The economical importance and value of small businesses is today recognized by scholars as well as government institutes. The small business does not only contribute with a great amount of entrepreneurial activity and innovations but also as a significant tool in creating jobs. The statistics are however displaying a negative trend in the development of small businesses with over 350.000 – 400.000 business closures every year in UK. In Sweden 35,000 new enterprises entered the market in 2001 but only 62% were still active in 2004. There are two major factors from which all other explanations are derived from when discussing why a company fails which is the external and internal factor. From the failure model created by Sharma and Mahajan and supported by other researchers, it is known that the problem initiating the failure may have been caused by uncontrollable factors. However the most significant factor behind a failure is derived from insufficient and ineffective management in the strategic process. In order to understand how and most importantly why the top-managers decisions and actions contributes to a business failure the study focused on exploring the strategic process in numerous of failure cases of small businesses. This understanding is further strengthened by considering the limitations and resistances in the strategic process. There is also a link between the crisis management and strategic management which further provides with valuable insights of the process. Four different small businesses were therefore investigated in the report through an inductive and semi structured approach to explore the contexts of the failures in-depth. From the analysis of the empirical data collected from the top-managers and other employees, owners or managers evidence were collected to study the top-managers contribution to the failure. The most significant contributing factor found in the business failures were the inefficient internal and external assessments. This was further found to be directly linked to the inadequate knowledge and experience possessed by the top-manager and his staff. Nepotism was also a factor that was found to be a very contributing source to the inadequate assessments. The managers staffed by the top-manager possessed a close relationship with the top-manager and may have been hired due to this reason and not based on the required knowledge which was proven to have a significant impact on all the studied cases.

The function of human resource in business is changing. For this reason, the tasks of human resource top managers become much more complicated as well. Therefore, the purpose of this thesis is to seek and rank the roles of the human resource top manager. In this study, the framework of human resource top manager¡¦s roles is adapted from Schuler(1990). It becomes a five-role framework of the human resource top manager¡G business person, shaper of change, partner to line, strategy formulator and implementer, and talent manager. In order to elaborate the five roles, each role has added three to four particular activities. Through applying the Analytical Hierarchy Process to gather the opinions of 19 human resource top managers and analyzing the data, it can rank the five roles as below¡G strategy formulator and implementer, partner to line, talent manager, shaper of change, and business person. Furthermore, the ranks will change depends on the different of industries, business scales, and the ownership. From this study, it suggests that the human resource top manager should adjust his/ her roles according to the scenarios. Also, the chef of the business can peek the human resource top manager by evaluating the candidates¡¦ ability to play these five roles.

As new information technology (NIT) has become a critical instrument for an organization to gain its competitive edge, the issue of how best to exploit and adopt NIT is now a pressing challenge for organizations and researchers alike. Based on upper echelon theory and individual differences literatures, this research paper endeavors to address the issue concerning the knowledge gap present in previous literature: the correlation between a top manager¡¦s personal traits and his NIT championing behavior. To bridge this gap, this paper attempts to explore to what extent a top manager¡¦s personality, ability, and belief characteristics can affect NIT championing behavior. We venture to propose in this paper a comprehensive model in which top managers¡¦ individual characteristics are integrated to facilitate the analysis of NIT adoption in organization. To test research model, Partial Least Squares (PLS) is used to verify the feasibility of the model proposed. Survey results from 130 top managers in Taiwan strongly support our proposition that a top manager¡¦s personality, ability, and belief have significant influence on NIT championing behavior. At the conclusion section of this paper academic and practical implication is discussed.

<p>The economical importance and value of small businesses is today recognized by scholars as well as government institutes. The small business does not only contribute with a great amount of entrepreneurial activity and innovations but also as a significant tool in creating jobs. The statistics are however displaying a negative trend in the development of small businesses with over 350.000 – 400.000 business closures every year in UK. In Sweden 35,000 new enterprises entered the market in 2001 but only 62% were still active in 2004.</p><p>There are two major factors from which all other explanations are derived from when discussing why a company fails which is the external and internal factor. From the failure model created by Sharma and Mahajan and supported by other researchers, it is known that the problem initiating the failure may have been caused by uncontrollable factors. However the most significant factor behind a failure is derived from insufficient and ineffective management in the strategic process.</p><p>In order to understand how and most importantly why the top-managers decisions and actions contributes to a business failure the study focused on exploring the strategic process in numerous of failure cases of small businesses. This understanding is further strengthened by considering the limitations and resistances in the strategic process. There is also a link between the crisis management and strategic management which further provides with valuable insights of the process. Four different small businesses were therefore investigated in the report through an inductive and semi structured approach to explore the contexts of the failures in-depth. From the analysis of the empirical data collected from the top-managers and other employees, owners or managers evidence were collected to study the top-managers contribution to the failure.</p><p>The most significant contributing factor found in the business failures were the inefficient internal and external assessments. This was further found to be directly linked to the inadequate knowledge and experience possessed by the top-manager and his staff. Nepotism was also a factor that was found to be a very contributing source to the inadequate assessments. The managers staffed by the top-manager possessed a close relationship with the top-manager and may have been hired due to this reason and not based on the required knowledge which was proven to have a significant impact on all the studied cases.</p>

