to achieve the strategy of the business extension .

教育部從1997年開始協助大專院校設立推廣教育機構，以有效利用大學資源對社會人士從事終身學習，協助設計相關專業課程。在市場激烈競爭下，大學在規劃推廣教育的策略方向時，需考量全球化、數位化、少子化的市場特性。 　　本研究嘗試以司徒達賢(1999)提出之非營利組織策略理論CORPS (Client, Operation, Resource, Participate and Service)為基礎 配合武文瑛(2006)的回流教育指標進行策略研究。本研究以某大學之推廣教育機構做為研究個案，針對學員與職員進行問卷調查與個別訪談，獲得以下幾點發現： 一、 學員是因為大學名聲與師資才重回校園學習，但費用高低與設備新舊會影響學習意願與成效。 二、 推廣教育應增加創新思維的課程並且提升教學品質，在追求課程數位化之餘仍應重視課程內容。 三、 整合大學內部資源才有機會提升推廣教育的成效，爭取各系所師資與強化作業流程，才能提供學員更優質的服務。 / The Ministry of Education helped universities and colleges to setup extension education centers from 1997. The Ministry of Education urged the universities to design programs for professionals by use of their own resource. Universities build up a lot of classes with credits and degrees in recent years. The competition between universities makes them focusing on the strategies confronting different aspects such as globalization, digitization and low birth rate. 　　This research focuses on strategy analysis and refers to nonprofit organization theory proposed by Seetoo(1999)－CORPS (Client, Operation, Resource, Participate and Service) and recurrent education indicators suggested by Wu(2006). Based on survey and interview with students and employees at a certain extension education center, this study has findings as follows: 1. The reason for professionals returning to extension education center is because the university reputation and well-known professors. The tuition and facilities affect their willingness to learn and the effect of learning. 2. The organization should provide innovation and high quality courses not just investing on digital technology. 3. The integration of university’s resource will increase the benefits of extension education. It will provide better services with process improvement and cooperation between different academic departments.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2018-01-09T18:15:14Z No. of bitstreams: 1 Dissert Carla Cunha da Rosa.pdf: 2134099 bytes, checksum: badc1ae89e93f1ddc5d6fc5ea772e5f0 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2018-01-11T13:31:11Z (GMT) No. of bitstreams: 1 Dissert Carla Cunha da Rosa.pdf: 2134099 bytes, checksum: badc1ae89e93f1ddc5d6fc5ea772e5f0 (MD5) / Made available in DSpace on 2018-01-11T13:31:11Z (GMT). No. of bitstreams: 1 Dissert Carla Cunha da Rosa.pdf: 2134099 bytes, checksum: badc1ae89e93f1ddc5d6fc5ea772e5f0 (MD5) Previous issue date: 2017-04-01 / A comunicação interna surge como um pré-requisito para as organizações que querem se manter no mercado e buscam o sucesso. Elas precisam melhorar a comunicação especialmente diante de pressões econômicas cada vez mais difíceis. Para as instituições públicas, essas tendências também exercem influência na forma como os serviços são prestados à sociedade, que exige eficiência, agilidade e transparência nas ações governamentais e das empresas privadas. A presente pesquisa teve como objetivo analisar a comunicação interna de uma autarquia pública federal com um recorte para a Gestão de Pessoas, buscando identificar as principais dificuldades e apontando ações de melhoria para as práticas de comunicação. Foi realizada uma investigação exploratória e descritiva, com abordagem quantitativa e qualitativa e utilizando como fonte de dados um questionário. Como resultado do estudo, foi apresentado um diagnóstico da realidade da instituição, com detalhamento do plano de ação de melhoria da comunicação interna desenvolvido com base no referencial teórico, que teve por objetivo ampliar a qualidade dos processos de comunicação, favorecendo a integração e o comprometimento dos gestores e servidores para alcançar as metas organizacionais. Os dados demonstraram que a maior parte da comunicação da instituição investigada acontece com qualidade e é satisfatória e os canais utilizados são eficientes, mas podem ser melhorados com ações que propiciem o aumento dos indicadores avaliados. A pesquisa também comprovou que a comunicação interna deve ser aprimorada cotidianamente e a instituição deve desenvolver um sistema de indicadores e realizar avaliações periódicas facilitando as correções necessarias e auxiliar o bom andamento do clima organizacional. Dessa forma, propõem-se aos gestores que a comunicação interna seja praticada estratégicamente, investindo em ferramentas efetivas, analisando e diagnosticando sua eficácia na prática. / The internal communication is a prerequisite for organizations that want to market themselves and seek success. They need to improve communication especially in the face of increasingly difficult economic pressures. For Public Institutions, these trends also influence the way how services are provided to society, which requires efficiency, agility and transparency in government actions and private companies. The present study aimed to analyze the internal communication of a federal public autarchy with a cut-off for People Management, seeking to identify the main difficulties and pointing to improvement actions for communication practices. An exploratory and descriptive study was realized, with a quantitative and qualitative approach, using the questionnaire as the data source. As a result of the study, a diagnosis of the reality of the institution was presented, detailing the plan of action of improvement of internal communication developed based on the theoretical reference, whose objective was to increase the quality of the communication processes, favoring the integration and the commitment of managers and servers to achieve organizational goals. The data showed that the most of the communication of the investigated institution happens with quality and is satisfactory and the channels used are efficient, but can be improved with actions that increase the indicators evaluated. The research also confirmed that the internal communication should be improved every day and the institution should develop a system of indicators and perform periodic evaluations facilitating the necessary corrections and help the good progress of the organizational climate. In this way, managers are proposed that internal communication be practiced strategically, investing in effective tools, analyzing and diagnosing their effectiveness in practice.

