The study was conducted to determine the key obstacles to strategy implementation at the Social Security Commission. The objective was to establish various factors that inhibit successful strategy implementation and explore alternative approaches that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the personnel of the institution. 34 respondents out of a population of 56 participated in the study. The results showed serious lack of change management practice which could be regarded as the reason why resistance to change from the majority of the personnel is being experienced. Indications are also prevalent from the results obtained that show lack of ownership of the implementation process. In addition, lack of commitment to achieve positive results, lack of control of the implementation plan, ineffective information sharing methods as well as negative organizational culture are influencing the outcome of the strategy implementation process. / Business Management / M. Tech. (Business Administration)

The central aim of this study was to investigatethe role of principals in the implementation of polytechnic curriculum effectiveness strategy (PCS) in Zimbabwe. The specific objectives of the study were to: determine and evaluate the role and strategic leadership skills of polytechnic principals in the development of PCS, understand the challenges faced by polytechnic principals in the development and implementation of PCS, investigate the extent to which principals provide lecturers with opportunities to enhance their teaching skills through professional development and derive a suitable model to be used in drafting and implementing PCS. The main research question which this study sought to answer was, „What is the role played by strategic leadership in the implementation of polytechnic curriculum effectiveness strategy?‟ In an attempt to realise that end, a mixed method research design was used to collect data, making use of questionnaires and interviews. The participants included 5 polytechnic principals, 123 lecturers, 77 students and 9 company training managers. The participants were selected through purposive, stratified and simple random sampling techniques drawn from five polytechnics selected for the study. The findings suggest that most polytechnic principals are rendered ineffective in implementing the PCS. Though the principals have a sound theoretical knowledge of their roles, they however experience a litany of practical impediments. These barriers include, inter alia, lack of curricula knowledge in the currere approach, action research, Basil Bernstein‟s and Paulo Freire‟s pedagogical discourses and reconceptualisation of curriculum, shortage of relevant instructional resources and poorly evaluated polytechnic curriculum, low level of staff incentive, training and development. Two systemic impediments in the principals‟ role of implementing PCS are: lack of autonomy in crafting and implementing PCS and lack consensus between Curriculum Research and Development Unit (CRADU) and National Manpower Advisory Council (NAMACO) in crafting policies on curriculum standards. / Educational Management and Leadership / D. Ed. (Education Management)

台灣NB產業從1990年代的百花齊放，到 2000年代優勝劣敗淘汰賽後，再歷經10年的各種嚴峻考驗及挑戰，早已進入微利時代的競爭。觀察包括個案公司的多數企業，在競爭策略的規劃與執行之議題上，呈現下列的問題： 1.陷於短期的營運，長期發展的經營策略不明確。 2.盡其所能爭取更多品牌客戶，但多客戶而產生的多產量，無法產生規模綜效。 3.對資源與能力(特別是組織能力)的內涵不夠瞭解，認知不足。 4.改善的活動常遭遇組織系統的障礙。 上述問題的原因，歸咎於對企業策略經營的認知不足而造成整合的問題，大多數只是提出挑戰目標，在執行上也只是將目標分配至下層單位，沒有一套策略的分析規劃步驟，更無一套改革體系來執行，往往漫無章法，以致功敗垂成。 有些企業確實有很嚴謹地進行策略的分析與規劃，但忽視策略執行涉及要素的重要性，以為有正確的策略方向，就能發揮策略的效果，交付實施即可，最後仍不見策略績效有好的結果。 本研究希望建立一套有系統的策略經營管理模式，特別是策略的執行模式，供個案公司參考。 本研究第一階段先分析總體經濟環境變化、產業競爭環境變化與企業內部資源與能力水準，再探討如何定位NB ODM之事業競爭策略。 本研究第二階段係針對第一階段定位之成本領導策略，探討如何提升策略執行之成效。主要研究途徑是先針對十項成本策略驅動因素，訪談展開各項策略議題，再針對各策略議題，分析過去對新策略議題執行含量、分析策略議題對應資源與能力之關係、分析現有資源與能力執行新策略議題之效率。 本研究再針對上述策略執行之調查分析，提出如何提升現有資源與能力之改革方案與推動計劃，以使策略執行之成效得以提升。 最後，本研究針對學術與研究上的發現，歸納成結論與建議，供個案公司參考，並對後續之研究提出參考建議。 / Taiwan NB industry flourished from the 1990s to the 2000s. However, after 10 years of intense competition and all kinds of severe challenges and trial, the NB industry now moves well into the era of competing for meager profits. Most firms, including firm examined in the study, encounter the following issues for strategy planning and implementation: (1)Committing to short-term operations but overlooking long-term strategies; (2)Striving for gaining more brand customers to generate volumes but overlooking reaping synergy; (3)Lack of understanding and awareness of the nature of resources and capabilities, especially organizational capability; and (4)Improvements often encountering barriers associated with organizational systems. People blame the lack of awareness of strategic management for above-mentioned issues, leading to problems in integration. The fact is, many firms only issue challenge goals and then delegating the goals to units to achieve them. There is no systematic approach for analysis and planning, much less a transformation system to perform innovated activities. The results are firm failure and poor performance. Some companies do have a very strict strategy analysis and planning, but ignore the important elements of strategy implementation. They think as long as they are in the right strategic direction, they will be able to play the effects of strategy, and be able to delivery of the result of implementation, eventually still no strategic performance with good results. This case study hopes to establish a systematic strategy management model, especially the implementation of the strategy model for the reference of the case study company. In this study, the first phase, analysis of changes in the overall economic environment, the competitive environment changes and internal resources and capability level, and then explore how to position of NB ODM Enterprises competitive strategy. The second phase of this study is to explore ways to enhance the effectiveness and efficiency of strategy implementation for the positioning through the first phase of cost leadership strategy. The main research approach is first interviews for the 10 cost drivers to get the strategic issues, then for all strategic issues, analysis of the new strategic issues in the past to execute, analysis of strategic issues corresponding to the relationship between resources and capabilities, analysis of existing resources and capabilities to perform the efficiency of the new strategic issues. Through the survey of the above strategy implementation, this study then propose how to improve existing resources and capabilities of the change management and promoting program , so that the effectiveness and efficiency of strategy implementation can be improved. Finally, this study for the academic and empirical findings, summarized into conclusions and recommendations for the reference of the case company, and proposed the reference recommendations for follow-up study and survey.

