Cette recherche a pour objectif de modéliser la complexité des projets pour mieux la maîtriser et, ce faisant, mieux les piloter. Elle s’inscrit ainsi dans une perspective managériale de conduite des projets et d’amélioration de leurs performances. Elle est née de constats convergents sur les limites (théoriques et pratiques) du management de projet dans le contexte contemporain. Elle vise plus particulièrement à réintégrer dans ce pilotage les dynamiques sociales constitutives du projet. Avec elles, c’est donc l’irréductible complexité des systèmes sociaux et des activités concrètes qui s’y déploient ou qu’ils servent qui est réintroduite, permettant alors une autre lecture des problèmes et de leur résolution possible. Plutôt que d’en nier l’existence, la variété ou la variabilité, ces dynamiques sociales sont réintroduites dès les phases amont du projet. Cette réintégration dans une approche systémique du projet est soutenue par une approche méthodologique apte à saisir ces dynamiques et à prendre en compte leurs évolutions. On en escompte des possibilités de simulation, donc de travail sur la base de projections dans des futurs possibles plus à même de servir la conduite du projet et sa réussite. / This research is intended to model project complexity, in an effort to better control its occurrence and, subsequently, improve how complexity is handled. This work addresses a dual management objective of project oversight and performance enhancement; it has been formulated from a series of convergent observations on the limitations (both theoretical and practical) of project management within contemporary settings. The research conducted focuses on reinserting into this management context the social dynamics central to project design. With such dynamics, the inherent complexity of social systems, along with the practical activities implemented or engendered by these systems, gets added back in, thus providing another perspective on the problems raised and their eventual resolution. Rather than denying their existence, variations or variability, social dynamics are reintroduced as of the project's early planning stages. This reintegration step played out in a systemic project approach is bolstered by a methodological approach capable of tracking dynamics and incorporating their evolution. Simulation possibilities also enter into play, offering perspective based on future scenario projections that benefit project management and the chances of project success.

Taiwan PC OEM industry has developed almost 20 years. In these years, Taiwan PC OEM industry made large output volume and had a huge market share during these 20 years but the profit kept falling oppositely. Facing this repeating situation, the research use system thinking approach to construct the system structure which focus on the relationships between OEM firms and brand firms in notebook industry in order to find out the reason why OEM firms' profits squeeze continuously. First of all, this research analyze the interaction between key factors in the systems then depict structure of the issue. Furthermore, according to the system structure of the notebook industry, the research described how the main schemas changed time by time, and analyze the different forces that squeeze OEM firms¡¦ profits. Finally, the research provided some opinions on improving this profits squeezed situation.

Based on the theory of System dynamics and by using the methodology of a case study, the researcher explores the factors influencing the shortened product lead time and the stability of the product quality. In Taiwan, the industry of after-market car accessory has been facing the pressure resulted from our competition with mainland China to provide low-price products. Such competition has intensified since frequent business communications and encounters between Taiwan and China take place. In order to thrive in such competition, not only does the industry in Taiwan need to increase its productivity, but it also has to find means to increase the stability of the product quality and to shorten the product lead time. Analyzing it based on the process of a production, one can find that product lead time is influenced by the following three factors: the time required to design the product; to purchase the raw materials; to produce the product. When purchasing raw materials, one has to consider both the materials used in product developing and as well as the ones required to mass production. In addition, the time required to acquire raw materials also depends on the reliability of the up-stream supplier and our relations with them. Last but not least, the time required to acquire raw materials also depend upon how professional the purchaser designated buyer in the company is. The time required to design the product is affected by the R/D engineer¡¦s professionalism and his or her familiarity with the product. Consequently, the time required for designing phase is affected by the possible turn-over of the company¡¦s engineers. Further, the design and equipment of the production line and workers¡¦ familiarity with the production process are all determine factors as to the time required to complete the products. The quality of a product is determined by the quality of the raw materials and the process of mass production. The quality of the out sourced raw materials is affected by the attitude and promptness of the purchasing department of the company. Furthermore, the standard operation process of the production line and the design of all concerned fixtures also affect the product quality during the mass production. By using the Strategy Maps and Balanced Scorecard, one found that, in the case of Company S, the instability of the quality of products and the delayed product lead time were caused by the lack of competency of company buyers, poor management of the supply chains, and ineffectively executed quality control process. In order to improve the situation for Company S, one needs to consider the interactions between all production factors based on the perspectives of the System Thinking. Subsequently, based on analyzing the case of Company S, the current study concludes the following points: 1. Using traditional business management models, the decision-makers cannot detect the dynamics of processes in the company. 2. By only using the Casual Feedback, one cannot easily detect the core of the problem in the company. One also needs to simulate the situation in order to foresee the result. 3. One should use a system dynamic way of thinking to analyze the operations of a corporation in order to foresee potential problems before they arise. 4. The researcher will recommend Company S to establish its own Strategy Mapping, so it can effectively evaluate its policies and strategies. Key Word: System dynamics, System Thinking, Strategy Maps, The Balanced Scorecard, Casual Feedback,

