This thesis studies seven strategic decisions made in the family-owned forestry company Robertsfors AB, in Northern Sweden. During the present century Ro­bertsfors AB has developed from a patriarchally concern controlled into a capi­talistic industrial company. This also meant a radical change in the decision­making process. Two factors were decisive in this process: the managing direc­tor's values, and altered power relationships both within the company and exter­nally in relation to e g state and municipal authorities and labour market organi­zations. The patriarchal Seth M Kempe, managing director 1897-1927, placed greater value on the company's independence than on profitability, and he personally, after discussions with the production manager, made the strategic decisions to build a sulphite mill in 1902 and not to build a sulphate mill in 1918. He also had no confidence in outside experts. Maximum profits on paid up capital, quick decisions and delegation of re­sponsibility were the marks of the years 1928-1947, when Seth M Kempe's son Erik was managing director. The strategic decision to close down the sawmill in 1935 was made by the company board, while he himself made the decisions early in the 1940's to produce sulphite alcohol and to establish an impregnation works, and finally to close down the sulphite mill in 1948. Responsibility for the community and the company's work force increased in importance during the years 1948-1968, when Erik's brother Ragnar was man­aging director. Now the board once again had real power. Decision-making was based on negotiation and compromise between management, the board, union organizations and state authorities — which is reflected in the strategic decision of 1967 to rebuild the foundry. / digitalisering@umu

Made available in DSpace on 2014-12-17T14:36:53Z (GMT). No. of bitstreams: 1 PauleanySM.pdf: 990412 bytes, checksum: 4b156fb8f84bd8e0bcc018bce369242e (MD5) Previous issue date: 2006-12-19 / This study board the FUNDEF social control council implementation in Parnamirim/RN city, concerning their representatives participation in the accompaniment (decision power) in resort, in front of governmental politics of decentralization, unleashed in 90?s, seen in decentralization process needs the society participation in decisions of educative institutions and represent an efficient way of solve the problems difficult the educational management actions. For this, the council creation of Brazil manager configure, since the 80?s, detaching, and the single characterizing, in actual context. The objective is raise pertinent questions of thematic of representatives members participation of collegiate organs, evidencing the decision power of these, in public resource control. The theory-methodological referential the literature treat the participation and power decision of FUNDEF social control decision, such as politics directrix that rules this council. It utilizes as proceeding of collecting data the semi-structured interview and analyze of meeting register to understand the empirics of council implantation in this city, in view of that the electoral process configured in 2003, showed as a innovation, because the counselor is indicated by the local public power representatives (in this case the education municipal secretary). The research result show the representatives have difficult, to accompany the FUNDEF resources amount, particularly in concern in the financial resources (ratio) over plus. Finally, emphasize the importance of democratization in the relations between the state and civil society, elucidating and exciting reflections a: democratic participation in control of public recourses for education, educational management and civil society mobilization in access of public and cultural cash which the citizen has rights / Este estudo aborda a implementa??o do Conselho de Controle Social do FUNDEF no Munic?pio de Parnamirim/RN, no que concerne ? participa??o dos seus representantes no acompanhamento (poder de decis?o) dos recursos, diante da pol?tica governamental de descentraliza??o, desencadeada na d?cada de 1990, visto que o processo de descentraliza??o requer a participa??o da sociedade nas decis?es no interior das institui??es educativas e representa o modo mais eficiente de encaminhar os problemas que dificultam as a??es da gest?o educacional. Para isso, configurou-se a cria??o dos Conselhos gestores no Brasil, a partir da d?cada de 1980, destacando-se, as suas caracter?sticas peculiares, contextualizadas. Tem o intuito de suscitar quest?es pertinentes ? tem?tica da participa??o de membros representativos de ?rg?os colegiados, evidenciando o poder de decis?o desses, no controle dos recursos p?blicos. Tomou como referencial te?rico-metodol?gico a literatura que trata da participa??o e poder de decis?o do Conselho de Controle Social do FUNDEF, bem como as diretrizes pol?ticas que regulamentam o referido Conselho. Utiliza como procedimento de coleta de dados a entrevista semi-estruturada e an?lise das Atas de reuni?es para compreender os aspectos emp?ricos da implanta??o do Conselho no citado Munic?pio, tendo em vista que o processo eleitoral configurado no ano de 2003, apresenta-se como uma inova??o, pois os conselheiros s?o indicados pelos representantes do Poder P?blico local (no caso a Secret?ria Municipal de Educa??o). Os resultados da pesquisa indicam que os representantes sentem dificuldades, em acompanhar o montante de recursos do FUNDEF, particularmente no que concerne ?s sobras financeiras de recursos (rateio). Por fim, enfatiza a import?ncia da democratiza??o das rela??es entre o Estado e a sociedade civil, elucidando e suscitando reflex?es como: participa??o democr?tica no controle dos recursos p?blicos para educa??o, gest?o educacional e mobiliza??o da sociedade civil no acesso aos bens p?blicos e culturais aos quais o cidad?o tem direito

This thesis explores the role and effectiveness of police authorities in connecting policing and the citizen and in increasing the citizen's involvement in the delivery of their policing service. The thesis examines: police authorities in the context of citizenship and in relation to accountability; and whether the operational function of law enforcement, the original charge of Keeping the Kings Peace and policing by consent - can work homogenously within a system characterised by both active and passive citizenry. Individual chapters discuss whether police authorities have sufficient power, whether the home secretary and chief constable have too much power, and the propensity of police authorities to demand answers and call the police service to account. As history shows, it is possible to have a police service carrying out policing functions in the absence of a police authority performing a scrutiny function; but it would be impossible to have a police authority without a police service. Therefore, the thesis argues that the added value, the relevance and the effectiveness of police authorities needs to be unambiguous.

