Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-25T14:08:51Z No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-09-15T15:57:14Z (GMT) No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) / Made available in DSpace on 2017-09-15T15:57:14Z (GMT). No. of bitstreams: 1 Dissert Vinicius Luz.pdf: 2190027 bytes, checksum: 568b20a1a02efa90404b27be3432ec96 (MD5) Previous issue date: 2016-12-23 / No ambiente cada vez mais competitivo no qual estão inseridas as organizações, percebe-se que gerentes que erram o diagnóstico sobre quais fatores são realmente cruciais para o sucesso competitivo, ficam sujeitos a empregar estratégias mal concebidas para perseguir objetivos de pouca importância. Identificar corretamente os Fatores Críticos de Sucesso (FCS) no negócio é um dos primeiros passos para um bom planejamento estratégico, além de ser essencial não só para a determinação das informações necessárias para o correto gerenciamento, mas também, para priorizar os critérios de avaliação dos resultados. O trabalho objetiva levantar quais as variáveis críticas que são relevantes para a satisfação dos clientes que atuam no mercado livre de Energia. A abordagem metodológica científica proposta está estruturada numa pesquisa quantitativa com a aplicação da metodologia CHAID. Os dados foram levantados a partir de uma pesquisa realizada por uma empresa atuante do setor elétrico. Como resultado esperado se enseja consolidar a análise proposta que permitirá avaliar os fatores críticos de Sucesso no Ambiente Livre de Comercialização Energia elétrica no Brasil. / In the increasingly competitive environment in which organizations are inserted, it is clear that managers who miss the diagnosis of which factors are really critical to competitive success, are subject to misuse strategies designed to pursue goals of little importance. correctly identify the Critical Success Factors (CSF) in business is one of the first steps to a good strategic planning as well as being essential not only to determine what information is necessary for the proper management, but also to prioritize the evaluation criteria results. The work aims to raise which the critical variables that are relevant to the satisfaction of customers operating in the free energy market. The methodology approach is structured in a quantitative research with the application of CHAID methodology. The data were gathered from a survey conducted by a company active in the electricity sector. As a result expected is expected to consolidate the proposed methodology that will evaluate the success of critical factors in marketing Free Environment Electricity in Brazil

Nos tempos atuais, cada vez mais as organizações têm executado projetos, seja para solucionar problemas técnicos, seja para promover mudanças e direcionar seus esforços para melhores ou novos negócios. Tradicionalmente, metas de prazo, custo e qualidade, conhecidas como triângulo de ferro, são utilizadas como critérios para medição de sucesso de projetos. Nas últimas três décadas, muitos estudos foram publicados na tentativa de entender os fatores e variáveis que levam a projetos bem sucedidos ou fracassados. Na tentativa de contribuir com esses estudos, esta tese busca analisar as relações entre aspectos organizacionais e aspectos específicos dos projetos (internos) com o sucesso dos projetos executados por organizações brasileiras, avaliado por meio da visão tradicional: conformidade com orçamento (custo); cronograma (tempo); especificações técnicas (requisitos do produto/serviço); e atendimento às demandas dos clientes. Para confirmar ou refutar as proposições de pesquisa estabelecidas, esta pesquisa adotou uma abordagem quantitativa, com um levantamento (survey) junto a 336 (trezentos e trinta e seis) profissionais da área. Para a coleta de dados, foi elaborado um instrumento de pesquisa (questionário) com base na literatura acerca do tema. Os resultados apontam diferenças estatisticamente significativas para quatro variáveis que, quando presentes, influenciam positivamente o sucesso dos projetos nas empresas brasileiras. As variáveis são: recursos necessários para o projeto disponibilizados (pela alta administração); utilização de ferramentas de gerenciamento de projetos; aplicação de atividades de coordenação em projetos; e maturidade em gerenciamento de projetos. A conclusão da pesquisa revela que as proposições de estudo não se confirmaram de forma plena. Não foram encontradas variáveis ou equações explicativas que levassem ao sucesso total dos projetos (atendimento pleno do triângulo de ferro). Os resultados confirmaram apenas diferenças estatisticamente