Purpose: There is an increasing interest in sustainability, literature testifies that more and more customers are requesting sustainable products. This increasing request impacts companies that are therefore forced not only to provide sustainable alternatives but also turn their business into a more sustainable one. Due to the relatively newness of this topic there is a need to investigate how sustainable marketing strategies impact companies in the business-to-business sector. This paper is a single case study that presents how an international business-to business company is implementing sustainable marketing strategies, in their process to build a circular economy company. This research aims to describe how sustainable marketing strategies affect the implementation process of a B2B company who is moving towards a circular economy business model. Design/methodology/approach: The study has been conducted using a single case study, employing an abductive approach. Semi-structured interviews, observations, documentation and field notes were collected in a large B2B company in Sweden. Findings: The following challenges have been found to affect the implementation process of sustainable marketing strategies: terminology, communication channels, price strategy, culture, greenwashing, lack of performance measurement, lack of managerial involvement, lack of rewarding system, long decision process, poor use of cross-functional teams, lack of a clear plan, marketing strategies, proactive vs reactive. Originality/value: Since sustainability has been studied mainly in the business-to-consumer sector, this paper contributes to the existing literature because it provides an overview on how an international business-to-business company implements sustainable marketing strategies. Furthermore, the study also brings up the challenges that obstacles the implementation, giving useful insights to companies that would like to approach sustainability more or are in the process of implementing sustainability. Additionally, this paper highlights the importance of involving management and employees around the world and creating a single coherent understanding of sustainability in order to reflect such cohesiveness also in the marketing strategy. Paper type: Single case study.

Small and medium sized enterprises (SMEs) are being seen by governments, increasingly, as important engines of economic growth. They are viewed as sources of innovation and employment creation. Technology innovative SME’s commercialization strategy often includes forming a partnership with a large company (LCO). This is because what the SME lacks in terms of market links, marketing and distribution channels, the LCO can often provide. LCOs, on the other hand, need to be innovative in order to survive in a dynamic and ever changing business environment. LCOs are therefore open to new ideas, being in the form of knowledge and capabilities. The reality is, however, that many partnerships fail. For an SME whose growth is dependant on a partnership with an LCO, understanding how it can influence the partnership such that it will result in success is critically important. This research sets out to gain a better understanding of this topic. Research Problem Technology innovative businesses operate in the knowledge economy where the one sure source of competitive advantage is knowledge (Takeuchi and Nonaka, 2004). However, knowledge is a high risk commodity and can be easily appropriated by an opportunistic company. A major risk in collaboration is that the partners can gain access to the knowledge and skills of the company (Littler et al, 1995) – this is termed knowledge spillover. Where this is unintentional, it can result in the company exposing its knowledge and skills being made very vulnerable. Furthermore, the high rate of partnership failure is attributed to a lack of cooperation and the opportunistic behaviour of partners (Das et al, 1998). It is important, therefore, for SMEs wishing to partner with an LCO, to understand both what attracts the LCO to partner with them in the first instance, as well as what safeguards need to be in place to protect themselves against possible opportunistic behaviour by the LCO. Methodology A sample of 43 technology innovative SMEs was interviewed by means of a structured questionnaire. The frequencies of the variables were analysed and compared with findings in the literature. In order to improve the variation of the dichotomous responses, the independent variables were compounded into the following variables: competencies, ability capabilities, awareness capabilities, formal safeguards and informal safeguards. The relationship between the number/level of competencies and capabilities and partnership success was determined, as well as the influence of formal and/or informal safeguards on this relationship. Backward conditional logistic regression was performed on the compounded variables in order to determine which model best fitted the data, in other words which predictors most affected partnership success. To better understand the negative relationship between ability capabilities and perceived partnership success, as well as the positive relationship between awareness capabilities and perceived partnership success, cross tabulations were performed on all the individual items to determine the Phi Square. An explanation was provided for those items that proved to be statistically significant. Because of the small sample used for this quantitative study and in order to verify the major findings, four case studies were conducted on SMEs that had participated in the original survey. The findings of the survey were then compared with the findings of the case studies. Main findings The main findings from the survey were the following: 1. SMEs’ abilities rather than their competencies, appeared to influence the success of the partnership 2. the more ability capabilities an SME had, the lower the perceived success of the partnership. This was influenced by where the SME had developed its own IP; and where the SME had segmented is potential market in accordance with Moore’s (1999) market segmentation strategy for hi-tech products 3. a positive relationship between awareness capability and partnership success was influenced by the SME having an understanding of the LCO’s SWOT, but this same relationship was negatively affected by the LCO preferring to enter into a JV with another LCO when sourcing technology 4. the relationships listed in items 2 and 3 above were influenced by safeguards, namely: 4.1 the greater the number of safeguards (formal and informal) that were put in place, the more positive will be the relationship between increasing numbers of awareness capabilities and the perceived success of the partnership 4.2 the greater the number of safeguards (formal and informal) that were put in place, the less negative will be the relationship between increasing numbers of ability capabilities, and the perceived success of the partnership 4.3 formal safeguards were more effective at moderating the relationship between capabilities and partnership success than informal safeguards The main findings from the case studies were as follows: 1. having ability capabilities, awareness capabilities and competencies was associated with high levels of partnership success (not in support of the survey findings) 2. above average levels of capabilities/competencies were associated with low levels of partnership success (in support of the survey findings) 3. there is a positive relationship between the level of safeguards and the association between capabilities/competencies and partnership success (in support of survey findings) 4. both formal and informal safeguards are important in ensuring a positive association between capabilities/competencies and partnership success (not in support of survey findings). In conclusion, the findings from the case studies did indeed validate some of the findings of the survey, namely, in the absence of safeguards, above average levels of capabilities/competencies are associated with low levels of partnership success; and there is a positive relationship between the level of safeguards and the association between capabilities/competencies and partnership success. / Thesis (PhD (Technology Management))--University of Pretoria, 2007. / Graduate School of Technology Management (GSTM) / PhD / unrestricted

