Background and problems: The research field of performance management and measurement has primarily focused on financial aspects for a long time, with measurement being the focus. Performance management systems integrate both the aspects of control and measurement, resulting in a broad research area. The lack of research combined regarding the role of the staff manager within the system creates a gap that needs to be explored. Purpose: The purpose of the study is to make a theoretical contribution to the field of performance management systems. The contribution is to examine the role of the staff manager in an implemented performance management system and the achievement of organizational goals. Method: To fulfill the purpose, a qualitative research method with an abductive research approach was used. The study is a case study conducted at Handelsbanken, where the empirical data collection is based on six semi-structured interviews and an internal document.    Conclusion: The role of the staff manager is crucial and more central than previously believed in effectively using a performance management system and achieving organizational goals. By communicating the mission and vision and linking them to the employees' daily work, the system can be efficiently utilized. Daily work is monitored through evaluations, which serve as a fundamental control mechanism in the system.  By strengthening the alignment between employees and the organization, it can result in more desirable organizational outcomes. This can be achieved through a clearer reward system and linking the employees' daily work to the achievement of office goals.

The primary goal of this study was to identify key success factors for the management of a conference centre in South Africa. This goal was achieved by firstly portraying an overview of the conference industry in South Africa. Secondly, a literature study was conducted in order to determine the aspects in the literature that are regarded as of vital importance in managing a conference centre. Thirdly, the results of the empirical research were discussed. Lastly, conclusions were drawn from the research and recommendations were made with regard to further research. From the literature study, aspects of strategic management, financial management, marketing management, human resource management and management of operational aspects were identified as being important in the management of a conference centre. These aspects were used to compile a questionnaire. The objective of the questionnaire was to measure the importance that conference centre managers attach to the identified elements. Questionnaires were e-mailed to 250 conference centres. A total of 100 questionnaires were received back. The study population consisted of a database as compiled by the researcher from the Direct Access Conference Handbook (2004) and the Africa Conference Directory (2006/7). Questionnaires were also handed out personally to exhibitors at the INDABA Tourism Exhibition (2006). From the responses to the questionnaire it can be deduced that conference centre managers regard the aspects of strategic management, financial management, marketing management, human resource management and management of operational details as important to very important. A factor analysis was done to determine the key success factors in managing a conference centre. The following factors were identified, namely to: • Provide a conference centre with a functional layout and the correct variety of activities; • perform marketing management; • ensure that operational aspects are in place; • do proper planning; • provide an attractive venue and conduct a post-conference evaluation; and • perform human resource management. Conference centre managers have to apply the above-mentioned key success factors to ensure that the conference centre is successful over the longterm. / Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

企業組織於快速變動且競爭激烈的環境下，為了發展相對應之競爭策略及競爭行動時，必須將動態環境當作考量之重要因素。本研究以特力集團為研究個案，藉由AMC動態競爭模型中之三項動態競爭因子：競爭察覺（Awareness）、競爭動機（Motivation）和競爭能力（Capability），探討台灣零售業廠商如何因應動態環境與其經營策略走向。並延伸動態能耐觀點，瞭解組織在該其中如何調整內外部資源結構，以建構持續之競爭優勢，從而分析特力集團長期穩定獲利之關鍵成功因素。 特力集團因應環境變遷，持續調整經營策略和動態競爭的行為模式，並從中累積動態能耐，取得「國際化運籌佈局」、「生活型態先驅」和「全方位通路佈局」等三個競爭優勢。本研究並發現，依據競爭環境、經營策略，以及執行實務的不同限制與變因，台灣地區零售業的關鍵成功因素亦有其不同之適用性。在相對較為成熟的零售產業中，「供應鏈管理」是主要競爭力關鍵。而「行銷能力」和「品牌形象」能最直接接觸到消費者。另外，在「人力資源」和「資訊化」的部分，將依據產業類型和科技發展，持續精進不同人才需求和資訊流程內容。而朝「顧客導向」之趨勢發展，是零售業於動態環境中持續成長的最關鍵成功因素。

