Thesis (Ph. D.)--Universitat̋ St Gallen, 1998. / "Dissertation Nr. 2122." Includes bibliographical references (p. 311-360).

Thesis (Ph. D.)--University of California, San Diego, 2004. / Vita. Includes bibliographical references (.eaves 445-458).

M. Ing. / Undoubtedly, forecasting accuracy presents many advantages to a business, but the opposite is also true for forecasting inaccuracy. This paper is intended to outline the effects of forecasting accuracy on business planning while also investigating factors that affect it. The role of the human element in this regard is also discussed in the report. The study is qualitative in nature with an exploratory approach. A survey and focus group interviews / discussions were conducted so as to achieve the aim of the project. The information obtained from these two methods was used to explore the research questions which in turn were designed to identify the impact of forecasting accuracy and factors that affect this accuracy. The findings of the study indicate that the effect of forecasting accuracy is more significant than commonly perceived. The findings also outline the important factors affecting forecasting accuracy. The basis of this argument is that most of the factors that affect forecasting accuracy can be controlled and are centered on people. Therefore, in order for companies to survive, they must begin improving v their forecasting process and paying more attention to the human element of this process.

This project for Crimson Eagle Global Enterprise is the initial step in developing a strategic business plan. The traditional business plan contains many sections (business description, marketing, competition, operating procedures, personnel, business insurance, and finacial data). Using a different style, this project simply highlights those sections, rather than going into detail.

Leveraging the knowledge of an organization is an ongoing challenge that has given rise to the field of knowledge management. Yet, despite spending enormous sums of organizational resources on Information Technology (IT) systems, executives recognize there is much more knowledge to harvest. Prediction markets are emerging as one tool to help extract this tacit knowledge and make it operational. Yet, prediction markets, like other markets, are subject to pathologies (e.g., bubbles and crashes) which compromise their accuracy and may discourage organizational use. The techniques of experimental economics were used to study the characteristics of prediction markets. Empirical data was gathered from an on-line asynchronous prediction market. Participants allocated tickets based on private information and, depending on the market type, public information indicative of how prior participants had allocated their tickets. The experimental design featured three levels of feedback (no-feedback, percentages of total allocated tickets and frequency of total allocated tickets) presented to the participants. The research supported the hypothesis that information assimilation in feedback markets is composed of two mechanisms - information collection and aggregation. These are defined as: Collection - The compilation of dispersed information - individuals using their own private information make judgments and act accordingly in the market. Aggregation - The market's judgment on the implications of this gathered information - an inductive process. This effect comes from participants integrating public information with their private information in their decision process. Information collection was studied in isolation in no feedback markets and the hypothesis that markets outperform the average of their participants was supported. The hypothesis that with the addition of feedback, the process of aggregation would be present was also supported. Aggregation was shown to create agreement in markets (as measured by entropy) and drive market results closer to correct values (the known probabilities). However, the research also supported the hypothesis that aggregation can lead to information mirages, creating a market bubble. The research showed that the presence and type of feedback can be used to modulate market performance. Adding feedback, or more informative feedback, increased the market's precision at the expense of accuracy. The research supported the hypotheses that these changes were due to the inductive aggregation process which creates agreement (increasing precision), but also occasionally generates information mirages (which reduces accuracy). The way individual participants use information to make allocations was characterized. In feedback markets the fit of participants' responses to various decision models demonstrated great variety. The decision models ranged from little use of information (e.g., MaxiMin), use of only private information (e.g., allocation in proportion to probabilities), use of only public information (e.g., allocating in proportion to public distributions) and integration of public and private information. Analysis of all feedback market responses using multivariate regression also supported the hypothesis that public and private information were being integrated by some participants. The subtle information integration results are in contrast to the distinct differences seen in markets with varying levels of feedback. This illustrates that the differences in market performance with feedback are an emergent phenomenon (i.e., one that could not be predicted by analyzing the behavior of individuals in different market situations). The results of this study have increased our collective knowledge of market operation and have revealed methods that organizations can use in the construction and analysis of prediction markets. In some situations markets without feedback may be a preferred option. The research supports the hypothesis that information aggregation in feedback markets can be simultaneously responsible for beneficial information processing as well as harmful information mirage induced bubbles. In fact, a market subject to mirage prone data resembles a Prisoner's Dilemma where individual rationality results in collective irrationality.