The objective of the study was to examine the marketing strategies of Ethiopian medium and large textile companies. The textile sector became the focus of this study because it has performed far below expectation, despite the government‘s unreserved support to the sector and the country‘s comparative advantage in the sector. To attain the stated objective, qualitative research approach with case study design was employed. The cases were selected based on two criteria; production of finished textile products and operation in both local and global markets. Accordingly, nine companies qualified these criteria and all of them were used as cases. The RBV was the theory employed to explain the differences in performances among firms‘ in similar environment. Furthermore, within and cross case analyses were employed to get in-depth understanding and to explain about the marketing strategies of the firms. The major findings of the study indicate that the emphasis given to marketing strategy and the marketing resources and capabilities commitment thereof were found to be so low that the companies seemed to equate marketing strategy with selling strategy. Furthermore, the companies failed to link their marketing enabling environment with their marketing strategy. Similarly, such weak link was reflected between the firms‘ marketing strategy and their market performances. Hence, the marketing strategies of the case companies are so weak that with their current marketing strategy, it is difficult for them to be competent in the local market, let alone in the international markets. Generally, both empirical and conceptual conclusions were drawn from the findings. As a result, the cross-case findings indicate that marketing resources commitment is linearly linked to marketing strategy which in turn is linked to export performances. Therefore, it can be understood that the link between enabling environment and marketing strategy is direct and the link between marketing strategy and marketing performances is linear. Hence, it can be understood from this transitivity that there exists a link between firms‘ enabling environment and their marketing performances. / Business Management / D.B.L.

The study was conducted to determine the key obstacles to strategy implementation at the Social Security Commission. The objective was to establish various factors that inhibit successful strategy implementation and explore alternative approaches that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the personnel of the institution. 34 respondents out of a population of 56 participated in the study. The results showed serious lack of change management practice which could be regarded as the reason why resistance to change from the majority of the personnel is being experienced. Indications are also prevalent from the results obtained that show lack of ownership of the implementation process. In addition, lack of commitment to achieve positive results, lack of control of the implementation plan, ineffective information sharing methods as well as negative organizational culture are influencing the outcome of the strategy implementation process. / Business Management / M. Tech. (Business Administration)