Résumé: Le Mouvement Desjardins fait partie des plus grandes coopératives financières de ce monde et est un acteur majeur dans le système banquier canadien, voire au Québec. Des changements importants ont été apportés à Desjardins afin de pouvoir contrer la concurrence mondiale tout en respectant sa mission d'être le premier gestionnaire du patrimoine de ses membres, notamment des Québécois. En 2000, les 11 fédérations se sont fusionnées en une seule. En même temps, plusieurs caisses se sont fusionnées pour devenir des acteurs déterminants dans chaque région du Québec, on les appelle les caisses régionales. Ces dernières veulent se doter d'un secteur de gestion des avoirs pour les membres les mieux nantis. En 2004, sept caisses régionales, nouvellement fusionnées, s'allient pour développer leur nouveau secteur de gestion des avoirs. Elles se donnent comme buts d'améliorer la satisfaction de leurs membres et d'augmenter leurs affaires. Par ailleurs, un concept crucial au succès des réseaux régionaux est la gouvernance interorganisationnelle (Dyer et Singh, 1998 ; OCDE, 2000). Elle est tributaire du contexte et de l'institution qui l'entourent ainsi que des ressources (Wenger, 2009). 11 semble que, plus le contexte est défini par des turbulences dans le marché, plus les organisations sont portées vers les réseaux interorganisationnels ou régionaux (Porter, 1998; Powell, Koput, Smith-Doerr et Owen-Smith, 1996). La littérature reconnaît que : 1) lorsque l'institution est favorable à la création et au maintien des réseaux, ces derniers ont tendance à mieux se développer (Weber et Copel, 2009), 2) les réseaux qui collaborent avec les recherches universitaires peuvent avoir accès plus rapidement à une différentiation (Hoang et Rothaermel, 2005), 3) les ressources stratégiques qui procurent un avantage au réseau sont les capacités financières et politiques avec une capacité d'influencer l'institution (Habermas, 1987). Aussi, la littérature reconnait que la gouvernance interorganisationnelle se différentie de la gouvernance organisationnelle du fait que ses limites sont floues, qu'il existe des différences entre les cultures organisationnelles et qu'il n'y a pas un centre d'autorité clairement identifié pour diriger le réseau. Trois dimensions définissent la gouvernance, notamment sa réputation, sa régulation et sa coordination (Lefaix-Durand, Poulin, Kozak et Beauregard, 2006). Les réseaux politiques ou de directions sont identifiés comme étant une structure réputationnelle, où la réputation devient un avantage déterminant au maintien du réseau (Mintzberg, 1986). La régulation prend l'aspect du processus de règlement des conflits, soit de l'application des sanctions (Putnam, 2000). La coordination est utilisée pour gérer le réseau dans le quotidien, son animation, sa planification, son ordre du jour, etc. Une façon de fonder un réseau régional pour le différencier de la compétition est de former une communauté de pratique interorganisationnelle (OCDE, 2000 ; Wenger, 1998). Elle est un outil qui nécessite un domaine d'activités commun, comme la gestion des avoirs et une communauté de membres avec les directions du secteur de la gestion des avoirs. Ses retombées sont les clés au succès et à la réputation de la CoP : l'innovation de pratiques. Notre cas se compose de ces sept caisses régionales dénommées le Groupe des sept. Elles ont formé une communauté de pratique entre sept directions du secteur de la gestion des avoirs en collaboration avec le chercheur. L'étude a duré 36 mois, soit d'août 2004 à juillet 2007. Notre épistémologie de recherche est constructiviste (Thiétart, 2000) et notre stratégie de recherche est la recherche-action (Prévost, 1996). Notre cas est unique à Desjardins (Eisenhart, 1984; Yin, 1984). Notre unité d'analyse est la communauté de pratique (CoP) des directions du secteur de la gestion des avoirs (DGA) dans le Groupe des sept. Notre protocole de collecte de données se décrit à travers huit rencontres préparatoires, 28 entrevues, huit CoP de DGA, 5 CoP d'autres secteurs, huit audiences. 35 questionnaires, trois caisses de documentation, de multiples experts, courriels ou appels téléphoniques, une littérature robuste et une méthode de boule de neige qui a été bénéfique à l'efficacité autant qu'à l'efficience du cas. L'objet central d'une collecte de données d'une étude qualitative est la question de recherche (Maxwell, 1997). Elle a évolué et a été adaptée au fur et à mesure de l'avancement de la recherche. Elle se présente comme suit : comment la CoP se gouverne-t-elle pour innover des pratiques? Tout au long de notre recherche, les concepts de notre modèle initial adapté de la littérature ont été transformés en des typologies qui ont évolué avec des allers-retours entre le terrain et la littérature. Ces typologies ont permis de composer des sous-questions de recherche tout en faisant évoluer notre question de recherche. Notre design de recherche comporte un protocole de collecte de données dirigée vers les acteurs du terrain et est élargie autour des parties prenantes au Groupe des sept. Notre processus heuristique de collecte de données est un cycle continuel entre la planification, l'action, l'observation et la réflexion (Maclsaac, 1995), le tout jusqu'à saturation théorique. La triangulation des données a construit des configurations qui, en audience avec les acteurs, sont devenues de plus en plus robustes et pertinentes à la solution de leur problématique. De cette recherche ont émergé deux configurations dominantes : le soutien des directeurs généraux (DG) et celui du chercheur comme agent de développement. La littérature souligne avec insistance l'importance du rôle des haut gestionnaires autant que celui d'un agent de développement d'un réseau (Chrislip et Larson, 1994; Jarillo, 1990). Ces rôles de soutien ont facilité la mise en place, le développement et surtout la différenciation des pratiques pour le Groupe des sept dans leur marché. Notre cas unique a contribué à la littérature en appuyant les rôles de la haute direction et de l'agent de développement pour l'innovation de pratiques clés, mais ne constitue pas un modèle réplicable. D'autres études peuvent transformer ces configurations et les faire évoluer dans des pattern matching, voire les répliquer statistiquement.//Abstract: Desjardins is among the largest financial cooperative in the world and is one of the major player in the Canadian banking system, mainly in the province of Quebec. In 2000, 11 Federations became only one Federation. At the same time, many of their Caisses were also merging to become larger regional market players in each Quebec region, commonly named Regional Caisses. In 2004, 7 Regional Caisses, recently merged, build an alliance to develop there new assets management department. They set goals to improve members' satisfaction and increase market shares. In literature, one key concept to the success of regional networks is interorganizational governance (Dyer et Singh, 1998; OCDE, 2000). Three dimensions define governance, its reputation, its regulation and its coordination (Lefaix-Durand, Poulin, Kozak, Beauregard, 2006). One way to differentiate a new regional network is by an interorganizational community of practice (OCDE, 2000; Wenger, 1998). Our case includes 7 Regional Caisses, named Group of seven. They formed a community of practice between seven managers from there assets management department in cooperation with a university researcher. This research lasts 36 months. Our research epistemology is constructivist (Thiétart, 2000). Our research strategy is action-research (Prévost, 1996). Finally, it emerged 2 dominant configurations, such as general manager (GM) support and the role of the university researcher as a development agent. Literature outlines incitingly on the role of top managers as well as the role of the development agent for networks success (Chrislip et Larson, 1994; Jarillo, 1990). Our unique case contributes to literature by outlining the roles of general managers and the one of development agent for innovation of key practices. It does not result in a replicable model. More studies could modify those configurations and make them improved towards pattern matching, or statistical replication.

