This study focuses on two aspects of business-to-business relationships, relationshop quality and relationship value. Crosby et al. (1990) suggest that the quality of the relationship determines the probability of continued exchange between buyer and seller. Following Crosby et al.'s (1990) ground-breaking relationship quality study some important dimensional issue remain. The dominant conceptualisation of relationship quality defines it as a higher-order construct consisting of either outcome or process dimensions. The outcome dimensions of relationship qualoty have been examined extensively in the literature, whilst the process dimensions have received limited attention. The literature indentifies the need for a better understanding of how relationship quality is developed in business-to-business exchange. Therefore a vital first step for the current study is the development of a process conceptualisation of relationship quality. For the past three decades, the customer value literature has focused on the value a customer receives from the exchange of products and services. However, over the past decade researchers have begun to examine the value a customer derives from the exchange relationship itself. These studies of relationship value have focused on the tangible aspects of value such as the economic and functional benefits of a supplier relationship. The current study examines not only the tangible benefits of a supplier relationship but also the relationship's intangible benefits such as the social, emotional and knowledge benefits. Adopting a process approach to the quality of relationship between buyer and seller, the current study conceptualises Relationship Quality (RQ) as a higher-order structure consisting of a behavioural RQ and a cognitive RQ dimension. Relationship value is also conceptualised as a high-order construct consisting of a relationship benefit and a relationship sacrifice dimensions. From these conceptualisations a research and two competing models are developed and the interrelationship between constructs relationship quality, relationship value, relationship satisfaction and long-term orientation is tested. Data were collected by means of self-completion questionnaires among buyers in the UK electrical and electronic industries and analysis was conducted using the structural equation modelling techique PLS. The findings suggest that relationship quality is a determinate of relationship value and both have a direct and indirect effect on relationship satisfaction and long-term orientation. Through the improved conceptualisations of relationship quality and relationship value and the development and testing of theoretically grounded research and competing models, the current study provides and original contribution to scholarly literature. In addition, a contribution has been made to business practice, through the advancement of normative managerial guidelines to aid decision-making when managing long-term customer relationships.

In seeking to establish and maintain a quality relationship and optimise performance, partners in long-term inter-organisational partnerships must choose which of the available governance strategies and control strategies to use in managing their partnership. Despite literature reporting that governance and control strategy mechanism choices will affect partnership performance this literature is silent about the relationship between these strategies and the impact of their mechanism choices on the quality of their relationship. To address these shortcomings, this study examined the use of governance and control strategies in bilateral long-term inter-organisational partnerships. Two conceptual models were developed and operationalised. Measurement items were mainly borrowed from existing research and contextualised and adapted from this study. One new scale (financial performance) was developed based on expert comments in the exploratory research phase. Prior to issue of the self-completion questionnaire, telephone contact was made to identify those with direct partnership management responsibility in the public and private sectors. On identification the nature of the study was explained and confirmation of a willingness to participate sought. Only those who agreed to participate were sent the questionnaire. Local Authority Private Finance Initiative projects were used as the research setting and this produced a sample size of 211. Of the 113 people who agreed to participate, 64 completed and returned a questionnaire. The overall return rate was 29% with 29% of the public sector and 29% of the private sector participants responding. Partial Least Squares (PLS) was used to test the high level research and lower level operational model structures and hypothesised casual pathways. Despite both the research and operational models demonstrated r[sup]2 and Goodness of Fit results. Both model results were tested for reliability and validity with all constructs meeting widely accepted physchometric benchmarks. The findings from both models are reported and debated. As with all studies, there are a number of limitations. These include possible limits to the genralisability given the very specific type of partnership from which the data is drawn. In carrying out a cross-sectional study the benefits associated with a longitudinal study have been forsaken and it would be very helpful to understand if the passage of time impacts on governance and control strategy choices. Similarly, the absence of control variables means it is not possible to understand whether more experienced partnership mangers employ a different approach to their less experienced counterparts in the management of their partnerships. The findings provide an original contribution to academia through an evaluation of the role of governance strategy, control strategy and relationship quality in the management of long-term inter-organisational partnerships. These confirm that integrated governance strategy is a significant determinant for integrated control strategy and that integrated givernance and integrated control strategy are both significant determinants for relationship quality. Relationship quality has been found to link governance and control strategy to performance, confirming its mediating role in maximising performance outcomes. The major contribution to business practice is the development of normative guidelines that support informed decisions about how the partnership should be managed to optimise performance. Specifically the guidelines promote that governance strategy, control strategy and relationship quality should be treated as three interdependent elements of an integrated partnership management framework. This implies that those exploring new partnerships and those in existing partnerships should design their governance and control strategies to capitalise on those mechanisms that act in a complementary and reinforcing manner to strengthen the quality of their relationship and in turn optimise performance.