The central aim of this study was to investigatethe role of principals in the implementation of polytechnic curriculum effectiveness strategy (PCS) in Zimbabwe. The specific objectives of the study were to: determine and evaluate the role and strategic leadership skills of polytechnic principals in the development of PCS, understand the challenges faced by polytechnic principals in the development and implementation of PCS, investigate the extent to which principals provide lecturers with opportunities to enhance their teaching skills through professional development and derive a suitable model to be used in drafting and implementing PCS. The main research question which this study sought to answer was, „What is the role played by strategic leadership in the implementation of polytechnic curriculum effectiveness strategy?‟ In an attempt to realise that end, a mixed method research design was used to collect data, making use of questionnaires and interviews. The participants included 5 polytechnic principals, 123 lecturers, 77 students and 9 company training managers. The participants were selected through purposive, stratified and simple random sampling techniques drawn from five polytechnics selected for the study. The findings suggest that most polytechnic principals are rendered ineffective in implementing the PCS. Though the principals have a sound theoretical knowledge of their roles, they however experience a litany of practical impediments. These barriers include, inter alia, lack of curricula knowledge in the currere approach, action research, Basil Bernstein‟s and Paulo Freire‟s pedagogical discourses and reconceptualisation of curriculum, shortage of relevant instructional resources and poorly evaluated polytechnic curriculum, low level of staff incentive, training and development. Two systemic impediments in the principals‟ role of implementing PCS are: lack of autonomy in crafting and implementing PCS and lack consensus between Curriculum Research and Development Unit (CRADU) and National Manpower Advisory Council (NAMACO) in crafting policies on curriculum standards. / Educational Leadership and Management / D. Ed. (Education Management)

This diploma thesis concerns in the first part on conditions for entrepreneurship in Spain and in Czech Republic. It also analyses current position of family companies in the hospitality industry, both spanish and czech. In the conclusion I suggest steps which should lead into growth of attendance of the czech brasserie, it´s bigger popularity and increase in effectivness. Finally, the implementation of such proposals in practice should mean higher customers‘ satisfaction.

Titel: Balanserade styrkort i små och medelstora företag - Styrkor, svagheter, fallgropar och framgångsfaktorer Forskningsfrågor:  - Hur kan balanserade styrkort tillämpas i små och medelstora företagi Sverige? - Vilka är det balanserade styrkortets främsta styrkor och svagheter i små och medelstora företag? - Vilka faktorer kan vara avgörande för det balanserade styrkortets framgång i små och medelstora företag? Syfte: Syftet med denna studie är att beskriva och förstå hur balanserade styrkort framgångsrikt kan tillämpas i små och medelstora företag i Sverige. Metod: Studien har genomförts med en abduktiv forskningsansats. Vidare har en kvalitativ och interpretativ studie genomförts genom djupgående intervjuer med konsulter, användare och forskare.  Slutsats: Resultatet av studien visar att det balanserade styrkortet är lämpligt för alla organisationer men att tolkning och tillämpning skiljer sig stort. Det balanserade styrkortet kan med fördel anpassas efter det enskilda företaget. Konceptets styrkor är att det stimulerar diskussion, enar ledningsgruppen och konkretiserar mål vilket kan skapa en större förståelse för verksamheten. Konceptets svagheter är att det kan upplevas som komplext och att det är tidskrävande. Avgörande för styrkortets framgång är att det finns en tydlig strategikoppling och att strategin följs upp och omprövas regelbundet. Förståelse, stöd och acceptans från både ledning och övriga anställda samt att inte inkludera för många nyckeltal är också viktiga framgångsfaktorer. / Title: Balanced scorecards in small and medium-sized enterprises – Strengths, weaknesses, pitfalls and success factors Research questions: - How can balanced scorecards be implemented in small and medium-sized enterprises? - What are the strenghts and weaknesses associated with the balanced scorecard in small and medium-sized enterprises? - Which factors could be critical for the success of the balanced scorecard in small and medium-sized enterprises? Purpose: The purpose of this study is to describe and understand how balanced scorecards can be successfully implemented in small and medium-sized businesses in Sweden. Method: The study has been performed using an abductive approach. Furthermore, a qualitative and interpretative study has been performed by in-depth interviews with consultants, users and a researcher. Conclusion: The results of the study shows that the balanced scorecard is suitable for all types of organisations but also that the interpretation and implementation can vary alot. The balanced scorecard can and should be adapted to the individual company. The strenghts of the concept includes that it can stimulate conversation, unite the management team and concretize the goals which in turn can create a better understanding of the business. The weaknesses of the concept is that it can be seen as complex and time consuming. A clear connection to the strategy and follow-up and reassesment of the strategy on a regular basis are important factors for the success of the balanced scorecard. Understandning, support and acceptance from both the management and other employees as well as a limited set of measures are also important for the success of the balanced scorecard in small and medium-sized enterprises.