This study focused on the possible determinants of operational efficiency at the University of Venda, which was premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the stakeholders’ involvement in the strategic planning of the University of Venda. Structured questionnaires were used to collect data during August and October 2011. The study was conducted at the University of Venda, Vhembe District in the Limpopo Province. A non-probability sampling procedure was used to select respondents. The results revealed that whilst the stakeholders seem to be involved in the process of the strategic planning, the extent of stakeholders’ involvement has largely remained contentious. The results further indicate that not all stakeholders are involved in the strategic planning process at the University of Venda. Although stakeholders are invited to participate, the process of strategic planning is absolutely dominated by the management cadre, reducing the rest participants into the doldrums. Those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement and communication regarding the strategic planning process, the findings reveal that the majority of stakeholders were de-motivated in that regard, culminating in their lack-lustre approach towards the implementation of the orchestrated plan. The resultant lack of buy-in by the affected stakeholders, essentially the internal stakeholders (staff members and the student community), eventually hamper the actualisation of the targeted goals of the strategic plans. These results suggest that the strategic plan review should be an on-going process in order to update and involve the university community of the strategic planning processes. Proper feedback and communication on strategic planning processes should be implemented. More importantly, the stakeholders’ involvement and consultation on the strategic planning should be galvanized, since most of the staff members and students seem to be unaware of the strategic planning process at the University of Venda, let alone its contents and aspirations. / Business Management / M. Tech.(Business Administration)

Thesis (PhD (Business Management))--Stellenbosch University, 2008. / Please refer to full text to view abstract.

This study focused on the possible determinants of operational efficiency at the University of Venda, which was premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the stakeholders’ involvement in the strategic planning of the University of Venda. Structured questionnaires were used to collect data during August and October 2011. The study was conducted at the University of Venda, Vhembe District in the Limpopo Province. A non-probability sampling procedure was used to select respondents. The results revealed that whilst the stakeholders seem to be involved in the process of the strategic planning, the extent of stakeholders’ involvement has largely remained contentious. The results further indicate that not all stakeholders are involved in the strategic planning process at the University of Venda. Although stakeholders are invited to participate, the process of strategic planning is absolutely dominated by the management cadre, reducing the rest participants into the doldrums. Those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement and communication regarding the strategic planning process, the findings reveal that the majority of stakeholders were de-motivated in that regard, culminating in their lack-lustre approach towards the implementation of the orchestrated plan. The resultant lack of buy-in by the affected stakeholders, essentially the internal stakeholders (staff members and the student community), eventually hamper the actualisation of the targeted goals of the strategic plans. These results suggest that the strategic plan review should be an on-going process in order to update and involve the university community of the strategic planning processes. Proper feedback and communication on strategic planning processes should be implemented. More importantly, the stakeholders’ involvement and consultation on the strategic planning should be galvanized, since most of the staff members and students seem to be unaware of the strategic planning process at the University of Venda, let alone its contents and aspirations. / Business Management / M. Tech.(Business Administration)

Thesis (Ph.D.)--University of Melbourne, Faculty of Economics and Commerce, 2008. / Typescript. Includes bibliographical references (leaves 307-319)

Because of the non-recurring and transitory nature of discontinued operations, accounting standards require that the results of discontinued operations be separately reported on the income statement. Prior accounting literature supports the view that discontinued operations are non-recurring or transitory in nature, and also suggests that income classified as transitory has minimal relevance in firm valuation. Finance and management literature, however, suggest that firms discontinue operations to strategically utilize their scarce resources. Assuming that discontinued operations are a result of managerial motives to strategically concentrate resources into remaining continued operations, this dissertation examines the informativeness of discontinued operations. In doing so, this dissertation empirically tests the financial performance, investment efficiency, valuation, and analyst forecast accuracy effects of discontinued operations. In 2001, Financial Accounting Standards Board's (FASB) Statement of Financial Accounting Standards (SFAS) 144 (hereafter SFAS 144) replaced Accounting Principles Board's Opinion 30 (hereafter APB 30) and broadened the scope of divestiture transactions to be presented in discontinued operations. Some stakeholders of financial statements argued that discontinued operations were less decision-useful in the SFAS 144 era because too many transactions that do not represent a strategic shift in operations were separately stated as discontinued operations on the income statement. With the possibility that the discontinued operations reported in SFAS 144 era may not reflect a major strategic reallocation of resources, this dissertation examines whether the relationship between discontinued operations, firm performance, investment efficiency, and analyst forecast accuracy are different in the pre-SFAS 144 and SFAS 144 era. Using a sample of firms that discontinued operations between 1990 and 2012, this dissertation study finds limited evidence that firms experience improvement in financial performance following discontinued operations and that such improvement is only observed in pre-SFAS 144 era. The results also suggest that any improvement in financial performance documented is conditional on the profitability of the operations discontinued and provide no support for investment efficiency improvement following discontinued operations. Related to the valuation implications of discontinued operations, this dissertation shows that investors differentially value profitable and loss discontinued operations. However, such valuation differences are not dependent on the performance improvement implications. Finally, results support that analyst forecast accuracy of earnings decreases following the reporting of discontinued operations, but such effect is only observed in the pre-SFAS 144 era. This dissertation makes several contributions to the literature. First, this study extends the literature on corporate divestment by using a large sample of discontinuation decisions and hand-collected data on the profitability of the operations discontinued. Second, this research extends the literature on market studies by analyzing whether market response to a discontinuation decision is dependent upon the profitability of the operation discontinued. Third, based upon a review of the literature, it is believed that this is the first study to examine the possibility that analyst forecast accuracy may change following a discontinuation decision. Finally, this study extends the literature that examines the effects of changes in accounting rules and regulations on the informativeness of financial statement items. These results should be of interest to investors, regulators, and analysts.