significativas que levam ao sucesso parcial. / In present days, many organizations have been conducing projects even to solve technical problems or even to deliver changes and focus their efforts towards better and new businesses. Time, cost and quality targets, known as \"iron triangle\", have been traditionally used as projects\' success measures. During the last three decades, many studies trying to understand the factors and variables that drive well succeeded or failed projects have been published. Attempting to contribute with these studies, this thesis analyses the relations between organizational and project specific (internal) aspects, with the success of projects developed by brazilian organizations, assessed through a traditional view: achieving budget (cost); scheduling (time); technical specifications (product/service requisites); and accomplishment of clients demands. In order to confirm or deny the propositions established, this research adopted a quantitative approach, through a survey conducted with 336 professionals in the field of projects. Data collection has been supported by a research instrument (questionnaire) based on the subject literature. The results point to significant statistical differences for four variables that positively influence project success when they exist on brazilian companies. Those variables are: required resources effectively available (by high administration); using project management tools; applying project coordination activities; and project management maturity. The conclusion of the research reveals that the propositions of the study were not completely confirmed. Explanatory variables or equations have not been found to justify total project success (completely achieving the \"iron triangle\"). The results confirm only the significant statistical differences that drive to partial success.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-12-22T15:47:04Z No. of bitstreams: 1 Rodrigo Girotto Nuncio_.pdf: 9015441 bytes, checksum: ba36ba65e33dd26150cf94e964a158aa (MD5) / Made available in DSpace on 2016-12-22T15:47:04Z (GMT). No. of bitstreams: 1 Rodrigo Girotto Nuncio_.pdf: 9015441 bytes, checksum: ba36ba65e33dd26150cf94e964a158aa (MD5) Previous issue date: 2016-10-28 / Nenhuma / No atual contexto de ambientes complexos, competitivos e dinâmicos, estratégia é um tema amplamente estudado nas organizações e academias. No entanto, há poucos estudos sobre desdobramento e implementação da estratégia em si, bem como sobre a eficácia de sua implementação. Este estudo propõe a investigação dos principais fatores causadores das discrepâncias entre os objetivos do planejamento estratégico e o resultado obtido ao final da execução do plano. Dessa forma, objetiva estudar os fatores considerados como críticos para o processo de desdobramento. Para tal investigação, a pesquisa utiliza os artifícios do pensamento sistêmico para analisar as relações causais que há entre as variáveis encontradas através de uma pesquisa bibliográfica e por meio de uma pesquisa de campo com profissionais da área do planejamento e execução da estratégia. Ao final, este trabalho faz a proposição de um artefato que auxilia a mitigar os fatores críticos do processo de desdobramento. Como método de pesquisa, utiliza-se o Design Science Research para nortear os passos condutores do estudo e construir o artefato proposto. Esta pesquisa é, ao seu final, avaliada e validada por especialistas da área de estratégia empresarial. / In the current context of complex, competitive and dynamic environments, strategy is a topic widely studied in organizations and academies. However, there are few studies on deployment and implementation of the strategy itself, as well as on the effectiveness of its implementation. This study aims to investigate the main factors causing the discrepancies between the objectives arising from the strategic planning and the result at the end of the implementation of the plan, regarded as critical to the deployment process. For this investigation, this research uses the artifice of systems thinking to analyze the causal relationships between the variables found through a literature search and a field research with professionals of strategy planning and execution. At the end this paper propose an artefact to assist in mitigating the critical factors for the deployment process. As a research method, this paper uses the Design Science Research as guiding the step in conducting the research and construction of the proposed artefact. This research is, at the end, evaluated and validated by experts in the field of business strategy.