Accepting the view that the marketing process is centred on exchange between two parties (Hunt, 2002), it follows that exchange will take place between two (or more) parties when each party trades something of value in return for something of greater value. Consequently the logical conclusion is that value is the cornerstone of marketing (see for example Eggert and Ulaga, 2002; Holbrook, 2005). Perceptions of value can vary over time and experience (Eggert and Ulaga, 2002; Woodall, 2003; Sánchez-Fernandez and Iniesta-Bonillo, 2007). However, even though the temporal nature of value is widely acknowledged, research in this area has been largely overlooked, and while there is limited investigation within the b2b domain (see Flint et al., 2002; Beverland and Lockshin, 2003; Eggert et al., 2006) a literature search has been unable to identify any research that examines actual changes in perceptions of value within consumer research. Consequently, the aim of this study is to empirically examine the temporal stability (i.e., the nature and strength) of the functional relationships between value and its antecedents and outcomes. In order to address the above aim a theoretically grounded model is proposed. Based on common acceptance among researchers (see review by Woodall, 2003) value is conceptualised as the result of a 'trade-off' between benefits (get) and sacrifices (give). However, instead of treating value as a composite higher order construct the behaviours of its two components (get and give) with the following constructs are examined separately: service quality and personal values (terminal and instrumental) are modelled as determinants while satisfaction and intention are the outcomes of value. In addition the impact of knowledge (cognitive; Woodruff, 1997) and emotions (affective; Richins, 1997) as direct determinants of value and additionally as moderators of the value to satisfaction relationship is tested. The research was-conducted within the Higher Education sector among consumers of postgraduate education at a London business school. To test the temporal stability and pattern of development of the functional relationships between the value components and their above defined nomologically related constructs, related data were collected longitudinally from two sample of cohorts at three points in time (i.e., the beginning, middle and end of their studies) via a personally (Times 1 and 2) and internet (Time 3) administrated questionnaire. A total of 34 and 45 usable responses were collected from Cohorts 1 and 2 respectively over the three time points. The data were analysed using Partial Least Squares. Analysis indicates that the give component of value should be separated into money, and time and effort (denoted in this study as give). There is support for knowledge and emotions as direct determinants of the now three value components rather than as moderators of the relationships between these components and satisfaction. Comparisons between the two cohorts reveal the existence of a number of significant differences in the relative strength of corresponding relationships. Finally, in terms of the focal interest of this study, there is substantial evidence of the temporal nature of the functional relationships of the value components. Four of the hypothesised relationships are supported only at a single time point, while a number of significant changes in the strength of the functional relationships between the three points in time are identified. The research is considered to make the following contributions to the subject matter. It confirms the idiosyncratic nature of the value components in terms of their functional relationship with antecedents and consequences. It highlights the need to consider the location of monetary sacrifice within the give component. The existence of a time lag before some determinants have a significant impact on the formation of value is identified. There is tentative evidence to suggest that as consumption progresses, value is formed by a larger number of determinants. For the get component, significant variations in the strength of its functional relationships over time are found to exist.