This study theme is ¡§The impact of learning system dynamics by learning group.¡¨ Both through literature review, the first aspect is the cumulative literature in learning groups¡F the second aspect is the system dynamic learning process. In the past research, there was not any research about learning the system dynamics by learning group approach. Therefore, the researchers referred to literature and action research to propose hypotheses as follows¡G Hypothesis 1¡GA learning group can improve the motivation to learn the system dynamics. Hypothesis 2¡GA member who is more familiar with the system dynamics than others can improve the continuous motivation to learn the system dynamics. Hypothesis 3¡GThe motivation to learn the system dynamics can be affected by members¡¦ learning situations. This study was designed to learn the system dynamics in three hours a week by a learning group. The ¡§Business Dynamics¡¨ was used as the main textbook. This study used the action research as research methods. This study collated findings obtained by the following¡G ¤@¡BA learning group can improve the motivation to learn the system dynamics ¤G¡BA member who is more familiar with the system dynamics than others can improve the continuous motivation to learn the system dynamics. ¤T¡BWe should consider different motivations to learn the system dynamics in the process of learning the system dynamics.

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It will be hard to do or be easy to do when an organization starts to change. It is so called that think globally and act locally. This research is a system thinking approach of study about how an organization starts to change. It is a case study of the household-registration offices in Taipei and Kaohsiung. This case is selected with its bureaucracy in the past, but now we can see their changes. It is worthy to study more deeply. This research begins with studying the development process of the household-registration offices in Taiwan and then inquires the backgrounds and results, which could help us to understand it. This point of view focuses on the changing processes in 1990¡¦s. Household-registration offices in Taipei and Kaohsiung began their reforms from 1990 early. It is the incentive that mayors in Taipei and Kaohsiung could be elected directly by the residents in the two cities. However, computerization was the main reason that satisfied people substantially. Computerization makes the waiting time shorten. Household-registration offices could focus on many conveniences to the people further. The reform of household-registration offices in Taipei and Kaohsiung began with the simple change and it could be seen the result immediately. The reform of household-registration offices in Taipei and Kaohsiung started with some slight matters. For instance, bureau chiefs build a promotion system and a merit system, and they earned staff¡¦s support to continue making change. Improving the environment of offices could make officers happy and then change their attitudes, so it is easy to earn citizens¡¦ commendations. Merit system could promote competition among offices and make officers endeavor further. Moreover, we can say that morale, merit, and competition can make the actions of reform produce reinforce feedback loops. It should be noticed that bureau chiefs¡¦ requests and participations in reform are the key factors to start changing, and then changing will become everyone¡¦s job. The result is to earn citizens¡¦ satisfaction.