<p>Предмет истраживања ове дисертације је економија знања и дугорочна одрживост организација у том амбијенту. Проблем истраживања су кључне карактеристике, организациона култура и колаборативна клима, које утичу на успешност организација у економији знања. Циљ истраживања је да се утврде утицајни фактори кључних карактеристика и анализира њихова значајност и разлике у економијама у транзицији и економијама знања. Циљ дисертације је анализа утицаја типа индустрије којој организација припада, типа власништва, и позиције запосленог у организацији на значај утицајних фактора како у економији у транзицији, тако и у развијеној економији. Вредност резултата je утврђен скуп фактора који значајно утичу на успешност oрганизација.</p> / <p>Predmet istraživanja ove disertacije je ekonomija znanja i dugoročna održivost organizacija u tom ambijentu. Problem istraživanja su ključne karakteristike, organizaciona kultura i kolaborativna klima, koje utiču na uspešnost organizacija u ekonomiji znanja. Cilj istraživanja je da se utvrde uticajni faktori ključnih karakteristika i analizira njihova značajnost i razlike u ekonomijama u tranziciji i ekonomijama znanja. Cilj disertacije je analiza uticaja tipa industrije kojoj organizacija pripada, tipa vlasništva, i pozicije zaposlenog u organizaciji na značaj uticajnih faktora kako u ekonomiji u tranziciji, tako i u razvijenoj ekonomiji. Vrednost rezultata je utvrđen skup faktora koji značajno utiču na uspešnost organizacija.</p> / <p>The research subject of this thesis is the knowledge economy and the long-term sustainability of organizations in this environment. The research problem are key characteristics, organizational culture and collaborative climate, which affect the performance of organizations in the knowledge economy. The goal of the research is to determine the influential factors of key characteristics and analyze differences between economies in transition and knowledge economies. The goal of the thesis is to analyze the impact of the type of industry to which the organization belongs, the type of ownership and the position in the organization to the importance of influential factors in the transitional economy, as well as in the developed economy.The value of the result is set of factors that significantly affect organizational performance.</p>

中國市場具備龐大內需實力，預期2027年將成為世界第一大經濟體，已成為全球注目及亟欲進入以獲取商機之必爭之地。中國零售業自改革開發迄今30年中，連鎖零售企業門市總數由2003年4.7萬家增加至2006年12.4萬家，批發零售貿易業零售總額，由2002年2,973億人民幣增至2007年7,561億人民幣；零售業者對IT系統需求自2000年僅止於足敷前台收款及後台物管相關連結能正常運作，至2005年起開始重視管理層面的有效性考量，至2009年起更甚而重視系統建置於數據擷取後的分析於績效展現及決策運用；零售企業在IT上的平均投資額由2004年的50餘億人民幣增加至2008年100億人民幣。台灣資訊服務產業軟硬體及系統應用整合開發能力均已臻成熟，在同文同種及地理優勢下，此刻正是揮軍中國市場的絕佳時機。 本研究結果顯示，台灣資訊服務業或可參考Ａ公司以「市場定位目標明確性」及「持續動態發展的經營策略」為基礎的經驗，藉由外部資源引進及內化成果紮根的同步展現，建構符合市場發展階段需求之企業優勢。此外；台灣資訊服務產業若能採以專業分工垂直或水平整合形成策略聯盟夥伴關係，掌握市場需求脈動與即時供給具完備性服務內容，當可合力擊退其他國際企業，大規模實質搶攻大陸商機。 / The enormous potential of China domestic market was expected to become the world's largest economies in 2027, the demand has caught the world's attention and desire to explore the great opportunity. After 30 years of development since economy reformation , China retail industry has grow the total number of retailers from 4.7 million in 2003 to 12.4 million in 2006; the total sales revenue of retail business increased from 297.3 billion RMB in 2002 to 756.1 billion RMB in 2007. Whereas in the mean time, retail IT system has expand its function from POS and back office management in 2000 to the efficiency of business management in 2005, and furthermore, IT requirement expand to data capture and analysis for decision supporting system in 2009; along with the increasing demand of information management, the capital investment in IT has increased from 5 billion RMB in 2004 to 10 billion RMB in 2008. With years of development, Taiwan information service industry now has great opportunity to enter China retail market by leveraging its culture homogeneity and geographical advantages with established core competence in both hardware and system integration. This research explores how company "A" could be a reference for Taiwan information industry. Company "A" build up its core competences thru "market positioning" and "dynamic business strategy", with the integration of external resources and internal talents in different development stages. Pursuant to the reference, if Taiwan information services industry could establish vertical integration or horizontal strategic alliance or partnerships, and keep the same pace with market demands and provide total solutions in timing basis, Taiwan information service industry should be able to compete with international major players of the industry and be part of the rapid growth of China retail business.