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2015-08-05T15:10:38Z No. of bitstreams: 1 Rodolfo Ribeiro da Silva.pdf: 1940672 bytes, checksum: 9a877a97bb8521458b6a4c0ca8528a26 (MD5) / Made available in DSpace on 2015-08-05T15:10:38Z (GMT). No. of bitstreams: 1 Rodolfo Ribeiro da Silva.pdf: 1940672 bytes, checksum: 9a877a97bb8521458b6a4c0ca8528a26 (MD5) Previous issue date: 2015-02-23 / Knowledge Management (KM) has been understood by academics and executives as a critical factor for the organizations success, which indicates the need to progress in research on the subject. However, the evaluation of knowledge management is still one of the hardest activities for companies, being part of this complexity explained by the fact that knowledge is an intangible asset, making it difficult to review in terms of processes and results. From the 90s, maturity models have been created to indicate the company KM level. Through the evaluation of a number of factors, maturity models enable organizations to enhance their KM processes and therefore improve their results in this management area. Although they are found in the literature different knowledge management maturity models, has not met a refinement on the various factors that make up the KM relate. So the question that this research sought to answer was: Are there relationship between the constructs that make up a knowledge management maturity model? Therefore, the aim of this study was to identify the relationship between the constructs of a knowledge management maturity model in a large company, from the perception of its employees. This research used the model proposed by Oliveira and Pedron (2014). According to this model, the KM maturity in a company is evaluated in five levels (from zero to four) by measuring four key factors, which are: internal context, external context, content and process. The study is quantitative, having a survey was conducted. The data collection instrument was answered by 196 employees of a large Brazilian company. Data were collected and processed using descriptive statistical analysis and structural equation modeling using the PLS software. The results of this study indicate [1] are confirmed eight of the thirteen hypotheses of relations between the constructs proposed in Oliveira and Pedron (2014) model and [2] that the company in question is located, according to the model studied in maturity stage three, called development. / A gestão do conhecimento (GC) vem sendo entendida por acadêmicos e por executivos como um fator crítico para o sucesso das organizações, o que indica a necessidade de se evoluir nas pesquisas sobre o tema. Contudo, a avaliação da gestão do conhecimento ainda hoje é uma das atividades mais difíceis para as empresas, sendo parte desta complexidade explicada pelo fato do conhecimento ser um ativo intangível, o que dificulta a sua avaliação em termos de processos e resultados. A partir dos anos 90, foram criados modelos de maturidade com o intuito de indicar o nível que uma empresa se encontra em relação à sua GC. Por meio da avaliação de uma série de fatores, os modelos de maturidade permitem que as organizações aprimorem os seus processos de GC e, por consequência, aprimorem seus resultados nessa área de gestão. Apesar de serem encontrados na literatura diferentes modelos de maturidade em gestão do conhecimento, não se encontrou um refinamento sobre como os diversos fatores que formam a GC se relacionam. Sendo assim, a questão que esta pesquisa buscou responder foi: há relação entre os construtos que compõe um modelo de maturidade de gestão do conhecimento? Por conseguinte, o objetivo deste estudo foi identificar a relação entre os construtos de um modelo de maturidade em gestão do conhecimento em uma empresa de grande porte, a partir da percepção dos seus funcionários. Esta pesquisa utilizou o modelo proposto por Oliveira e Pedron (2014). Segundo este modelo, a maturidade da GC em uma empresa é avaliada em cinco níveis (de zero a quatro) mediante mensuração de quatro fatores-chave, que são: ambiente interno, ambiente externo, conteúdo e processo. O estudo é de natureza quantitativa, tendo sido realizada uma survey. O instrumento de coleta de dados foi respondido por 196 funcionários de uma empresa de grande porte brasileira. Os dados foram coletados e tratados por meio de análises estatísticas descritivas e de modelagem de equações estruturais utilizando o software PLS. Os resultados deste estudo indicam [1] se confirmam oito das treze hipóteses de relações entre os construtos propostas no modelo de Oliveira e Pedron (2014) e [2] que a empresa em questão encontra-se, segundo o modelo estudado, no estágio três de maturidade, denominado desenvolvimento.