While the transfer of "best practices" by MNCs is frequently regarded as contributing towards convergence, recent research has noted important changes in these processes, that is the diversity of the HR transfer process. While there is extensive literature on direct HRM transfers (forward diffusion) from a MNC BQ to a subsidiary, there is little on what happens when BRM transfers are mediated by a regional level. MNC regionalisation has been noted in the international business research (e.g. Perlmutter, Bartlett & Ghoshal 1989, Rugman, 2000, 2005, Schuh 2007). Authors have identified that MNCs are regionalising their business rather than operating at a country level or global level (Rugman 2002, Schuh 2007). However, how regionalisation makes impacts on HRM transfer has yet to be explored in IHRM research. Further, there has been a shortage of studies of HRM transfers in developing countries. This thesis seeks to chart some of the diversity in the transfer process. It is based on a study of a Swiss MNC, with a focus on the subsidiary in Sri Lanka and the regional HQ in India. The study outlines the changes in HR transfer that took place following regionalisation in the mid-1990s, specifically the thesis examines the impact of the introduction of a regional level, whereby HRM practice transfers to the overseas subsidiary are mediated by a regional headquarters (HQs). The thesis devised a combined model of direct and mediated HRM transfers, developed from Liu's model (2004). The Research Hypotheses (RHs) in the thesis viere concerned with the elements of cultural and institutional distances between the countries where Swiss Co, SwissCo SL and SAR HQs were located, MNC company level factors (subsidiary's strategic role, MNC structure and organizational culture compatibility), practice level factors (HRM innovation and knowledge characteristics), HRM transfer mechanisms (direct and indirect), employee implementation and internalisation, and reverse transfer. The thesis derived a set of research hypotheses (RHs) from the combination model and examined their support in the SwissCo case study before the MNC introduced regionalisation (direct transfers) and after the process (direct and mediated transfers). The thesis found support for some RHs, partial support for some, mixed support for some and limited support for others. The support found for some of the RHs varied by period. The thesis found strong support for the RHs that cultural distance and incompatible organizational cultures formed significant barriers to HRM transfer. Strong support was also found RH that HRM transfer Is easier where subsidiaries and employees perceived an HRM transfer to be of benefit to them. The thesis makes a contribution to the development of knowledge and theory on HRM transfers, especially for HRM transfer to a subsidiary taking place when a regional layer is present.

The changed economic environment in China, since 1978, has encouraged more and more individuals to start new businesses. Many are necessariiy small or medium-sized enterprises (SMEs). Until recently, research of the SME-sector in China nas been limited. It is now an active area. This thesis examines the role of entrepreneurship, in China's IT-software SMEs, in effecting technology transfer from local universities. An initial conceptual framework was generated to guide the investigation, based mainly on literature derived from western economies. The empirical phase of this exploratory study utilized a multi-strategy (mixed quantitative-qualitative) approach, using both secondary and primary data. The secondary data were used to depict the industrial background of the chosen sector, as it had developed. The primary data were collected via: a questionnaire among IT-software SMEs in two major clusters around Beijing and Shanghai and follow-up interviews with questionnaire respondents. There were three main findings as follow: Chinese software SMEs tended to be reluctant to adopt new technologies from local universities; there was a perceived knowledge gap between the parties. Those entrepreneurs, who did undertake such technology transfer, felt the process was badly impeded by lack of available finance, and expressed fears about poor protection of intellectual property rights (IPR) in China. The majority of the sampled SMEs acted opportunistically, taking advantage of government schemes to earn rapid returns mainly using extant technologies. In addition to these findings, and their more detailed elaboration, another significant contribution of the thesis is the development of a revised conceptual framework. This can act as a guide to future research, by whomever, on the role of entrepreneurship in the Chinese IT-software sector.

The aims of this study are to develop, justify and test a conceptual framework related to information and knowledge use by managers. This is currently a critical management area partly due to the extent of external change which has reduced the ability to rely on experience but also because of the increasing interest in evidence informed management which includes an emphasis on the effective use of information and knowledge resources. The literature review integrates the information and knowledge use literature from librarianship/information science and management with that of information and knowledge production and evidence informed management into one conceptual framework. The fieldwork has involved an exploratory testing of the elements of this conceptual framework by investigating: (a) what is the context of information and knowledge need including what situations provoke the explicit use of information and knowledge resources and what resources have been produced relating to these decision areas; (b) what are the intervening variables that affect information and knowledge seeking and use; (c) what are the information and knowledge seeking behaviours of managers; and (d) how is information and knowledge processed and used in the context of adoption of an evidence informed management approach. The research methodology consists of semi structured interviews with 28 managers from 3 National Health Service (NHS) trusts designed to test the conceptual framework but also enable participants identify other relevant issues. In addition to identifying general management issues related to use of information and knowledge resources, the study investigates use in relation to two contemporary strategic decision making areas: education and training and performance management. This study makes a particular contribution by identifying those decision making areas tending to lead to use of information and knowledge resources in a health context. It finds the most extensive use is of practice related resources and adds to the limited research on information literacy in a management situation. In addition, the study adds to the relatively few empirical studies associated with evidence informed management. It confirms evidence informed management as the appropriate label and determines the breadth of information and knowledge resources is relevant to this approach. Finally, the study makes recommendations to enhance NHS management practice in a number of areas. These include strengthening academic research; strengthening availability of practice related information and knowledge; developing skills and/or support for managers related to information and knowledge use; developing the production of systematic reviews; and improving organisational arrangements associated with information and knowledge resources. Also included is a dissemination strategy and identification of areas for future research.