Idag är det många företag som misslyckas med sina implementeringsprojekt av affärssystem och många forskare anser att det beror på bristande användarinvolvering. Implementeringsprojekt av affärssystem blir allt vanligare i små företag, men effekten blir dock stor om ett mindre företag misslyckas med sitt projekt. Små företags misslyckanden är oftast relaterade till finansiella och humanitära kritiska framgångsfaktorer.   Ett affärssystem kan ge ett företag en rad olika fördelar och möjligheter. Men för att ett företag ska uppnå dem krävs ett lyckat implementeringsprojekt samt att användarna omgående efter driftstart kan använda affärssystemet. Därför måste företagsledare under projektet se till en rad olika kritiska framgångsfaktorer som är relaterade till användarinvolvering. För att kunna hantera användarrelaterade kritiska framgångsfaktorer och de problem som de kan orsaka finns det angreppssätt till stöd. Ett angreppssätt vars syfte är att stödja användarinvolvering och hantera användarrelaterade problem är Participatory design (PD) och dess metod User centered design (UCD). PD och UCD bygger på att involvera användarna tidigt och ständigt under ett implementeringsprojekt och det i form av bland annat testning och utbildning. Användarinvolvering är därmed en viktig faktor vid implementeringsprojekt av affärssystem.   Syftet med studien är att göra företagsledare medvetna om vilka användarrelaterade kritiska framgångsfaktorer och problem som kan påverka ett implementeringsprojekt och dess utfall. Vi anger ett antal åtgärder, baserade på användarinvolvering, som ska stödja företagsledare att bättre och effektivare kunna förutse och hantera användarrelaterade problem vid implementeringsprojekt.   Vi har med stöd av en kvalitativ undersökning och en empirisk studie påvisat sambandet mellan områdena affärssystem, affärssystemets implementeringsprocess, användarrelaterade kritiska framgångsfaktorer och användarinvolvering. Vi har konstruerat en egen modell och tabell, 4-A Modellen och 4-A Tabellen, som illustrerar hur de olika områdena relaterar och stödjer varandra under ett affärssystems implementeringsprojekt. Vårt bidrag är ett dokument vars syfte är att stödja företagsledare vid planering innan och under ett implementeringsprojekt, främst när det gäller projektets användarinvolvering. Dokumentet ska göra företagsledare medvetna om vad bristande användarinvolvering kan leda till, samt när och hur användare bör involveras under ett implementeringsprojekt. / Today many businesses fail in their enterprise recourse planning (ERP) implementation projects and many scientists believe it is due to lack of user involvement. ERP implementation projects are becoming more common in small businesses, but the effect will be large if a small business fails in their ERP implementation projects. Small businesses failures are usually related to financial and humanitarian critical success factors.   An ERP system can give a business a number of advantages and opportunities. But it requires a successful implementation project to achieve them and also that user immediately after start-up can use the ERP. Therefore, the manager during the implementation project needs to ensure a range of critical success factors that are related to user involvement. There are a number of approaches to manage user-related critical success factors and the problems they cause. An approach which aims to support user involvement and manage user-related problems is Participatory Design (PD) and its method User centered design (UCD). PD and UCD are based on involving the users early and continuously during the ERP implementation process and that in the form of testing and training. User Involvement is therefore an important factor in ERP implementation projects.   The aim of the study is to make managers more aware of the user-related critical success factors and issues that can affect an ERP implementation projects outcome. We foresee a number of measures, based on user involvement, which will support managers to better and more efficient anticipate and manage user-related problems in ERP implementation projects.   Supported by a qualitative and an empirical study, we have demonstrated the relationship between the areas ERP, ERP implementation process, user-related critical success factors and user involvement. We have constructed our own model and table, the 4-A Model and the 4-A Table, that illustrates how the different areas influences and support each other in an ERP implementation project. Our contribution is a document whose purpose is to support managers when planning a project’s user involvement, before and during an ERP implementation project. The document will make manager aware of what the lack of user involvement can lead to, but also when and how the users should involve in an ERP implementation project.

