Abstract Today we can¡¦t lift without Information Technology (IT). The more improve of Hardware and Software, the more convenient our daily life. Although the improvement of technology and management sector is faster and faster, most software house can¡¦t have good performance. The management studies of software house in Taiwan always focus on the Critical success factors (CSFs) and Competitive Strategy. Nobody knows how the performance change process. System Dynamics (SD) is a practical behavior process method. The study transfers the real business process of software house into SD Model. Through the simulation and strategy test, we can see the process of performance improvement. The study makes the structure of business process clearer, and finds a important thing of software house management ¡V Keep the Quality¡BSchedule and Man allocation, even better. The study also uses the SD model to prove the importance of owning core market.

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For many years, independent record companies have been facing the conflict between authentic and commercial. Insisting on their own principles and following them in the real world is the hardest part for most independent productions. Therefore, this research studies an independent record company in Taiwan using a system dynamics approach, to get a deeper understanding of how an independent record company operates, to find out how the business is affected by its own beliefs, and to simulate the policies with the system dynamics model. According to the research the following conclusions were reached: 1. The decisions and the knowledge of the founder are key to maintaining the business model of the independent record company. 2. Main income of the indicated companies mostly comes from being a contractor of concerts and other related cultural activities. It shows the evolution of a new business pattern. 3. Simulation of lower quality products leads the customer base to dwindle and lose faith in the label. 4. The income of the company is based on the structure of the independent production, so if the company wants to fix its financial problems, it should re-arrange the whole revenue and expenditure model, or it will result in side effects, even leading company into debt.

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Zugl.: Karlsruhe, Univ., Diss., 2008

In November of 2012, a robotics research laboratory at a southeastern university began to work on a multi-million dollar robotics project to participate in a national level robotics competition. This project was led by a robotics lab referred to as the Southeastern Robotics Lab (SRL) in this report, and included three additional partners from other research centers, corporations, and universities (referred as Partner A, Partner B and Partner C). While SRL is an experienced robotics laboratory which had performed successfully on various large scale robotics projects, the new project was managerially much more complex due to the involvement of several external organizations, the size of the project, availability of financial resources, and the strictness of the deadlines. The project failed to meet its desired outcome with the project team unable to field a completed system as intended at the end of the scope of work (13 months from project start to conclusion). The failure was an example of common shortcomings in multi-organizational innovative projects. Using the SRL case, we offer a simulation-supported explanation for why complex high-tech projects frequently fail. We gather data through interviewing several researchers directly involved in the project, and conduct textual analysis of archival data through the project. Then we build a system dynamics model of the system and conduct simulation-based analysis of the case. The study offers managerial implications for similar large scale projects. / Master of Science

This report is a literature review of System Dynamics (SD) and simulation, with enough information so the receiver can form a mental model of his own of what SD is. It started in the 1950s by Jay W. Forrester at the Massachusetts Institute of Technology, a devoted man that through his career always sought for practical applications of theory and gained skills. The key in why this new way of approaching problems in complex systems was its strength in capturing the dynamics, through the use of a computer to run a modeled system for a set of time and experimenting on which variables to modify or rearrange. SD methodology uses the theory of information feedbacks (i.e. closed loop structures), and the structure is based on the decision making processes or policies that interrelate in ways in the system. The model is valid if it shows the same dynamic behavior as the real system. In the report you will find some history and background to SD and the contents of the methodology, some application areas and two models; of which simulation is performed, one made by Jay Forrester and one very simple made by Gary Linnéusson. Main purpose with this review was to find out if SD could serve as a tool for simulating organizational development. If it can, further research on how will be part of a doctoral study project within CAPE, an Industrial Graduate School in Advanced Production Engineering. This due to that Arkivator Falköping AB is interested in to conduct an attendee in that School which would research on: "developing a method that would support management in decisions to develop their organization". The result of this review shows that SD can be a tool to treat that issue, one of very few tools that consider interrelations and interactions within organizational systems.