A crise das figuras de autoridade próprias da sociedade tradicional faz surgir outras figuras sociais de autoridade que vêm preencher o espaço deixado vago. Nesta pesquisa é proposto que o delegado de polícia é uma dessas novas figuras debruçando-se sobre sua intervenção nos casos de violência doméstica contra a mulher. É discutido sobre quais são essas novas atribuições apresentadas ao delegado e posto que tal fato é trazido e fundamentado pelo fenômeno sociológico da jurisdicionalização das demandas sociais. Também se analisa o movimento que tende a institucionalizar esses novos desafios nas funções do delegado e sobre o ponto de visão dele acerca da jurisdicionalização das demandas sociais. Por fim, faz algumas considerações sobre quais são as tendências a partir do que foi exposto. / The crisis of authority felt by traditional authority beholders, from traditional society, gives rise to other social figures of authority that come on stage to fulfill the space left vacant. This article suggests that the police chief officer is invited to perform a new role in society as one of these new figures bending his intervention in cases of domestic violence against women. It argues over what are these new powers assigned to the police chief officer, and advances a proposition that this occurs as a consequence of the increased judicialisation of social demands as a sociological phenomenon. It also examines the social trend which sets forth pressures for institutionalizing these new challenges as regular functions of the police chief officer and about the view of the police chief officer about the judicialisation of social demands. Finally, it draws some considerations about future tendencies about the sociological phenomenon exposed.

A crise das figuras de autoridade próprias da sociedade tradicional faz surgir outras figuras sociais de autoridade que vêm preencher o espaço deixado vago. Nesta pesquisa é proposto que o delegado de polícia é uma dessas novas figuras debruçando-se sobre sua intervenção nos casos de violência doméstica contra a mulher. É discutido sobre quais são essas novas atribuições apresentadas ao delegado e posto que tal fato é trazido e fundamentado pelo fenômeno sociológico da jurisdicionalização das demandas sociais. Também se analisa o movimento que tende a institucionalizar esses novos desafios nas funções do delegado e sobre o ponto de visão dele acerca da jurisdicionalização das demandas sociais. Por fim, faz algumas considerações sobre quais são as tendências a partir do que foi exposto. / The crisis of authority felt by traditional authority beholders, from traditional society, gives rise to other social figures of authority that come on stage to fulfill the space left vacant. This article suggests that the police chief officer is invited to perform a new role in society as one of these new figures bending his intervention in cases of domestic violence against women. It argues over what are these new powers assigned to the police chief officer, and advances a proposition that this occurs as a consequence of the increased judicialisation of social demands as a sociological phenomenon. It also examines the social trend which sets forth pressures for institutionalizing these new challenges as regular functions of the police chief officer and about the view of the police chief officer about the judicialisation of social demands. Finally, it draws some considerations about future tendencies about the sociological phenomenon exposed.

A crise das figuras de autoridade próprias da sociedade tradicional faz surgir outras figuras sociais de autoridade que vêm preencher o espaço deixado vago. Nesta pesquisa é proposto que o delegado de polícia é uma dessas novas figuras debruçando-se sobre sua intervenção nos casos de violência doméstica contra a mulher. É discutido sobre quais são essas novas atribuições apresentadas ao delegado e posto que tal fato é trazido e fundamentado pelo fenômeno sociológico da jurisdicionalização das demandas sociais. Também se analisa o movimento que tende a institucionalizar esses novos desafios nas funções do delegado e sobre o ponto de visão dele acerca da jurisdicionalização das demandas sociais. Por fim, faz algumas considerações sobre quais são as tendências a partir do que foi exposto. / The crisis of authority felt by traditional authority beholders, from traditional society, gives rise to other social figures of authority that come on stage to fulfill the space left vacant. This article suggests that the police chief officer is invited to perform a new role in society as one of these new figures bending his intervention in cases of domestic violence against women. It argues over what are these new powers assigned to the police chief officer, and advances a proposition that this occurs as a consequence of the increased judicialisation of social demands as a sociological phenomenon. It also examines the social trend which sets forth pressures for institutionalizing these new challenges as regular functions of the police chief officer and about the view of the police chief officer about the judicialisation of social demands. Finally, it draws some considerations about future tendencies about the sociological phenomenon exposed.