身為供應商，服務一個開始國際化的客戶是其企業成長的重要契機，為了因應客戶海外設廠，廠商面臨不得不跨出母國市場的壓力。臺灣過去是全球許多資訊產品的生產重鎮，但近年來許多廠商開始進行海外直接投資，將生產線移至亞洲(如中國大陸、越南等)、北美(墨西哥)或歐洲(捷克)等國家，臺灣的供應商開始感受到客戶外移的壓力，中心廠將生產基地外移，連帶促使其上游產業也陸續跟隨其客戶至一起至海外進行投資，在考量組織資源與客戶服務的天平上，供應商在此議題必須做出重要的抉擇。是該在當地設立完整價值活動的子公司，還是以出口方式來服務？是否存在其它折衷的策略選項？不跟隨客戶進行國際化，可能因無法維繫買賣關係而喪失該客戶，跟隨客戶國際化，又面臨到環境的不確定性及跨國營運的挑戰，企業需要尋求可以兼顧客戶關係與維持原有優勢的營運方式，同樣面臨客戶在海外設廠的情境，為何供應商在價值活動的國際化上會有不同的決策？對於製造業的供應商而言，營運活動之佈局尚未獲得完整解答，因此，本論文探討之研究問題包括：(一)當母國客戶在海外設立製造據點時，供應商的國際化跟隨策略為何？(二)當母國客戶在海外設立製造據點時，供應商價值活動的跟隨決策受到哪些因素的影響？ 本研究以供應商為研究對象，與客戶接觸之價值活動為分析單位，針對研究問題一，透過個案研究，本研究探究國際化跟隨策略之內涵，發現「價值活動之地理位置」與「價值活動之決策權」為跟隨策略之兩個重要構面。針對研究問題二，透過問卷調查，本研究證實跟隨決策之影響因素：供應商對客戶的依賴關係會增加供應商決策權外移程度；供應商內部作業鑲嵌程度愈高時會促使廠商採取價值活動留在母國；客戶集權程度愈高時，供應商之價值活動與決策權均傾向留在母國；價值活動與客戶海外據點之知識與決策鑲嵌程度，會促使供應商將價值活動與決策權均移往地主國。 本研究從個案資料及組織間關係的依賴、同形及鑲嵌觀點等理論觀點，以供應商之主要客戶海外設廠為主要研究情境，探討供應商之國際化跟隨策略內涵與影響因素，並進行理論意義與實務意涵之討論。 / As a supplier, serving an international customer is a key opportunity of growth. Taiwan was a major manufacturing country of many electronic products in the world in the past. But in recent years, many firms, for cost or service concern, start to move their production lines to China, Vietnam, Mexico, Czech Republic, etc. The suppliers of these firms face pressures from customer migrations. By exporting to serve the customer in the host country, the buyer-seller relationship can not be well-kept. By Setting up a completed value activities subsidiary, the suppler face the uncertainties and challenges of cross-border operations. To or not to go, it’s an important decision the supplier must make. Furthermore, facing the same situation, customer’s FDI, why firms chose different strategies？ This paper considers both inter and intro organizational interactions to discuss this issue. Two research questions are investigated. First, to quickly respond to the key customer’s demand in the host country, what is supplier’s customer-driven internationalization strategy? Second, what factors would affect supplier’s customer-driven internationalization strategy. In other words, this research aims to explore the influential factors abut a supplier’s internationalization strategies to service home customer’s demand in the host country. This study takes the view of a supplier, who faces the key customer set up manufacture unit in host country. In order to explore the issues, this study adopted two study researches. At first, this study took 7 case studies form 6 companies to confirm the decision dimensions of internationalization strategies. We found that the locations of activities and the degree of decision power are two important dimensions of supplier’s internationalization strategies. Secondly, according to survey results from 103 suppliers in Taiwan, the findings include below. (1) Positive relationship between suppliers’ dependency and decision power in the host country. (2) The higher internal-embeddedness of the activities, the higher possibilities the location of the activities would located in the home country. (3) Negative relationship between customer’s decision centrality and decision power in the host country. Also negative relationship between customer’s decision centrality and the possibility the location of the activity would located in the home country. (4) The higher external-embeddedness of the activity, the higher possibilities the location of the activity would located in the host country. Also positive relationship between external-embeddedness and decision power in the host country.