第一章以施奈德（Richard C. Snyder）等所創之﹁決策制訂模型﹂（Decision-Ma- king Model）為研究蘇聯決策制訂之指涉架構。並就﹁外交政策﹂之界定，探討外交 政策之研究途徑、目標、手段、權力基礎，以及國家利益和安全。再分析蘇聯之決策 制訂與執行架構，及影響其外交、軍事決策制訂與執行之機構。 第二章首先界定﹁戰術武器﹂一詞，再研究核子時代之戰略理論，如嚇阻理論、巨型 報復與彈性反應（全面之戰爭與有限戰爭）．．．．．．等攻擊與防衛之理論，並探 討對於蘇聯戰略武器時代之適用性，以及﹁贏得核子戰爭﹂之真實性為何。 第三章從國際層面，分析戰略武單競賽與管制之理論與實際。悉心研究自第二次世界 大戰後所曾試探解決國際上戰略武器競賽之各種裁減和管制方案，作為分析未來﹁戰 略武器管制﹂可行性研究的基礎 第四章就﹁共產主義意識型態﹂、﹁俄羅斯傳統﹂和﹁國家目標與行動綱領﹂，從理 論和實際並重的角度判斷外交政策之決策制訂和執行。 第五章軍事戰略理論、戰略兵力部署及其指揮結構。 第六章以美蘇﹁戰略武器管制談判﹂第一、二階段為個案，分析蘇聯對於戰略武器管 制、外交、軍事之政策制訂，以及未來戰略武器管制之展望。 結論

本論文在探究日本對中外交政策決策模式的體制變革，過去日本外交主要是受到美國外壓影響，外務省相對保持獨立性，而內閣官邸則受限於人員編制與派閥牽制，使得功能受限。2001年橋本行改實施後，大幅擴增了內閣府的人員編制，使得官邸主導外交成為可能，小泉純一郎善用了體制變革，形成以內閣府為中心展開對中外交的同時，日中關係卻因為其堅持參拜靖國神社陷入了僵局，2005年正值日中關係低盪時，小泉與胡錦濤開啟了第一次總合政策對話(戰略對話)，2006年安倍晉三上任後便以此平台為基礎，成功訪問中國，呼籲日中建立戰略互惠關係，強化兩國在政治、經濟層面的合作，雙方並在2008年福田時代簽訂了確立日中戰略互惠關係的政治文件，日中戰略互惠關係的架構也延續到民主黨政權的對中外交政策。本文以外交政策分析為出發點，嘗試藉由日中戰略互惠關係的案例，來了解日本外交決策模式中各行為者所扮演的角色。

Abstract in English, Afrikaans and Sesotho / The study was inspired by the global phenomenon of failure rates of outsourcing ventures; yet, the outsourcing value proposition of 3PL providers is promising and potentially lucrative. The approach of the outsourcing venture was thus investigated, specifically how to align and integrate outsourcing parameters appropriately at the inception of the outsourcing venture in order to attain the benefits brought about by the outsourcing decision over the projected life of the outsourcing venture. To this effect, a strategic decision-making model, with the objective of ascertaining optimal alignment and integration was developed. The model comprises a dualistic development followed by a methodological process path to operationalise the strategic decision-making model. A services continuum (development one) is established, which is a permutation matrix that classifies four aspects of importance (service type, category of 3PL provider, strategic alignment and investment), in order to align the aspects optimally and enable appropriate model application. The services continuum is a conglomeration of nine models:  a capabilities matrix for 3PL provider services;  a framework for evaluating the supply chain role of 3PL providers;  a mathematical model;  a supplier selection and evaluation process;  a presentation of the Hayes–Wheelwright framework;  an outsourcing variables differentiated model;  four categories of the 3PL providers model;  an estimated path model; and  a process integration via survey data collection model. The services continuum was extended for utilisation with risk management practices, and an outsourcing risk matrix (development two) was established. The enablement of the outsource risk matrix is an element review, consisting of three categories: collaboration and integrated planning systems; performance measurement; and broad-based black economic empowerment. The strategic decision-making methodology process path was developed as having three phases, which operationalise the strategic decision-making model. The research was primarily focussed on literature reviews, with the models classified according to the services continuum. To a lesser extent, the research focussed on primary data, which served as model application input specifically for application requirements related to Sasol. The study established a universally applicable strategic decision-making model, as well as the application of the model for Sasol’s outbound (final packaged product) supply chain. / Thuto e ile ya kgothaletswa ke tshebetso ya lefatshe mabapi le maemo a ho hloleha ha ho nyaolwa/ntshuwa ha diprojeke kgwebong; leha ho le jwalo, tlhahiso ya boleng ba ditshebeletso tsa 3PL e a tshepisa ebile e ka ba le hlahiso ya tjhelete e ngata. Ka tsela eo, mokgwa wa ho tswa kgwebong o ile wa phenyekollwa, haholoholo mabapi le ho tsamaisana