<p>Predmet istraživanja ovog rada je ambijent ekonomije znanja i<br />poslovanje malih i srednjih preduzeća u tom ambijentu. Problem<br />istraživanja je analiza faktora koji utiču na uspešnost malih i<br />srednjih preduzeća. Cilj istraživanja je da se utvrde ključni faktori<br />uspešnosti malih i srednjih preduzeća u Srbiji kako bi se<br />definisale mere za povećanje konkurentnosti ovog sektora i razvio<br />model upravljanja malim i srednjim preduzećima u ekonomiji znanja na<br />bazi ključnih faktora uspešnosti. Vrednost dobijenih rezultata<br />proističe iz cilja istraživanja u okviru ove disertacije, koji u širem<br />smislu podrazumeva pružanje informacija naučnoj i stručnoj javnosti<br />koje mogu doprineti daljem razvoju sektora MSP i boljem upravljanju<br />na bazi ključnih faktora uspešnosti.</p> / <p>The subject of this work is the environment of the knowledge economy and<br />the business of small and medium enterprises in this environment. The<br />problem of this research is to analyze the factors affecting the performance<br />of small and medium-sized enterprises. The aim of the research is to identify<br />the key success factors of small and medium-sized enterprises in Serbia in<br />order to define measures to increase the competitiveness of the sector and<br />developed a model of management of small and medium enterprises in the<br />knowledge economy based on the key factors of success. The value of the<br />results of this study arises from the research objectives within the framework<br />of this thesis, which in a broader sense means providing information to the<br />scientific and professional community that can contribute to the further<br />development of the SME sector and better management of SMEs on the<br />basis of the key success factors</p>

本研究旨在瞭解台灣有線電視推動數位化關鍵成功因素，首先提出有線電視數位化之困境與問題，建構有線電視數位化應有之關鍵成功因素之指標項目，並透過層級分析法（AHP）之權重分數配比提出良好之關鍵成功因素，以提供本研究結果與建議提供政府單位與相關業者應用與參考。研究方法以文獻分析法、深度訪談、修正式德菲法及層級分析法作為主要研究方式。 文獻分析法主要是蒐集有線電視產業相關中英文學術期刊、相關研究案、論文等資料加以分析；而深度訪談利用分層抽樣與立意抽樣挑選多系統經營者（MSO）、獨立系統經營者及政府單位三大類別共8位具代表性之經營管理者進行訪談；為求AHP更為嚴謹，特別採用修正式德菲法將問卷寄發給15位學者專家代表，針對各項意見進行分析統整並歸納而編製下次問卷，藉此取得共識；層級分析法主要是羅列出有線電視數位化需要決策之問題及相關因素，而後建立其具有相互關係之層級架構並進行信度與效度之檢定。 本研究經過上述研究法得到下列結論：各層面相對權重以技術創新面（43.9％）為首，其次為政策法規面（39.4%）而行銷策略面（16.7%）最低。針對技術創新面研究建議包括：1.公司領導者對有線電視數位化之決心；2.長期營運之資金需求之建議；3.開發高畫質電視（HD）服務之決心；4.數位節目版權費用支出應為列為重要投資項目。而行銷策略面研究建議包括：1.必頇提供更多優質數位頻道給消費者；2.提供民眾免費或低價之數位機上盒為考量方向；3.提供免付費的數位加值應用服務作為誘因。針對政策法規面研究建議：1.政府優先確立關閉類比頻道時程；2.建立有線電視數位化國家級政策；3.研擬收費標準與費率審議政策；4.經營區之調整或重新劃定。 / This study is to research the main success factors of digitization of cable television in Taiwan. At first, this study addresses the current dilemma of digtial cable TV. Also, the study constructs the key success indicators of digital cable TV. Moreover, the study adopts the Analytic Hierarchy Process ( AHP) in order to provide the key success factors to the government agencies and related industry for application and reference.This study introduces the document method, the in-depth interview, fixed Delphi method, and AHP for the main research methods. The docunment method is to collect cable television related academic journals, research projects and thesis. Depth interviews apply stratified and purposive sampling to choose multi-system operators (MSO), independent system operators and government agencies as the three main groups, totally eight representative managers for interview. For the AHP result more rigorous propose, the study adopts fixed Delphi method for sending questionnaire to fifteen scholars, and to analyze, integrate and conclude all the opinions in order to compose the second questionnaire for more consensus. The AHP lists the problems or related factors of digitizing cable TV, then built hierarchical structure with mutual relation and processes reliability and validity statistical analysis. This study can conclude to the following results by the above research methods: the most important factor is the technical innovation(43.9%), second is about the government policies (39.4%), and marketing strategy is the lowest(16.7%) priority. Furthermore, suggestions for the technical innovation include: 1. CEO's determination for cable television digitization; 2. Suggestions of Long term Financial plan. 3. Resolution of developing high-definition (HD) digital service; 4. Digital program copyright cost should be listed as important investment. Suggestions for the marketing strategy include: 1. Offer more high quality digital channels for consumers; 2. Offer audience more low price or free television box; 3. Offer free value-added service as incentives. For government policy suggestions: 1. Government should set a timetable about closing the analog channel; 2.Build national digital cable television regulations; 3. Construct fee standard and rate review regulation; 4.Rezone or revise the cable operators' service area.

Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

This study explores the application of wireless local area network (WLAN) in mobile learning. Although still in its infancy, Taiwan¡¦s government has devoted much resource on mobile learning as the extention of e-Taiwan project. National museums are among the key projects where the effectiveness of mobile learning can be soundly demonstrated. Taking national museums as observing objects, this study examines whether museum visitors appreciate WLAN environment within which personal digital assistants (PDA) operate as mobile educational tools. It further explores the key success factors that leads to successful deployment of mobile learning system. The researcher conducted a two-wave survey, firstly on museum visiters then on museum and e-learning experts for data gathering. Using analytical hierarchy process (AHP) as the research method, this study filters out the priority setting of those six categories as follows according to their significance: learning content, network connection, interface design, mareking and promotion, and business model. It also shows that the priority setting might change as a matter of time. As far as implication for education is concerned, the study suggests that, in the learning space of museum, PDA equipped with WLAN proves to be an appropriate mobile learning tool, notably useful in conducting blending learning and self-directed learning. Such finding should contribute to the understanding and further deployment of mobile learning activities in the context of museums. Keywords: wireless local area network (WLAN), mobile learning, blending learning, self-directed learning, personal digital assistant (PDA), fuzzy analytical hierarchy process (FAHP), key success factors, museum

The objective of the current study is to explore and identify the Critical Success Factors (CSFs), which impact upon the effective implementation of Human Resource Development (HRD) initiatives in support of nationalisation, and to recommend a model for practical application and future research. Accordingly the study focused on identifying and analysing the various factors in the localisation of a workforce with regard to five broad categories, namely: national level factors, organisational (policies and practices related) factors, organisational (HR related) factors, individual level (expatriate and experienced staff related) factors and individual level (UAE national related) factors. The data for the study was collected using both qualitative and quantitative methods. Qualitative methods were used to develop an in-depth case study of the Emiratisation process in an oil and gas organisation, as well as for identifying the critical success factors to be included in the survey questionnaire for collecting the quantitative data. The results of the study indicated that the critical success factors identified in the study are part of a complicated reality and need to be managed to ensure success of the localisation of a workforce. The mean scores obtained on the various factors differed significantly across the organisations or sub groups of respondents used in the study. This indicates that the impact of various factors that facilitate or constrain the localisation efforts are highly contextual and organisation specific. The findings of the study revealed valuable insights that could enrich not only future research in the area, but also the practical application of HR tools and methods to support the localisation process. The current study also developed a model for practical application and future research in the area. The model identified the role of HR strategies and tools as critical for managing the CSFs and ensuring the success of the process of localisation. The model developed in the current study also emphasises the need to define the 'success' of localisation in much broader terms, by addressing complex issues such as, employee morale and motivation, expectations of all employees, including expatriates and so forth, rather than just focusing on the number of UAE nationals employed and their competencies. The current study also identified some of the limitations of the study and highlighted suggestions for future research.

The primary goal of this study was to identify key success factors for the management of a conference centre in South Africa. This goal was achieved by firstly portraying an overview of the conference industry in South Africa. Secondly, a literature study was conducted in order to determine the aspects in the literature that are regarded as of vital importance in managing a conference centre. Thirdly, the results of the empirical research were discussed. Lastly, conclusions were drawn from the research and recommendations were made with regard to further research. From the literature study, aspects of strategic management, financial management, marketing management, human resource management and management of operational aspects were identified as being important in the management of a conference centre. These aspects were used to compile a questionnaire. The objective of the questionnaire was to measure the importance that conference centre managers attach to the identified elements. Questionnaires were e-mailed to 250 conference centres. A total of 100 questionnaires were received back. The study population consisted of a database as compiled by the researcher from the Direct Access Conference Handbook (2004) and the Africa Conference Directory (2006/7). Questionnaires were also handed out personally to exhibitors at the INDABA Tourism Exhibition (2006). From the responses to the questionnaire it can be deduced that conference centre managers regard the aspects of strategic management, financial management, marketing management, human resource management and management of operational details as important to very important. A factor analysis was done to determine the key success factors in managing a conference centre. The following factors were identified, namely to: • Provide a conference centre with a functional layout and the correct variety of activities; • perform marketing management; • ensure that operational aspects are in place; • do proper planning; • provide an attractive venue and conduct a post-conference evaluation; and • perform human resource management. Conference centre managers have to apply the above-mentioned key success factors to ensure that the conference centre is successful over the longterm. / Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

