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Author's thesis (doctoral)--Technischen Universität Cottbus, 2009. / Includes bibliographic references (p. [307]-334).

The management of architects within architectural businesses has been identified as an issue influencing the future behaviour of architectural practices. This work goes on to develop and apply a qualitative model (based on systems theory) which enables deeper research into architects' businesses. The modelling of goals at strategic, management and individual levels in the firm are introduced into a Case Study Series. The results are analysed and presented in the form of a social efficiency map. The thesis explores the modelling of multiple goal- seeking behaviour within firms. The work justifies behaviour at individual level using a fulfilment model (explaining personality as based on a single force toward growth and actualisation). Existing models of business behaviour are used to explain business behaviour at management and strategic levels in the firm. A rigorous selection of firms included in the series of Case Studies is undertaken. This enables a process of contrast comparison and replication. Initially this work builds on research by the RIBA (undertaken in 1993) and the RIBA's findings from their Case Studies of traditional, muitidisciplinary, named, and commercial architectural business. This is the basis for the propositions examined in this research. The research concludes by comparing the results of the Social Efficiency Map by triangulation with questionnaires and a technique of participant as observer (using an vnopportunistic method of sampling) to strengthen the findings. The model proves effective in capturing the 'world view 1 of architects, based on propositions developed from the RIBA study and those emerging from the Case Studies Series. The implications are applied in the wider sense of the construction industry entire. The systems theory model is extended to facilitate discussion. Recommendations are made regarding the wider problem of 'perceptions' by firms in the construction industry and the permeability of these firms towards change introduced into this wider environment described.

Thesis: M.S., Massachusetts Institute of Technology, Sloan School of Management, 1980 / Bibliography: leaves 119-120. / by Stephen Robert Oppenheimer. / M.S. / M.S. Massachusetts Institute of Technology, Sloan School of Management

Globalisation has become a common topic of discussion and research. This treatise focuses on its role as part of the business of Architectural practice. It investigates the reasons why selected South African Architectural practices decided to globalise, how this decision was reached, implemented and how successful the decisions were. Based on the findings of a literature study it uses the case study methodology to confirm the findings that the strategic position of South African Architectural practices is one where practical and historical reasons exist for the profession to embark on a globalisation strategy. The studies confirm that a globalisation strategy presents a suitable, feasible and acceptable strategy for South African Architectural practices. However, a disconcerting element of the findings was the fact that there are strong indications that South African Architectural practices do not realise the potential benefits inherent in regular strategic planning. Thus it recommends that such a strategy should be based on specialist knowledge or experience, that opening an office in the area to which firms wish to expand will greatly enhance the chances of success, that formal strategic planning processes should be used to ensure that such a strategy is an appropriate one and to identify the countries to which the firm plans to expand its services. Furthermore, it recommends that Government should recognise that firms expanding in this manner hold specific advantages for the national economy and introduce steps to support the profession so that it may build the capacity and skills required therefore. In addition it recommends that the relevant professional bodies should ensure that their members have the business and managerial skills required to ensure the achievement of these objectives.

Call number: LD2668 .T4 1985 C53 / Master of Landscape Architecture

Thesis (Ph. D.)--University of New South Wales, 1999. / Also available online.

Thesis (M.B.A.)--University of Hong Kong, 1993.

by Sung Chi-Keung, John. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 28-30). / ABSTRACT / TABLE OF CONTENTS / ACKNOWLEDGEMENT / CHAPTER / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- HISTORY OF THE ARCHITECTURAL PROFESSION AND THE BUILDING INDUSTRY --- p.6 / Chapter III --- ANALYSIS OF ORGANIZATIONAL STRUCTURES --- p.14 / Chapter IV --- SURVEY RESEARCH --- p.48 / Chapter V --- STUDIES OF THREE ARCHITECTURAL FIRMS --- p.56 / Chapter VI --- CONCLUSION --- p.82 / APPENDIX / BIBLIOGRAPHY

published_or_final_version / Business Administration / Master / Master of Business Administration