Thesis (M. Soc. Sc.)--University of Hong Kong, 1985.

published_or_final_version / Housing Management / Master / Master of Housing Management

This research evaluated the strategic management practices of the Kingsgate Clothing Group, which operates within the clothing and textile industry. The industry is undergoing dramatic changes since the opening up of the South African economy and the advent of globalisation. These changes have occurred within the political and economic spectrum and include factors such as trade and tariff agreements, changes in labour legislation, exports, illegal imports which has impacted on the organisation. A framework on strategic management was developed highlighting the factors necessary for strategy development, key issues in the external enviroment, strategic capabilities, organisational structure and culture and leadership issues. Various strategic management tools were used to analyse the Kingsgate Clothing Group's present strategy in the light of the changing industry conditions. These tools included value chain analysis, financial analysis and SWOT analysis. Based on the conclusions drawn from the analysis recommendations were made on the company's future strategy and the way forward in order for them to achieve sustainable competitive advantage. / Thesis (MBA)-University of Natal, Durban, 2003.

Thesis (Ph. D.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 378-397).

Thesis (M.Soc.Sc.)--University of Hong Kong, 1985. / Also available in print.

The purpose of the research was to test Walker's assertion that the human resource planning process of an organization is influenced by selected organizational characteristics, and to investigate Walker s typology for implementing and evaluating human resource planning systems. Chapter I introduces the research topic and provides a justification for the study. Chapter II describes the methodology and presents the findings. Chapter III analyzes the findings. The final chapter summarizes the findings and offers conclusions drawn from the research.

Competitive advantage (CA) is an intuitively evident concept which has been widely used in theoretical research in strategy. But CA's diffuse image and its dynamic nature make it a difficult concept to apply. The purpose of this study was to develop a comprehensive (or macro) CA construct capable of being applied in an empirical manner across a broad spectrum of business situations. This objective required both an adequate grounding of the CA concept within its nomological- net of theories and a new operationalization approach.

This study examined the effectiveness of strategic planning systems in strategy formulation in a changing business environment. It also investigated differences in the designs, processes, levels of top management involvement, and perceived levels of achievement and performance of the strategic planning systems of companies classified as leaders, challengers, followers, and nichers in the electronic computing equipment community. For the most part no significant correlations were found between perceived levels of achievement and performance of planning systems and organizational performance measured by financial ratios. However, significant correlations were found between perceived level of achievement and performance and the design, process and level of top management involvement in the strategic planning process.

Thesis: M.S., Massachusetts Institute of Technology, Sloan School of Management, 1977 / Bibliography : leaves 123-125. / M.S. / M.S. Massachusetts Institute of Technology, Sloan School of Management

Thesis: M.S., Massachusetts Institute of Technology, Sloan School of Management, 1977 / Bibliography : leaves 54-55. / M.S. / M.S. Massachusetts Institute of Technology, Sloan School of Management