With rapidly advancing technologies and digital innovations, companies face the need to adapt to the new digital world and to digitally transform their business models. For executing the digital transformation process, more and more companies decide to entrust a new C-level manager with all challenges and complexity arising from digital transformation, the Chief Digital Officer (CDO). As the CDO position is still fairly new, research in this field is limited and requires further attention by scholars. Therefore, this study aims to address three fundamental research questions concerning the nature of the CDO position and corresponding implications not only to inform practitioners but also to enrich the scholarly discussion on CDOs. By understanding existing literature on CDOs based on a systematic literature review, this thesis answers the first research question regarding what characterizes the CDO position. Building on these insights and drawing from a comprehensive theoretical framework consisting of upper echelons theory, contingency theory, human capital theory and the resource-based view, hypotheses are developed for answering research questions two and three. While the second research question focuses on factors, which influence CDO presence within a company, the third research question addresses the impact of a CDO on company performance. Based on a large-scale sample of panel data comprised of S&P 500 companies, generalized estimating equations models, propensity score matching and fixed effects regression models are exploited in order to derive answers for both research questions two and three. As influencing factors for CDO presence, the results show that especially early tenure CEOs and CEOs of larger companies are more likely to employ a CDO. Although no evidence can be observed for positive performance implications of CDOs, also given different company contingencies, the insights of this study's analyses show that certain CDO characteristics as well as in combination with CIO presence and varying CEO characteristics are more favorable over others in terms of company performance measured by return on assets and Tobin's Q.

No description available.

Offentliga företag har fått ett större intresse av att införa Business Intelligence-lösningar. Graden av framgång varierar mellan olika typer av industrier på grund av komplexa processer som är relaterade till höga kostnader. Syftet med studien var att identifiera de kritiska framgångsfaktorerna för att framgångsrikt införa en BI-lösning ur ett CFO-perspektiv. BI har en bred kategori av olika applikationer och teknologier som används för att samla in, lagra och analysera data för att sedan extrahera den. Denna data görs sedan tillgänglig för anställda i företaget för att hjälpa beslutsfattare att skapa professionella och informerade affärsbeslut. Studien genomfördes med hjälp av en kvalitativ innehållsanalys tillsammans med semi-strukturerade intervjuer. Intervjuer genomfördes med sju olika CFO:er för att få sina perspektiv angående vilka som är de kritiska framgångsfaktorer för att införa en BI-lösning. Innehållsanalysen genererade nio kategorier med flera underkategorier. Varje kategori och underkategori identifierar CSF ur ett CFO-perspektiv. De kategorier som identifierades var: Företagsledare med genomtänkta arbetslag, hållbar datakvalitet, slutanvändaren i fokus, extern hjälp bidrar med ett bredare perspektiv och kapacitet, mål och visioner, stöd från ledningen, iterativt tillvägagångssätt, affärsdriven expansion och agila tekniska ramar, och att ha rätt förutsättningar under hela implementeringen. Både studielitteraturen, CFO:erna och CFO:ernas rankning av CSF drar slutsatsen att alla framgångsfaktorer verkligen behövs för en framgångsrik BI-lösning. Alla CSF prioriteras däremot olika inom alla tre datakällor som fanns tillgängliga för studien. / Public companies have gotten a bigger interest in implementing Business Intelligence solutions. The level of success rate varies between various types of industries because of complex processes that are related to high costs. The aim of the study was to identify the critical success factors for implementing a BI-solution successfully from a Chief Financial Officers perspective. BI has a broad category of various applications and technologies that are used to collect, store and analyze data and then extract it and make the data available to employees in the company in order to help decision makers to create professional and informed business decisions. The study was conducted using a qualitative content analysis and semi-structured interviews making use of seven different CFO’s to follow up on their perspective on organizational critical successfactors for implementing a BI-solution. The content analysis generated nine categories with several sub-categories. Each category and sub-category defining CSF from a CFO’s point of view. The categories identified were: Business leaders with well-thought-out work teams, sustainable data quality, the end user in focus, external help contributes witha broader perspective and capacity, goals and visions, management support, iterative approach, business-driven expansion and agile technical framework, and having the right conditions through out the implementation. Both the study literature, respondents and the respondents’ ranking of the CSF conclude that all success factors are indeed CSF needed for a successful BI-implementation. However, the CSF were prioritized differently within all three data sources of material that were available for the study.