Background: Small and medium-sized companies (SMEs) are major contributors to wealth,economy as well as society. In today’s uncertain times, the challenge for SMEs’ top managerslies in choosing the right strategic approach to generate a competitive advantage and wealth. Research Problem: Due to the ambiguous business context, the strategic approach of SMEs isof high importance to ensure a flexible, growth, and value-generating approach. Top managersare exposed to the difficulty of applying a strategy, which ensures performance and enables thecreation of newness. The concept of strategic entrepreneurship consists of advantage-seekingand opportunity-seeking and aims to ensure wealth creation. This is done by combining thesetwo dimensions to ensure strategic renewal within established organizations. Until now,especially in SMES, the concept of strategic entrepreneurship has not been studied substantialenough from a top managers perspective. We consider the field decisive to analyze, ensuring astrategic approach for top managers in SMEs to help manifest the competitive advantage intoday’s ambiguous business context. Research Purpose: To explore how top managers are managing the two dimensions, namelythe performance (advantage-seeking) and the entrepreneurial (opportunity-seeking) dimension,of strategic entrepreneurship in SMEs.Research Questions: (1) How do top managers engage in strategic entrepreneurship in SMEs?(2) How do top managers manage the relationship between advantage-seeking and opportunityseekingin SMEs? (3) How does the SME context impact top managers in managing SE? Method: Ontology: Relativism - Epistemology: Social constructionism - Research approach:Qualitative study - Methodology: Study based on exploratory qualitative interviews - Datacollection: In-depth interviews - Sampling: Purposive sampling with 10 SME top managers and2 SME consultants - Data Analysis: Content analysis with tree-diagram Conclusion: This study contributes by demonstrating the cognitive as well as the contextuallevel top managers are utilizing to engage in strategic entrepreneurship in the performanceorientedSME context. Moreover, our contributions are associated with various managerialsupport actions. To demonstrate these, we developed a model which outlines top managers’cognitive-oriented engagement towards the advantage-seeking and opportunity-seekingdimension of SE in SMEs. Managerial Implications: We present three managerial implications for top managers who areactive in SE as well as for aspiring top managers and SME owners. The practicalrecommendations can support top managers’ engagement in strategic entrepreneurship from anindividual as well as an organizational perspective.