Cette thèse se propose de contribuer à la compréhension de la problématique générale de la performance, ceci par l’exploration du contenu de la vision stratégique appliquée au contexte des propriétaires-dirigeants de PME. Notre thèse émerge ainsi des observations du terrain et de son évolution, notamment les difficultés rencontrées par certaines PME pour survivre et à contrario les facteurs favorisants la réussite et la performance de certaines d’entre elles. Cette recherche s’articule ainsi autour d’un processus continu d’aller-retour entre la littérature et le terrain. Les PME représentent un des terreaux les plus propices à la recherche sur le concept de vision stratégique et sa relation à la performance. La revue de littérature fait en effet apparaitre le propriétaire-dirigeant, qualifié d’entrepreneur, comme un facteur central dans l’explication de la performance de son entreprise. Nous proposons ici une approche cognitive de la performance, approche que nous illustrons au travers des représentations de propriétaires-dirigeants de PME de leur performance. Ainsi, nous nous intéressons aux contenus des représentations véhiculées par les propriétaires-dirigeants de PME, la conception de la performance dans leur vision stratégique. Cette représentation se compose de structures émergentes des concepts reliés entre eux à l’intérieur de ces représentations. En ce sens, nous partons du principe qu’un concept ne prend vraiment sa signification que dans ses relations avec d’autres. La thèse présente son projet en termes de problématique et de méthodologie, au travers d’un processus de collecte de données, par entretiens en profondeur, sur 9 PME performantes primées à plusieurs reprises. A cet effet, nous avons utilisé la méthodologie de la cartographie cognitive qui permet d’analyser la vision stratégique comme un réseau de concepts dans une dynamique des relations les liants. Le traitement et l’analyse des données récoltées nous conduisent à proposer un modèle de lecture cognitive de la performance adapté au contexte des propriétaires-dirigeants de PME. La performance apparait comme un concept multidimensionnel, hiérarchique et dialogique. En effet dans sa PME le propriétaire-dirigeant doit faire des arbitrages entre les différents objectifs et les intérêts multiples des différents acteurs. Enfin, l’étude démontre une importance avérée aux ressources humaines et à l’ancrage territorial de son entreprise. / This thesis aims to contribute to the understanding of the general issue of performance, this by exploring the contents of the strategic vision applied to the context of SME owner-managers. Our thesis emerges from field observations and its evolution, the difficulties of some of SMEs to survive and conversely the contributing factors of success and the performance of some of them. Thus, this research revolves around an ongoing go-return process between literature and results of our field research. Concretely, we find in the SMEs one of the more conducive soils to research on the concept of strategic vision and its relationship to performance. Indeed, the owner-manager, Often described as an entrepreneur, holds in his SME a central predominant position and is one of the major internal factors to consider. Here we propose a cognitive approach to performance, we illustrate that approach through representations of owner-managers of SMEs performance. Thus, we focus on the content of the representations conveyed by the owner-managers of SMEs, the performance conception in their strategic vision, this representation consists of a emerging structures of concepts interconnected within these representations. In this sense, we assume that a concept really takes its meaning only in its relations with others. The thesis presents its problematic and methodological project, through in-depth interviews of nine performing SMEs (award winning repeatedly). To this end, we used the methodology of cognitive mapping that can analyze the strategic vision as a network of concepts in a dynamic relationship. The processing and analysis of collected data lead us to propose a model of cognitive reading of performanceadapted to the context of SME owner-managers. The performance appears as a multidimensional concept, hierarchical, and dialogical. Indeed, in its SME, the owner-manager must make trade-offs between different objectives and different interests of different stakeholders. Finally, the study demonstrates proven importance to human resources and territorial anchorage of its business.