Purpose The purpose of the research was firstly, to determine the competencies required of risk managers and secondly, to consider the implications of such competencies in determining possible modules for inclusion in the design of a specialised undergraduate qualification in Risk Management. Methodology A qualitative research approach was followed, involving focus group interview sessions as part of an Interactive Qualitative Analysis (IQA) research study. Focus Group 1 comprised of academics teaching risk management at public universities in South Africa, and Focus Group 2 comprised of risk management practitioners in South Africa. Findings The competencies identified are business management and risk management knowledge; attributes such as assertiveness and courage; values such as ethics and integrity; as well as people, business and technical skills. Research implications The unique contribution of the current research was the innovative use of IQA for data collection, the removal of subjectivity and the rigour in analysing and presenting the results. The results are a starting point or foundation for the design of a specialised undergraduate degree in risk management that will both meet the requirements of the risk management profession and will equip learners with the best possible combination of knowledge, skills, attributes, values and attitudes to effectively manage risk in organisations. The implications for further research are that a study of the design, benchmarking and validation of a curriculum framework for a specialised undergraduate degree in risk management could be conducted. The development of a curriculum framework or curriculum did not form part of the scope of this study. / Okokuqala inhloso yocwaningo, ukuthola amakhono adingekayo kubaphathi bezinhlekelele kanti okwesibili, ukubheka imiphumela yalokho kusebenza ekunqumeni amamojuli angafakwa ekwakhiweni kweziqu ezikhethekile ezingakaphothulwa ngabafundi ku-Risk Management. Kwalandelwa indlela yocwaningo efanelekile, ebandakanya izikhathi zokuxoxisana zamaqembu njengengxenye yocwaningo lwe-Interactive Qualitative Analysis (IQA). I-Focus Group yoku-1 inabafundi abafundisa ukulawulwa kwezinhlekelele emanyuvesi vi kahulumeni aseNingizimu Afrika, kanye neFocus Group yesi-2 inabasebenzi bokulawulwa kobungozi eNingizimu Afrika. Amakhono ahlonziwe ukuphathwa kwebhizinisi nolwazi lokulawulwa kobungozi; anezimpawu ezinjengokuzethemba kanye nokuba nesibindi; ubugugu obufana nokuziphatha nobuqotho; kanye nabantu, amakhono ebhizinisi nezobuchwepheshe. / Die doel van die studie was eerstens om die bekwaamhede waaroor risikobestuurders moet beskik te bepaal, en tweedens, wat die implikasies van sodanige bekwaamhede inhou vir die modules vir insluiting in die ontwerp van ‘n gespesialiseerde voorgraadse kwalifikasie in Risikobestuur. Die studie het ‘n kwalitatiewe navorsingsbenadering gevolg deur gebruik te maak van fokusgroepsessies as deel van ‘n Interaktiewe Kwalitatiewe Ontleding (IKO) navorsingstudie. Fokusgroep 1 het bestaan uit akademici wat risikobestuur by openbare universiteite in Suid-Afrika doseer, en Fokusgroep 2 het uit risikobestuurpraktisyns in Suid-Afrika bestaan. Die bekwaamhede wat identifiseer is, is kennis van ondernemingsbestuur en risikobestuur; eienskappe soos selfgeldendheid en moed; waardes soos etiek en integriteit; asook mense, sake en tegniese vaardighede. / Finance, Risk Management and Banking / M. Com. (Risk Management)

No description available.