le ho kenyelletsa maemo a ho ntshetsa pele maruo ka mokgwa o nepahetseng ha ho thehwa kgwebo ya ho ntshetsa pele ho fumana melemo e tliswang ke qeto ya ho ntshetsa pele ka bophelo ba morero wa ho nyaolwa kgwebong. Ka lebaka lena, ho ntshetswa pele mokgwa/motlolo o motle wa ho etsa diqeto, ka sepheo sa ho netefatsa hore ho na le boemo bo nepahetseng le ho kopanngwa ho tsitsitseng. Motlolo ona o na le ntshetso pele e habedi e latelwang ke tshebetso ya mokgwa wa ho kenya tshebetsong tsela ya ho nka diqeto. Tatellano ya ditshebeletso e tswelang pele (ntshetsopele ya pele) e a thehwa, e leng phethoho ya tikoloho e kgethollang dikarolo tse nne tsa bohlokwa (mofuta oa tshebeletso, mokga wa mofani wa 3PL, kemiso ya moralo le matsete), e le ho dumellana le dintlha ka tsela e nepahetseng le ho etsa hore ho sebediswe motlolo hantle. Ditshebeletso tse tswelang pele ke kopano ya dimotlolo tse robong:  bokgoni ba maemo a tikoloho bakeng sa ditshebeletso tsa bafani ba 3PL;  sebopeho sa ho hlahloba phepelo ya tatellano ya ho nka karolo ha bafani ba 3PL;  mokgwa/motlolo wa mathemathiks;  kgetho ya mofani le mokgwa wa o hlahloba;  tlhaloso ya moralo wa Hayes-Wheelwright;  mefuta e fapaneng ya ho nyaola dikarolo tse fapaneng;  ntho tse mene tsa bafani ba 3PL;  mohlala wa tsela ya dimotlolo; le  mokgwa wa ho kopanya ka mokgwa wa ho bokella lesedi la dipatlisiso. Dishebeletso tse tswelang pele di ile tsa atoloswa bakeng sa tshebediso ya mekgwa ya taolo ya dikotsi, mme maemo a tikoloho a kotsing ya boipheliso (ntlafatso ya bobeli) a thehwa. Ho kengwa tshebetsong ha kotsi ya maemo a tikoloho ke ntho e shejwang botjha e nang le mekga e meraro: mekgwa ya ho sebedisana le meralo e kopanetsweng; tekanyo ya tshebetso; le ho matlafatsa bofuma ba batho batsho lehlakoreng la moruo. Mokgwa wa ho etsa diqeto o ile wa ntlafatswa e le o nang le mekgahlelo e meraro, e sebetsang ka mokgwa o motle wa ho etsa diqeto. Phuputso e ne e lebisitswe haholo ditabeng tsa tlhahlobo ya dingodilweng, le dimotlolo tse kgethollwang ho latela ditshebeletso tse tswelang pele. Ho ya ka tekanyo e nyenyane, dipatlisiso di lebisitse tlhokomelong ya lesedi la mantlha, le neng le sebetsa e le mokgwa wa ho kenya letsoho bakeng sa ditlhoko tsa kopo tse amanang le Sasol. Phuputso ena e thehile mokgwa wa ho etsa diqeto tse amohelehang lefatsheng ka bophara, hammoho le ho sebediswa ha setshwantsho sa phepelo ya tlhahiso ya Sasol (thlahiso ya ho qetela). / Dié studie is deur die globale verskynsel van die falingstempo van uitkontrakteringsondernemings geïnspireer; ten spyte hiervan lyk die uitkontrakteringswaardevoorstel van 3PL-verskaffers belowend en is dit potensieel winsgewend. Die benadering wat die uitkontrakteringonderneming volg, is derhalwe ondersoek en in die besonder hoe om die uitkontrakteringparameters by die aanvang van die uitkontrakteringonderneming toepaslik in lyn te stel en te integreer om die voordele te benut van die uitkontrakteringsbesluit oor die geprojekteerde lewe van die uitkontrakteringsonderneming. ’n Strategiesebesluitnemingsmodel wat ten doel het om optimale inlynstelling en integrasie te verseker, is dus ontwikkel. Die model bestaan uit ’n dualistiese ontwikkeling, gevolg deur ’n metodologiese prosesbaan om die strategiese besluitnemingsmodel te operasionaliseer. ’n Dienstekontinuum (ontwikkeling een) is op die been gebring, wat ’n permutasiematriks is wat vier aspekte van belangrikheid (dienssoort, kategorie van die 3PL-verskaffer, strategiese inlynstelling en investering) klassifiseer, ten einde die aspekte optimaal in lyn te stel en toepaslike modeltoepassing moontlik te maak. Die dienstekontinuum bestaan uit ’n versameling van nege modelle:  ’n bekwaamheidsmatriks vir 3PL-diensverskafferdienste;  ’n raamwerk om die voorsieningskettingsrol van 3PL-verskaffers te evalueer;  ’n