Purpose - The purpose of this thesis is to explore aspects that affect inter-organizational knowledge transfer (KT), at the organizational level, from different sized companies such as small and medium enterprise (SME) and large or multinational company (LC/MNC), separately, to their partners.Design/methodology/approach - This thesis conducted a qualitative study with a deductive approach, using two companies in Sweden that belong to the hospitality industry and health sector, one SME, and one LC/MNC in order to explore the aspects that affect inter-organizational knowledge transfer by applying a theoretical framework based on existing literature. Thus, the thesis adopts an exploratory case study approach as a research strategy, to which the theoretical framework is applied to. Findings – The theoretical framework regarding SMEs and LC/MNCs engaging in inter-organizationalKT with partners found that the following aspects are affected differently in the companies: (1) Howformal and informal Knowledge governance mechanisms are applied in the different sized firms (e.g.,LC/MNC aim to reduce cost and improve profitability with formal, while SMEs focus on growth andexpansion with informal) (2) Formal trust agreements are used to establish Trust with partners for bothsized firms (e.g., by None-disclosure agreements), (3) In Cultural distance, SMEs focus onunderstanding the decision-making process and motivation of their international partners, (4)Geographical distance/proximity is prevalent to establish trust-based relationship between partners, (5)In Disseminative capacity SMEs as a source feel less motivated to exchange knowledge with differentpartners, e.g., a LC/MNC due to their rigid processes and inflexibility , (6) The LC/MNC prefer formalSocial ties with partners, while SMEs prefer informal ones, however the SME often ends up adaptingto their larger partners preferences, (7) Both the SME and LC/MNC attempt to establish Motivation viathe job deception for the employees and the employees were motivated by this rather than being offeringintrinsic or extrinsic motivation, (8) The SME’s Absorptive capacity as a recipient of knowledge, limitsthe KT due to their organizational limitations and (9) The perspective of LC/MNC regarding Knowledgecharacteristics, when the maturity level and experience of the partner organization (e.g., a SME) isdeemed low, this affects the KT negatively as it increases ambiguity and tacitness of the knowledge,while complexity was found to be of low concern due to the smaller organizational needs. Managerial implications - This thesis brings practical implications to senior managers of companies at the strategic level. First, the findings provide an understanding of aspects that affect inter-organizational knowledge transfer where one organization can prioritize aspects that belong to different sized partners and shape accordingly a strategy on collaboration and interaction with external partners of different sizes. Therefore, when top managers are aware of aspects that affect knowledge exchange between partners, they can identify various risks of success and failure in KT processes according to the list provided and prioritize actions and opportunities that can arise due to engagement in that partnership: cultural, geographical, motivation, partner’s capabilities, ambiguity, complexity, etc. Secondly, to draw a holistic snapshot of various aspects in the findings that affect KT activities from the inter-organizational perspective for different firm sizes in terms of similarities and differences of KT activities for LC/MNCs and SMEs, managers can establish specific strategies to analyze their own knowledge transfer activities to adjust accordingly when participate in inter-organizational knowledge transfer with partners depending on the size. Originality/value - This research adds value to inter-organizational KT aspects for SMEs and LC/MNCs in terms of differences and similarities, in the sense of how KT aspects affect the different organizations, as the aspects are prioritized, impacted, and treated differently based on the size of the organization. Thus, this thesis integrates aspects that affect inter-organizational KT from different bodies of the literature and demonstrate theoretically and empirically the perspective of different company size(LC/MNC and SME). Keywords - Knowledge transfer, Inter-organizational, Organizational level, LC/MNC, Large company, Multinational company, SME, Small and medium enterprise.Paper – Master thesis.