企業從過去單純作代工生產的降低成本、提升產品品質，進而培養研發人才，提供大量客製化訂單生產，到今日面臨國際化與多角化的經營後，如何在競爭激烈的環境中，掌握資源、洞察先機，誰就能贏在關鍵時刻，而運用資訊科技及資訊系統，已成為企業再造及達成企業目標的重要工具。 但是對於如何導入企業資源規劃系統(ERP)及導入時可能面臨的種種困難，包括最高管理當局是否全力支持、導入時的昂貴軟、硬體費用，導入前後所投入的人力及時間，整個企業流程再造（Business Process Reengineering）專案管理之嚴謹度等，其成敗往往對企業有絶對性影響。 本研究係針對市場上實際導入ERP系統之電子製造業，一為成功個案，另一為失敗個案為研究對象，探討ERP導入的策略與程序以及效益，最後歸納相關關鍵成功因素（Critical Success Factor）及失敗因素為何，期能對另一製造業及其它要導入企業資源規劃系統的決策參考。 / In the past, enterprises have developed R&D capabilities, better product quality and abilities to fulfill larger amount of customized orders through the process of Original Equipment Manufactures. As the business operations grow multinational and diversified, the adoption of Enterprise Resources Planning（ERP）becomes essential for future business development. The successful implementation and introduction of the new ERP system is a critical success or failure factor for the firm. As such, the firm will the full support of senior management, commitment from the Business Process Reengineering project managers have dedicated a great deal of time, human resources and money for hardware and software to ensure that this is a success. To help ensure a successful implementation of the ERP system, we have taken two real case studies from the IT industry, where one was seen to be a success and the other one is a failure to learn and identify what the critical factors in implementation of an ERP system in the IT sector.

With numerous artists coming to South Africa, the event industry is becoming congested with competition. This makes the production of a memorable visitor experience to events particularly challenging for the management of the event. Various aspects are required to occur when managing an event, and these contribute to the success and memorable experience of visitors. These aspects can either be controlled or uncontrolled by management. To ensure a successful event and memorable experience for visitors, event managers have to consider all of the various aspects that can be controlled within the event organisation when hosting a major music event. It is therefore important for management to ensure that the controllable key management aspects, also referred to as Critical Success Factors (CSFs), are implemented effectively and efficiently to ensure a memorable visitor experience. However, even though these management aspects (CSFs) may be familiar to event managers, the significance of what visitors regard as important concerning those aspects that would ensure a memorable visitor experience is, as yet, undefined. In addition, according to available literature, CSFs differ between the different events and different tourism organisations. Thus, CSFs identified at one event to ensure the successful management of a memorable visitor experience cannot be used at other events. Hosting major music events at various locations can be even more challenging as visitors attending major music events at different locations are a non-homogeneous market and so regard different aspects in different lights. Therefore, it is evident that the CSFs identified with regard to what visitors at one venue will consider as important will differ from those regarded as important at another venue, even when it is the same performer at each venue. Thus, it became critical to seek answers to the questions of what visitors to a major music event regarded as important CSFs and how did the importance of these CSFs differ between location and location? Therefore, the purpose of this study became the determination of the CSFs for managing the visitor experience at major music events in South Africa. The year 2011 was the first time that world-famous Neil Diamond had performed in South Africa. Neil Diamond performed four concerts at different locations (Johannesburg’s FNB stadium, Durban’s Moses Mabhida Stadium, Cape Town’s Greenpoint Stadium and at Port Elizabeth’s Nelson Mandela Stadium). This was the first time major music events had been held at these venues where one performing artist performed at all four different locations (cities). Thus, this event was the ideal opportunity to investigate. In order to realise the goal of the research, surveys were conducted at the four Neil Diamond concerts held, respectively, in Johannesburg (1 April, 2011), Durban (5 April, 2011), Port Elizabeth (8 April, 2011) and Cape Town (11 April, 2011) where, altogether, 1820 questionnaires were administered. The purpose of the first article was to determine what visitors at a major musical event regarded as critical management aspects, or as critical success factors (CSFs), for a memorable and satisfactory visitor experience. This was to aid major music event managers with information they could use to improve and ensure memorable visitor experiences in the future. A factor analysis was performed to determine the CSFs. Six factors were revealed, being General Management; Souvenirs; Marketing; Venue and Technical aspects; Accessibility and Parking; and Amenities and Catering. General Management, Venue and Technical aspects and Marketing were regarded as the most important CSFs for visitors to a major music event. It was subsequently confirmed that CSFs differed from one event to another. Thus it became clear that one set of CSFs cannot be used across each venue for events. By determining the CSFs, and through successfully managing these factors, major music events will ensure the retention of long term visitor