Title: Utilization of physical activity to the influence of the health of top managerr Author: Bc. Martin Vojáček Supervisor: Prof. Ing. Václav Bunc CSc. Objective: Author of the diploma thesis Utilization of physical activity to the influence of the health of top managers deals with health issues stemming from the specific nature of the job of top managers. A key issue is the work related stress and its impact on the health of managers. The negative effects of stress and poor lifestyle are "lifestyle diseases" such as diabetes, obesity, hypertension, ischemic heart disease, disorders of the musculoskeletal system, burnout syndrom and chronic fatigue syndrome. Appropriately chosen physical activity based on the temperament can reduce risk, mitigate health problems and prevent the development of disease in all the aforementioned cases. The research survey conducted for 6 months on a group of five top managers attending in Fitness Slavia showed that exercise programs individually prepared on the basis of temperament have a positive impact both on mental and physical health of top managers. Methods: In this thesis these methods are used: measuring and testing, interviews, observation, study of specific literature and research. Results: The results obtained should help formulate the basis of the next...

La globalidad de la problemática a través de diferentes niveles jerárquicos, funciones y roles del conjunto de empleados lleva al análisis de un conjunto limitado de factores relacionados con la retribución enmarcado en el ámbito de empresas españolas cotizadas y directamente en el papel de la retribución y de las diferencias retributivas a nivel del equipo de alta dirección. Este trabajo estudia factores contextuales que mayor influencia tienen sobre la fijación del nivel retribución del equipo de alta dirección, considerando las características del trabajo de esos mismos –posición jerárquica, discrecionalidad, interdependencia de tareas, e incertidumbre– y cómo dichas características pueden influir en las diferencias salariales entre los propios miembros del equipo de alta dirección. Completado por la verificación del efecto del gobierno corporativo y el papel de los mecanismos de supervisión para controlar a los directivos (el marco de la teoría de la agencia) se enriquece este trabajo sobre el contexto de dispersión retributiva y resultados de la empresa. / The globality of the problem through different hierarchical levels, functions and roles of all employees takes to the analysis of a limited set of factors related to compensation in the context of listed Spanish companies and directly on the role of pay and the pay differences at the top management team. This paper examines the contextual factors of main influence on establishing remuneration levels of top management team, considering the nature of their working activities- hierarchical position, discretion, task interdependence, and uncertainty-and how these characteristics may influence pay differences between the members of the top management team. Completed by the exploration of effects of corporate governance and the role of supervision mechanisms to control managers in the agency theory context this paper is enriched in the topic concerning pay differences and operating results.