Sustainability is increasingly requested by society due to rising global issues. However the majority of companies, particularly the large and hierarchical ones, face huge challenges in properly integrating sustainability in their business, and most importantly - in understanding the opportunities sustainability offers both for their competitiveness and shared value creation. The purpose of the thesis is to holistically define and explain the major aspects that are critical for win-win corporate sustainability (CS) embedding into large established companies. Firstly, a framework of CS embedding has been developed which is supported by a simple CS three-stage model to be used in assessing the CS integration stages and processes in a company. The framework in particular focuses on three major CS aspects: strategic and operational integration, innovation, and organisational culture. Secondly, the created model is applied in the case study of the large power company Vattenfall AB in order to assess its overall CS implementation situation, the challenges it faces and the stage of CS practices. The analysis resulted in structured findings and a list of major strategic recommendations to advice the company on CS advancement. The outcomes of the study can be applied as learning material in other large conservative companies of similar complexity that struggle with sustainability performance. The research has contributed in filling the knowledge gap of understanding how CS embedding works, its major aspects, challenges and opportunities it provides. The framework developed for embedding CS when used in conjunction with the CS three-stage model could be used for further empirical research or alternatively for practical application by companies themselves.

Virtuelle Unternehmensstrukturen benötigen regelmäßig IT-Werkzeuge zur Unterstützung von kooperativen Arbeitsformen. Teamorientiertes Arbeiten in interorganisationalen Kooperationsformen weist bereits besondere Herausforderungen bzgl. Vertrauen, Sicherheit und Kommunikationsstrukturen gegenüber unternehmensinternen teamorientierten Arbeiten auf. Kooperationen von kleinen und mittelständischen Unternehmen (KMU) untereinander, sowie zwischen KMU und Großunternehmen, unterliegen weiteren darüber hinausgehenden Besonderheiten. Beispielsweise ist das Investitionsvolumen für einzelne Kooperationen hier häufig geringer als bei Kooperationen von Großunternehmen untereinander. Vor allem von Großunternehmen wird die dauerhafte oder zumindest die unabhängige Existenz von KMU häufig in Frage gestellt (z. B. durch Liquidation, Insolvenz, Übernahme). Kooperationen können sich daher dynamisch verändern, neue Partner können hinzukommen, bestehende Kooperationen können aus verschiedensten Gründen enden. Kooperative Softwareumgebungen für Kooperationen mit Partnern, von denen einige kleine und mittlere Unternehmen sind, müssen aus diesen Gründen in noch größerem Maße robust gegenüber dem Ausfall einzelner Partner sein.

Offshore jurisdictions have become popular among corporations around the globe. They provide opportunities to reduce taxes by registering companies there. The Russian large firms have joined the trend, but exploit offshore schemes in different ways. They incorporate offshore companies with their subsidiaries operating in Russia. The main purpose is to protect assets from hostile capture by other businesses or even the government. Thus, businessmen stay hidden as end beneficiaries behind the offshore companies’ chain. The offshorization in the country has its enormous scale. Up to 90% of the largest companies are involved in offshore patterns. The government makes some efforts to force companies to come back to the country, but they are not effective. To succeed, corporations should experience the improved business climate and have an opportunity to defend themselves in fair courts. It is the government’s responsibility to make such appealing conditions. As a result, nowadays, Russia suffers not only from less tax collection, but also from losing control over strategically important enterprises and even industries. Thus, the phenomenon threatens to the country's national security.

Virtuelle Unternehmensstrukturen benötigen regelmäßig IT-Werkzeuge zur Unterstützung von kooperativen Arbeitsformen. Teamorientiertes Arbeiten in interorganisationalen Kooperationsformen weist bereits besondere Herausforderungen bzgl. Vertrauen, Sicherheit und Kommunikationsstrukturen gegenüber unternehmensinternen teamorientierten Arbeiten auf. Kooperationen von kleinen und mittelständischen Unternehmen (KMU) untereinander, sowie zwischen KMU und Großunternehmen, unterliegen weiteren darüber hinausgehenden Besonderheiten. Beispielsweise ist das Investitionsvolumen für einzelne Kooperationen hier häufig geringer als bei Kooperationen von Großunternehmen untereinander. Vor allem von Großunternehmen wird die dauerhafte oder zumindest die unabhängige Existenz von KMU häufig in Frage gestellt (z. B. durch Liquidation, Insolvenz, Übernahme). Kooperationen können sich daher dynamisch verändern, neue Partner können hinzukommen, bestehende Kooperationen können aus verschiedensten Gründen enden. Kooperative Softwareumgebungen für Kooperationen mit Partnern, von denen einige kleine und mittlere Unternehmen sind, müssen aus diesen Gründen in noch größerem Maße robust gegenüber dem Ausfall einzelner Partner sein.

digitization, digital transformation, innovation, energy industry, HR, work with students, trainee program, trainee scheme, corporate culture, project management, onboarding, gen Z, generation Z