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In rapidly changing environment, organizations always think hard how to arrange changes, and it makes the ¡§organizational change¡¨ becomes a hot topic. But if the changing methods can¡¦t match with the original organizational culture, organizational members¡¦ resistance makes the change initiative fails. The household registration is the sections that gets widespread approval in governmental administration renovation, although it belongs to the governmental organization that be concerned the hardest organization to change, it still produced remarkable changing achievements. This research uses household registrations as studying case and tries to use the dynamics concept of system thinking to show the structure which hide in the back of phenomenon. It means to discover how the example to initiate change along with its original culture and take organizational culture as the main shaft to analyze and discuss the change continuity. And it is using interviewing and reference analysis to understand the content of culture and using ¡§The cultural dynamics model¡¨ to understand the transformation process of inter-level in order to make the context of research more accurate. There are some conclusions in this research: (1) the structure of household registrations results in the core culture of authority, and it can¡¦t avoid using superior-authority and supervision to drive the change. But thinking of the conflict between change things and organizational culture and the flexibility of organizational function to promote suitable change initiative. (2) Organizational members¡¦ sense of honor, confidence, and sense of responsibility because of positive feedback make them change the attitude. The members become to join change activities spontaneously. Then the loading of superior lightens. (3) Although behavior and attitude may influence the core of culture, but the process of culture change is slow and difficult. After changing, the domain culture of household registrations is still authority. If the concept of authority is opposite to the change or the positive feedback diminished the result of change will be influenced. As a whole, superficial change drives the change in household registrations. But it¡¦s better to initiate deep change, vision setting, after change initiative, and the change may last a long time.

This dissertation aims to use a system thinking approach to describe and evaluate the Lead-Acid Battery Recycling Program in British Columbia, compare it with other provincial regulated recycling programs and identify strategies on how it can be improved. The research is presented in the manuscript based format, comprised of four interrelated chapters. Following the introduction, chapter 2 describes a multiple regression analysis to assess how various factors identified by informed stakeholders have contributed to recycling rate in 14 transportation zones from 1995 to 2005. This study demonstrates that the existing recycling scheme ineffectively promotes recycling as it has achieved an average of 75% over the past 13 years with large fluctuations among transportation zones. The regression also shows that recycling rate of transportation zones are not highly influenced by LME lead prices and Transportation Incentive (which can be explained by the strong market power of the recycling plants responsible for setting up the price of scrap lead to which the collectors respond). Chapter 3 identifies key components that influence the performance of varied recycling systems based on a comparative analysis of provincial recycling systems informed by expert interviews. In chapter 4, comprehensive evaluation criteria for the lead-acid battery recycling program is developed based on objectives and performance measures elicited through an extensive stakeholder consultation process with various individuals and organizations. Fundamental objectives identified by stakeholders include: reduce environmental impacts, reduce occupational health impacts, reduce net costs, increase equity in resource consumption patterns and increase systematic learning. In chapter 5, we use multiple criteria decision analysis (MCDA) to design and assess effective recycling strategies to meet societal objectives previously identified in the chapter 4. Recycling strategies were compiled using the results of chapter 3. The results reveals that the optimal policy for the lead-acid battery recycling system combines a return to retailer program financed through an advanced disposal fee included in the battery price in combination with increased plant or recycling capacity domestically. This research also provides relevant contributions to the refining and application of value-focused thinking and decision analysis methodologies.

Research to date discovered two gaps restricts the existing service innovation theories from full support for SMEs - who also require good service innovation theory to innovate and to survive in the fast-pacing market - which are: goods-thinking-based service innovation logic and incomprehensible service innovation theory for SMEs. In this research, we share and enhance the vision of system thinking researchers - interaction plays the very basis and important role in service value creating and delivering - as our theory foundation. Founding on this interaction-centric notion, we propose an easy-to-adapt service innovation methodology which suggests that SMEs could do service innovation by adjusting business interactions, and justify it with a comprehensive model evaluated by simulation techniques and a prototype supporting information system mechanism to provide support for SME users. Last but not the least, at the end of this research, we re-examine the system thinking framework with our discoveries, and signaled a possible adjusting direction of the framework for more value-oriented purposes. From the practical view, we identify a way to extend the current system thinking theory to a practical model for real world SME’s service innovation purposes. For the academic research, our interaction-centric service innovation methodology is believed to enhance the to-date system thinking theories. In addition, we also identify several future possibilities for academic researchers in this field to discover.