Trotz der Relevanz und des Reifegrads des Forschungsbereichs Chief Information Officer (CIO) gibt es nur wenige Studien, die den aktuellen Wissensstand objektiv und umfänglich zusammenfassen. Die vorliegende Arbeit schließt diese Forschungslücke und präsentiert eine umfassende Literaturübersicht über das CIO-Forschungsfeld unter Verwendung der Hauptpfadanalyse. Anhand einer quantitativen und qualitativen Analyse von 438 Forschungsbeiträgen werden die zentralen Arbeiten in der CIO-Forschung und verschiedene Forschungsrichtungen identifiziert. Es zeigt sich, dass sowohl etablierte Forschungsrichtungen, wie z. B. ‚Entwicklung der CIO-Rolle‘ und ‚Hierarchische Position und Beziehungen des CIOs‘, als auch neu entstehende Forschungsrichtungen, wie z. B. ‚CIO als Business Enabler‘, wachsende Aufmerksamkeit auf sich ziehen. Auf der Grundlage der Ergebnisse werden vielversprechende weitere Wege auf dem Gebiet der CIO-Forschung aufgezeigt, z. B. solche, die den Einfluss neuerer Technologien untersuchen. / Despite the relevance and maturity of research related to the Chief Information Officer (CIO) role, there are few studies that objectively and comprehensively summarize the current state of the art. This paper fills this research gap and presents a comprehensive literature review of the CIO research field using main path analysis. Based on a quantitative and qualitative analysis of 438 research articles, the central contributions in CIO research and different research directions are identified. Our results show that both established research directions, such as ‘CIO Role Development’ and ‘CIO Hierarchical Position and Relationships’, and emerging research directions, such as ‘CIO as Business Enabler’, are attracting growing attention. Based on the results, we derive promising further directions in the field of CIO research, e.g., such as those investigating the impact of new technologies.

現今村里組織為台灣地方自治最基層之編組，其運作之健全與否對於地方治理的發展，自有其一定的影響。本文即以里長為研究對象，並以兩個在成立背景及特質強烈對比的里作為研究之個案，探討里長在治理過程是如何拓展個人網絡，並從里長角色、地位與網絡三個部份做點、線、面的分析。 本文的研究方法主要採用參與觀察法並輔以訪談法，觀察地點基本上以里辦公室以及里民會堂為主。而研究問題則要去探討，里長這個角色的目標是如何去完成的？哪些是幫助里長完成角色目標的最適夥伴？里長在治理網絡中要採取何種策略或是工具？接著，里長是如何去拓展能完成角色目標的網絡？ 研究發現部分，本文嘗試提出三點命題：第一個命題：擔任里長的新舊世代會影響其對里長角色的主/被動態度。第二個命題：新世代的里長處理爭議時抱持著資源取向的敵對態度來面對，而舊世代里長則以人情取向的和平態度來應對。第三個命題：新世代的里長在空間資源與物力資源爭取上採取積極取向，人力資源重心放在里民；相對的，舊世代里長在空間資源與物力資源方面採取保守取向，人力資源重心放在政治人物。 / Nowadays the village/Li organization is the most basic unit for Taiwan local self-governance. Its operation has certain influence on the development of local governance. The research objects of this thesis are two Li chiefs who contrast sharply in their background. By analyzing their roles, status and networks, this research attempts to find out how they construct and develop their individual network in the governance process. The research methods of this thesis are participant observation and in-depth interview; the places of observation are the Li office and the public conference hall; the issues of this research are as followed: how is the goal of the Li chief completed? who are the most suitable partners that help the Li chief achieve the goal? what kind of strategies or instruments does the Li chief adopt in the governance network? how does the Li chief develop and construct the network that can achieve the goal? Regarding the findings of the research, this thesis attempts to propose three propositions. The first proposition is that the new and old generation of Li chiefs contribute to the difference between active and passive attitude of the Li chief. The second proposition is that the new generation of Li chief holds a hostile attitude toward disputes, but the old one holds a peaceful attitude in resembling circumstances. The third proposition is that Li chief of the new generation adopts positive orientation toward the spatial and the material resources, and focuses on Li residents in the human resources; however, Li chief of the old generation adopts conservative orientation toward the spatial and the material resources, and focuses on political figures in the human resources.