Despite the high interest and the surge of research on knowledge transfer in the past decade, it is surprising that most of the existing studies have not presented a framework that could provide a satisfactory explanation for how knowledge is transferred from one unit or one organisation to another and how it is remained within the recipient unit or the recipient organisation. Such unclear and vaguely explained concepts and frameworks for knowledge transfer have become a major limitation of the research in this area. In order to fill the knowledge gap, this study aims to build a more comprehensive knowledge transfer framework that covers the key concepts of both knowledge transfer and learning, including the related social mechanisms and cognitive factors generally involved in the dynamic process of knowledge transfer. It particularly explores how knowledge transfer actually occurs in the real-life international joint ventures and investigates factors affecting the transfer process, in a hope that the findings would offer the creation of new concepts and essential guidance on knowledge transfer that can be generalised to other cases where the same phenomenon exists. This research employs a qualitative methodological approach to enrich the developed theoretical framework for knowledge transfer. A multiple-case study methodology, with a replication procedure, is used since it can provide both in- depth insights and compelling evidence. The cases selected include two Cambodian-based IJVs with the same Thai parent. Both cases are operating in the healthcare business, which is considered one of the most knowledge-intensive industries. The data for this study is collected through multiple methods of data collection, including in-depth interviews, documentation; and direct observation. The main findings of this study show general support for the developed framework and proposed propositions. They suggest that foreign parent's knowledge is transferred to the IJVs through the interaction between the sources and the recipients of knowledge. In addition, such transferred knowledge is shared in the organizational through a prolonged social interaction between direct recipients and other organisational members and is eventually institutionalised in the organisation if the organisational members continuously utilise the transferred knowledge. Moreover, the findings also reveal that the characteristics of knowledge, actors, and context can have an effect on the different phases of knowledge transfer.

This study focuses on adaptation within marketing relationships. Within marketing theory, adaptation refers to the practice of making investments which are of particular relevance to a specific relationship. Considerable benefits flow from making such investments in the form of enhanced performance (Parkhe, 1993; Dyer, 1996). Within transaction cost analysis literature, Williamson (1999, p.312) described adatation as the "central problem of economic organization". According to Williamson (1975), adaptation is impeded by uncertainty and the threat of opportunism. In order to counter these problems, Williamson argues that governance structures need to be in place which will achieve the dual aims of both controlling the risks posed by uncertainty and opportunism, and also enhancing adaptation within relationships. Despite the centrality of importance attributed to adaptation by Williamson, there is a paucity of empirical research into this area within transaction cost analysis literature. A literature review shows that there has been very little examination of the problems posed by uncertainty and opportunism to adaptation within relationships. Furthermore, the literature review also showed that extant research on governance within transaction cost analysis is concerned predominantly with issue surrounding choices of governance, rather than the effectiveness of different modes of governance as a means of managing adaptation within relationships. Williamson (1991a), in particular, cast doubt on the capacity of hybrid forms of governance, such as relational norms, to manage the adaptation process but there is an absence of investigation within the literature into this matter. However, there is an absence of research into the capacity of relational norms to act as form of governance that can manage the risks of uncertainty and opportunism, as well as to enhance adaptation within relationships. This gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the role of relational norms as a governance structure for adaptation within relationships. The setting for the empirical research was the UK automotive sector. Analysis of the data showed that the negative, hypothesised effect of opportunism on adaptation was supported. It was also shown that when the effect of an interaction of the norm of information exchange and opportunism on adaptation was modelled a significant, positive effect was reported. A similar, positive result was reported when the effect of an interaction of uncertainty and the norm of solidarity on adaptation was modelled. A divergence in results was found in several areas involving human and technological adaptation, and the role of uncertainty, which may have been caused by situational factors. Areas in need of further research, in particular those involving a divergence of recults are identified. This study contributes to literature in several ways. It represents the first study which has considered the relational norms as a form of governance for adaptation within relationships. The negative effect of opportunism on adaptation is shown to be a factor that must be managed. Furthermore, the roles of norms, in particular information exchange and solidarity are shown to be effective in assisting the governance of adaptation. Finally, the study provides specific guidance to management on the means to improve the governance of adaptation within relationships.