wiskundige model;  ’n verskafferseleksie en evalueringsproses;  ’n aanbieding van die Hayes-Wheelwright-raamwerk;  ’n uitkontrakteringsveranderlike-gedifferensieerde model;  vier kategorieë van die 3PL-verskaffersmodel;  ’n geraamde baanmodel; en  prosesintegrasie deur middel van ’n ondersoekdata-insamelingsmodel. Die dienstekontinuum is uitgebrei vir gebruik by risikobestuurspraktyke en ’n uitkontrakteringrisikomatriks (ontwikkeling twee) is op die been gebring. Die bemagtiging van die uitkontrakteringsrisikomatriks is ’n elementhersiening, wat uit drie kategorieë bestaan: samewerkings- en geïntegreerdebeplanningstelsels; prestasiemeting; en breë swart ekonomiese bemagtiging. Die strategiese besluitnemingsmetodologieprosesbaan is met drie fases ontwikkel, wat die strategiese besluitnemingsmodel operasionaliseer. Die navorsing het hoofsaaklik op literatuuroorsigte gefokus, met die modelle wat volgens die dienstekontinuum geklassifiseer is. Die navorsing het in ’n mindere mata op die primêre data gekonsentreer, wat as die modeltoepassingsinset gedien het, in die besonder vir die toepassingsvereistes wat op Sasol betrekking het. Die studie het ’n universele, toepaslike strategiesebesluitnemingsmodel daargestel, asook die aanwending van die model op Sasol se uitgaande voorsieningsketting (finaal verpakte produk). / Business Management / D. Phil. (Management Studies)

In March 2018 the European Commission published the Action Plan on Financing Sustainable Growth. One of the main objectives with the actions presented in the action plan is to reorient capital flows towards sustainable investments, i.e. to influence more investors to invest sustainably. The action plan was followed by three proposals for transparency regulation regarding an EU taxonomy on sustainability, sustainability benchmarks and sustainability disclosures. Furthermore, the action plan included actions regarding two other transparency measures – sustainability labels and sustainability ratings. The first purpose of the thesis is to investigate if transparency regulation in the EU can be used as a tool to influence investors to choose sustainable investment funds. One of the main aims of the actions presented in the Action Plan on Financing Sustainable Growth, as well as the accompanying regulation proposals, is to reorient capital flows towards sustainable investments, i.e. to influence more investors to invest sustainably. In light of this, the Commission’s three proposed transparency regulations, as well as the concept of sustainability labels and ratings, are used as a basis for the investigation. The second purpose of the thesis is therefore to critically review the three regulation proposals and the concept of sustainability labels and ratings in order to gain an understanding of how different transparency measures can influence investors to choose sustainable investment funds. The transparency regulations and measures are analysed and critically reviewed in light of their objective to influence more investors to invest sustainably. A behavioural economics perspective, as well as consumer behaviour theories and decision-making models, are applied in order to analyse the transparency regulations and measures from an external perspective. Based on the analysis there are many indicators that transparency regulation can be used as a tool to influence investors to choose sustainable investment funds. However, to what extent transparency regulation can influence investor behaviour varies depending on which transparency measures are used and how they are designed. Sustainability benchmarks seem to have the least potential to influence investor behaviour, while the EU taxonomy on sustainability and sustainability labels seem to have the best potential to influence investor behaviour.