goodwill, and so will remain competitive and sustainable. Neil Diamond presented four concerts at four different locations, The purpose of the second article was to determine the impact that location makes to the visitor experience at a major music event. Two-way frequency tables and Chi-square tests as well as ANOVAS and Turkey’s multiple comparisons were used to determine the differences between the four locations. Statistically significant differences were found, based on demographic, behavioural variables and motivational factors. Determining the effects these differences have provided major music event managers with superior knowledge in order to develop and manage future concerts at the differing destinations and locations. This research also help management to create a memorable visitor experience and so foster the promotion of future events more effectively to the target audiences, as well as potential sponsors. This specificity can also enhance bid documents for organisations and locations aiming at hosting major music events. This research revealed six critical success factors at a major music event. These CSFs can be used to enhance the visitor experience. However, it was also found that one set of CSFs cannot be used for every event as different locations regard different CSFs as being more important than others. Since major music events are often held at more than one location, it becomes critical to differentiate each location as the visitors to the various locations cannot be seen as homogeneous and so will have different needs and expectations. Thorough and informed knowledge of what is required for visitor satisfaction will not only ensure an improved event, but will enhance the visitor experience at such an event. This was the first time research was performed at major music events in South Africa that revealed the profile, motives, CSFs and spending behaviour of visitors to these events. Research not only provided information concerning the CSFs needed to manage the visitor experience at a major music event, but also provided an overall perspective of what visitors regard as important for a memorable visitor experience at four different geographic destinations hosting the same artist. This research contributes to the literature concerning the management of major music events and concerning the creation of memorable visitor experiences at these events. / Thesis (MA (Tourism Management))--North-West University, Potchefstroom Campus, 2012

在經濟全球化的後金融危機時代中，技術財產權的交易對於推動產業升級，推動新產品及市場發展和進一步推動技術移轉成對現實生產力仍然具有重要市場貢獻的實際意義。不斷豐富技術財產權交易的商業化方法及流程後充分發揮技術財產權交易在市場的領先及先發地位。本研究著重在技術移轉的成功關鍵因素之研究，所以會同時考量到技術應用、市場需求及供應鏈等方面的議題。另外，政府研究機構與企業間的技術移轉對其本身經營成效均是相當重要。對企業而言，此類型的技術移轉已成為其獲取新型技術的重要來源。對政府研究機構而言，政府研發投資的成效係決定於研發成果能否有效地移轉廠商。本研究主要以研究機構之一工業技術研究院技術移轉為主。研究對研究機構及企業而言，進行技術移轉的主要關鍵成功因素為何?研究有以下四個發現;(1)技術移轉業務牽涉層面廣泛、涵蓋多樣專業，包括技術、法律、管理、財務等，宜達到認知一致及雙方資訊回饋的情形下，一定要和對方保持在高頻率溝通。(2)技術移轉需要整合各方資源，所以為了使技術移轉時技術接受者方的技術達到同一個技術水平的情況下，研究機構應為對方隨時準備。(3)雙方背景的懸殊，會影響技術移轉績效;研究機構在避免開發出不符合市場競爭力的商品的情況下，研究機構應一開始就著手彌補這差異。(4)市場變化多端，建議甚至技術移轉期後，仍然應強化後續與企業在技術商品化的互動來因應市場在不同階段的變化。 關鍵字： 技術移轉、研究機構、技術商業化、新產品開發、成功關鍵因素。 / In the age of post global economy financial crisis, trading of intellectual properties still have real meanings to the market in pushing new products, developing new markets and further pushing technology transfer into producible. After continuous refining IP trading methodologies and processes, business entities will become leaders in their markets. This research will focus on success factor in technology transfer with topics in technology applications, market demand and supply chains. Moreover, we will discuss important factors in technology transfer between government research institutions and private enterprises. For private enterprises, it is an important source of obtaining new technology. For government research institutions, performance of the government research investment is determined by whether the result of research and development can be successfully transferred to private enterprises. In this research, we will be mainly discussing technology from Industrial Technology Research Institute in Taiwan. In this research, the author will discuss four main findings in key successful factors in technology transfer between the government research institution and private enterprises. (1) Technology transfer is very involved in many aspect of business including research and development, law, management and finance, etc. It is best to keep good communication between both entities to reach a common consensus and to keep good feedback. (2) Resources from both entities have to be integrated in the process of technology transfer. Therefore, the research institution have to be prepared to have a plan of support for private enterprises to reach the same technology level. (3) Difference in background knowledge between both entities will have impact in technology transfer performance. In the beginning, the research institution have to prepare to remedy this difference in recognition to prevent developing a product that is not competitive in the market. (4) Market changes fast. The research institution should reinforce interaction between itself and private enterprises in technology commoditization and responds to difference phase of product development and market development. keyword : technology transferring, research institution, technology commercialization, new product development, critical success factor.