The Master's thesis "Application of an Integrated Model of Management and Design of Balanced Scorecard in the Organization" focusing on the definition of internal management analysis with target to evaluate the economic success of the company TOPAZ s.r.o. with using of Balanced Scorecard method. The analyzed entity operates in the glass industry and is engaged in the production of luxury domestic glass. Thesis is devided on three parts. First theoretical part defines the current company problems and the potentials for the solving of. The second part - practical, uses an genuine integrated model of management together with Balanced Scorecard method as a tool for definition, continous measurement and performance monitoring of company growth. The results and outputs from should brings the real feed-back to the company with target to prepare strategic map and benchmark for the right strategic company objectives and goals definition. As a key point for performance measurement system was set up Economic Value Added (EVA) indicator. Third part includes conclusion and complete evaluation of the thesis from the view of value added positives reached on.

Sammanfattning Titel: Hälso- och sjukvården och Covid-19 en kvalitativ studie om strategiförändringar under en kris Författare: Lucas Dahlstedt & Jacob Rundberg  Handledare: Cristoffer Lokatt  Examinator: Pia Nylinder Bakgrund: Senaste året har varit tufft för många, i början av 2020 spred sig covid-19 över världen vilket har haft stor påverkan på bland annat hälso- och sjukvården. Det strategiska arbetet har varit en central del i att hantera den kraftiga omställningen. Hälso- och sjukvården har varit tvungen att hantera denna omställning för att klara av att vårda de sjuka till följd av covid-19. Tidigare forskning kring strategi i offentliga sektorn under kristider har fokuserat på ekonomiska och politiska konsekvenser där forskning kring hälso- och sjukvårdens tillämpning av strategi i kristider har varit bristfällig. Tiden under covid-19 gav oss ett unikt tillfälle att studera hur det strategiska arbetet förändras i kristider för att hantera en ny verklighet. Syfte: Syftet med denna studie är att undersöka och få en förståelse för hur det strategiska arbetet har påverkats av pandemin och vilka konsekvenser pandemin har medfört till det strategiska arbetet. För att kunna analysera detta kommer teorier om strategi och strategi under kris att användas där vi kommer att kunna se likheter och skillnader. Metod: Studien har genomförts genom en kvalitativ forskningsansats. Semistrukturerade intervjuer har varit grunden för empiriinsamlingen. Vår empiri baseras på tre anställda från region Kronoberg vars arbetsuppgifter har legat kring strategiarbetet för hälso- och sjukvården under pandemin. Slutsats: Strategin i hälso- och sjukvården har genomgått förändringar för att hantera krisen. Studien visar att vid denna kris övergick hälso- och sjukvården från strategi som plan till en mer processorienterad strategi, där fokus på operativ nivå lades på snabbt informationsflöde för att gynna strategiska beslut. Detta gjorde så att man kunde effektivt fördela resurser och möta nya behov inom organisationen. Strategin under krisen fokuserade mer på att främja kärnvärdena i hälso- och sjukvården medans kostnadseffektivitet och framtida planer sköts framåt.  Nyckelord: Strategi, strategi i offentliga sektorn, covid-19, kris, strategistyrning, strategiförändring i kris. / Abstract Title: Public health care and Covid-19 a qualitative study about strategy changes during a crisis Authors: Lucas Dahlstedt & Jacob Rundberg Supervisor: Cristoffer Lokatt Examiner: Pia Nylinder  Background: Last year has been rough for many of us. In early 2020 the covid-19 virus spread across the world and had a big impact especially on public health care. The strategic work is a central part to handle the major change. Public health has been forced to handle this major change to be able to take care of people in need. Studies about strategy in the public sector in times of crises have mainly focused on economic and political consequences while studies about strategy and how it is applied in crises are limited in public health care. Time during covid-19 gave us a rare opportunity to study how strategic work has changed in times of crisis to deal with a new reality.  Purpose: The purpose of this study is to examine and get an understanding of how the pandemic has influenced the strategic work and what consequences the pandemic has brought to the strategic work. To be able to analyze this, theories about strategy and strategy under turbulence will be used where we will be able to see similarities and differences. Method: The study has been conducted by a qualitative approach. Semi-structured interviews have been the basis for receiving the empirical data. Our empirical data is based on three employees whose tasks revolve around the strategic work for the public health care department during the crisis.  Conclusion: The strategy in public health care has undergone changes to deal with the crisis. The study shows that during a crisis, public health care crossed from a strategy as a plan to a strategy as a process where focus on an operational level was put on quick information flows to facilitate strategic decisions. This resulted in efficient resource distribution and to meet new demands within the organisation. The strategy during the crisis was directed to support the core values of the organisation while cost efficiency and future plans were pushed forward. Keywords: Strategy, strategy in the public sector, covid-19, crisis, Strategy management, Strategy changes in time of crisis.

本研究是以 司徒達賢教授「產業價值鏈」、「策略形態分析法」及「網絡定位分析法」做為分析架構，試圖分析一家新創貿易商的事業策略及網絡定位，並探討其策略成功之環境前提與條件前提。 個案選擇雖是一家特定公司在特定市場的成功案例，並不足以作一般化的推論，但仍可供參考。主要之初步結論如下： 1. 貿易商創立極為不易，但若能找到自己所擅長的市場和產品，藉著本身既有快速、彈性、機動的條件，針對某些價值活動和特定的目標市場作深入的掌握和聚焦，必能獲得成功。 2. 貿易商可以藉由交易對象的選擇與組合，以創造有利的網絡 定位。上、下游交易對象的家數多、規模小、向前或向後整合的 能力或意願低，則貿易商較能確保其有利的生存空間。 關鍵詞:策略管理 貿易商 衛浴產業 策略形態 產業價值鏈