Strategic improvement programs, which aim for corporate-wide lean transformation, are resource-demanding and challenging to deploy. Industrial manufacturers often develop company-specific production system (XPS) programs to coordinate the lean transformation simultaneously in multiple production sites. However, transferring lean-related knowledge in a multi-site context is complex as it is associated with tacit knowledge embedded in people.  This thesis aims to contribute with knowledge of how multinational corporations (MNCs) can develop their deployment strategies to add more value in the business by investigating i) what constitutes deployment of an XPS program and ii) how an XPS program promotes the transfer of lean-related knowledge. The qualitative research conducted was based on three empirical case studies, which all applied an intra-firm perspective within an MNC.  Regarding the deployment challenges, it was found to be poorly described in the literature. This thesis explores and describes the deployment of XPS programs based on empirical findings and scholarly literature. Applying program management theory and a knowledge transfer perspective contributed to holistically understanding XPS programs' deployment. It was observed that four deployment variables are the most important. These deployment variables constitute the content of an XPS (conceptual models and a toolbox of improvement tools) and implementation support (implementation structure and control practices). XPS programs are often assumed to facilitate the transfer of lean-related knowledge. This thesis expands the discourse to show how an XPS program may promote and hinder knowledge transfer in three different perspectives; when implementing larger improvement projects, rolling out global lean method standards, and incorporating new lean methods bottom-up. This research contributes to theory by describing the deployment of an XPS program in depth. A deployment model was developed that stipulates the deployment variables and their interconnection. Some of the findings may have practical applications for industrial practitioners when developing and evaluating the deployment strategies within their XPS program. / Strategiska förbättringsprogram som strävar efter en bred lean transformation inom företaget är resurskrävande och utmanande att rulla ut. Industriella tillverkare utvecklar ofta program för företagsspecifika produktionssystem (XPS) för att koordinera lean transformationen på flertal produktionsanläggningar parallellt. Lean kunskap förknippas med tyst kunskap, inneboende i människor, vilken är mer komplex att överföra i en kontext med multipla produktionsanläggning sprida över världen. Denna avhandling har som mål att bidra med kunskap om hur multinationella företag (MNC) kan utveckla sina utrullningsstrategier så att de tillför mer värde till verksamheten genom att undersöka i) vad utgör utrullning av ett XPS-program och ii) hur ett XPS-program främjar överföring av leanrelaterad kunskap. Den kvalitativa forskningen som genomfördes baserades på tre empiriska fallstudier, som alla tillämpade ett internt perspektiv inom det multinationella företaget (MNC) som studerades. Utmaningarna med utrullningar visade sig det vara dåligt beskrivet i litteraturen. Av den anledningen har denna avhandling utforskat och beskrivit utrullning av XPS-program baserat på empiriska fallstudierna och vetenskaplig litteratur. I arbetet har programledningsteori och ett kunskapsöverföringsperspektiv tillämpats, vilket bidrog till en holistisk förståelse av XPS-programs utrullning. Studien identifierade fyra viktiga variabler för utrullning som utgör både innehållet i en XPS (konceptuella modeller och en verktygslåda med förbättringsverktyg) och ett implementeringsstöd (implementeringsstruktur och kontroll-handlingar). I tidigare publikationer antas ofta att XPS-program underlättar överföringen av lean-relaterad kunskap. Denna avhandling utökar det resonemanget genom att visa hur ett XPS-program kan dels främja, men även hindra kunskapsöverföring utifrån tre olika perspektiv; när man implementerar större förbättringsprojekt, rullar ut globala standarder för lean-metoder och vid inkorporering av nya lean-metoder där produktionsanläggningen är källan till kunskapen. Denna forskning bidrar till teorin genom att på djupet beskriva utrullningen av ett XPS-program. En utrullningsmodell utvecklades för att beskriva utrullningsvariablerna och deras sammankoppling. Vissa av resultaten kan även ha praktiska tillämpningar för verksamma inom industrin när de utvecklar och utvärderar strategierna inom deras XPS-program.

This study offers insight into the perceived leadership behaviour of sales managers in a pharmaceutical organisation in South Africa. The study specifically investigated the extent of the relationship between leadership behaviour of sales managers and motivation of sales teams during the implementation of strategic alliances. The study followed a mixed methods approach and had a correlational research design. The population in this study was the fifty four (54) sales representatives and their respective sales managers of the six sales teams identified, who are directly responsible for implementing strategic alliances. The population was demarcated into six (6) sales teams with each team reporting to a separate sales manager. Inferential and descriptive statistics were used to analyse the data. The quantitative data were analysed using Pearson’s correlation coefficient (r). The qualitative component was analysed using a content analysis. The findings of the correlation analysis suggest that an overall positive and moderate relationship exist between autocratic leadership behaviour of sales managers and the motivation of sales teams. A similar relationship exists between team leadership and extrinsic motivation. A positive and weak relationship exists between directive and supportive leadership and motivation. Similarly, a positive and weak relationship exists between team leadership and intrinsic motivation. However, the extent to which these relationships exist varies between the sales teams. The findings of the content analysis indicate that task-oriented leadership behaviour may exert the strongest motivator for sales teams when implementing strategic alliances. / Business Management / M. Com. (Business Management)