Submitted by DANIEL AUGUSTO RAINHA ROLANDO null (danielrolando@gmail.com) on 2018-04-05T16:00:00Z No. of bitstreams: 1 Dissertação_Rolando-DAR.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) / Approved for entry into archive by Pamella Benevides Gonçalves null (pamella@feg.unesp.br) on 2018-04-06T18:54:51Z (GMT) No. of bitstreams: 1 rolando_dar_me_guara.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) / Made available in DSpace on 2018-04-06T18:54:51Z (GMT). No. of bitstreams: 1 rolando_dar_me_guara.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) Previous issue date: 2018-02-16 / Para a delimitação de um processo de tomada de decisão na escolha de projetos Lean Six Sigma, é necessário definir os fatores críticos, tanto de sucesso (como por exemplo: envolvimento e comprometimento da gestão, entendimento das ferramentas e técnicas do Lean Six Sigma, ligação do projeto com a estratégia de negócios) quanto de fracasso (como por exemplo a falta do envolvimento da gestão, resistência à mudança cultural, inexistência de gestão de projetos). Desta forma, este trabalho foi conduzido por meio de modelagem com validação de dados reais, com o objetivo de propor uma adaptação de métodos de auxílio à tomada a decisão para seleção de projetos Lean Six Sigma baseado nos fatores críticos de sucesso e fracasso. Para tanto, com base na revisão da literatura, foram identificados os fatores críticos de sucesso e fracasso para seleção de projetos Lean Six Sigma. Em seguida, uma análise de dois métodos de tomada de decisão multicritério, PROMETHEE e ANP, foi realizada por meio da aplicação dos modelos em um portfólio de projetos de uma empresa multinacional de grande porte. Como resultado, houve assertividade de 95% na seleção dos melhores projetos do portfólio, comparado aos projetos executados pela empresa mostrando-se que os dois modelos são aderentes ao problema. Como resultado, é possível constatar que o PROMETHEE se mostrou mais assertivo, principalmente nas comparações quantitativas, tendo aplicabilidade tanto para decisões individuais quanto em grupos. O ANP, por fazer a análise de preferência dos critérios de forma pareada (utilizando a escala comparativa de Saaty) torna mais fácil seu em grupos grandes de decisores, porém a comparação utilizando a escala de Saaty dificulta a análise de critérios quantitativos, bem como para pequenos grupos ou em decisões individuais. / To define a decision-making process in the Lean Six Sigma projects’ choice, it is necessary to define the critical success factors (e. g., management involvement and commitment, understanding the tools and techniques of Lean Six Sigma methodologies), and critical failure factors (e. g., lack of management involvement, cultural change resistance, project management weakness, etc.). In this way, this work was conducted through the modeling method with the objective of proposing an adaptation of decision-making aid methods process to select Lean Six Sigma projects based on the critical success and critical failure factors. Therefore, based on the literature review, the critical success and critical failure factors for the selection of Lean Six Sigma projects were identified. An analysis of two multi-criteria decision-making methods, PROMETHEE and ANP, was performed through the application of the models in a project portfolio of a large multinational company, presenting 95% assertiveness in the selection of the best portfolio projects compared to the executed projects by the company, showing that the two models are adherent to the problem. In addition, PROMETHEE has been more assertive, mainly in quantitative comparisons, and the use of the method are applied for both individual and group decisions; the ANP, by doing the preference analysis of the criteria in pair-to-pair way, using the Saaty’s comparative scale, makes it easier in large groups of decision makers. However, the comparison using the Saaty scale makes it difficult to analyze quantitative criteria as well as small groups or in individual decisions