This thesis looks at the two main thinking types currently encountered in project management i.e. Predictive & Adaptive Project Management. Predictive project management thinking consists of the development of a schedule from a known scope and then managing the implementation of the project in accordance with that schedule. This type of thinking is also known as the traditional approach to project management and has been extensively used since the introduction of project management in the 1960s. Adaptive thinking is used for fast track projects that are going to be subjected to a high rate of change and uncertainty. Methods have been developed mainly in the IT industry to deal with the fast turn-around and demand for IT and software development projects. Projects utilising adaptive project management' thinking deliver the final product through a series of iterations and rely on high calibre and empowered individuals to make critical decisions. There is much to learn from both thinking types. This thesis looks at a selected few methods that fall under each category, to highlight the main similarities and differences. In addition to this a questionnaire survey was carried out amongst clients, promoters, project managers and team members to find out their views and perceptions about their experiences relating to project management. To supplement the research, an analysis of keywords from the International Journal of Project Management was conducted from 1983 through to 2010. This amounted to reviewing 1,863 papers over a 28 year period containing 5,776 words. Some interesting trends have emerged from this analysis. As a direct result of the keyword analysis, a new pictogram has been developed that can be used for teaching and highlighting project management principles to students, project team members, clients, stakeholders and end users. Finally the thesis concludes with a framework for implementing good project management called SixP. This framework can be used on any type of project and ensures that the right project management approach is selected, customised, implemented and maintained throughout the project life cycle. This approach was presented to delegates at the International Project Management Association (IPMA) 24th World Congress in Istanbul, Turkey on 2nd November 2010.

The researcher establishes, through review of literature on the theory of the firm, that the firm operates as a complex adaptive system, consisting of interdependent tangible activity indicators and intangible capabilities. These interdependent capabilities are ultimately the drivers for creating competitive advantage, which is made observable as the value of the firm. When evaluating firm value, experts in the field of capital appraisal make use of the standard DCF method that, however, accounts only for tangible activity indicators and does not explicitly examine the intangible capabilities of the firm. In an attempt to address the above limitation, the researcher develops a methodology aimed at explicitly evaluating firm capabilities in the context of firm valuation. In an effort to accomplish this task, the researcher adopts a qualitative and quantitative approach to identify and analyse the underlying constituents of firm capabilities. Through a series of discussions and group sessions with experts, the research identified 127 intangible activity indicators, which are summarised under eight higher order factors (capabilities). This structure is confirmed through PLS analysis that indicates the existence of the following eight intangible capabilities: (1) value for money, (2) product complexity, (3) distribution, (4) culture, (5) competition, (6) asset management, (7) environment and (8) market equity. Regression analysis confirms that intangible capabilities represent a better predictor for firm value than thangible activity indicators. The researcher also carries out bivariate correlation analyses in order to examine the interrelationship between tangible activity indicators and intangible capabilities. The results confirm that the tangible activity indicators are indeed embedded in the firm's intangible capabilities. Overall, the research adds knowledge in three areas. First, it extends the literature on capabilities and firm valuation by providing a superior way to DCF of evaluating firm value as a function of the firm's capabilities. Second, the research contributes to business practice by offering a step-wise procedure for explicitly evaluating firm capabilities. Third, the research adds knowledge to methods by identifying the intangible activity indicators through interviews and surveys with experts in the field of capital appraisal and reducing these activity indicators into capabilities using focus groups and PLS analysis.