Small and medium enterprises (SMEs) participation in the Nigerian oil and gas industry has remained low despite their importance in income generation, employment, local capacity building, and poverty eradication. The purpose of this multiple case study was to explore the strategies SME owners use to improve profitability in the Nigerian oil and gas industry. The target population consisted of 5 business owners who had successfully managed SMEs in Warri, Delta State, Nigeria for more than 5 years. The resource-based view and Porter's 5 forces of competition served as the conceptual framework for the study. Data collection was through semistructured interviews and review of company documents to triangulate the data. Data analysis included transcription, coding, querying, interpreting and reporting the themes, and the use of member checking strengthened the trustworthiness of interpretations. Findings suggested themes of low-cost strategy, knowledge of the business environment, competent personnel, collaborative partnerships, integrity, and financial management. These findings may contribute to positive social change because SME business leaders could use low-cost strategies, hire competent personnel, collaborate with other partners, and demonstrate integrity in financial management. Doing so may improve profitability, generate employment, reduce poverty, and enhance standards of living.

In today’s economical world, companies realize the importance to build corporate strategies on innovation to sustain a continuous profitability. Innovation is a crucial issue to develop a competitive advantage. In our networked economy, companies can not only rely on in-house activities anymore to raise creative and come up with breakthrough innovations they need to collaborate with actors from the external environment. Firms have to think outside their own boundaries to leverage the complementary resources and capabilities needed to innovate. Partnerships help to ensure firms’ future successes. The purpose of our study is to understand how companies, operating in the automotive industry, integrate ‘Open and Networked Innovation’ concepts in their corporate strategy to enhance their environmental friendly profile. As far as the EV market is concerned, our study will also lead to determine the Key Factors of Success and the barriers that companies have to face when they want to launch an electric car in the market. Various theoretical approaches have been developed over the time about Open Innovation and Networked Innovation. The dilemma of paradoxical organization needs of radical innovation, exposed by Dr Sigvald Harryson, is our theoretical starting-point to analyze company’s ability to find the right equilibrium between exploration and exploitation and absorptive capacity. Further on, we explore the question of absorptive capacity to know how firms identify, acquire, transfer and transform knowledge. Thereafter, the theoretical framework is confronted with empirical data based on a qualitative and abductive approach of two case studies – Tesla and Renault. Interviews with Tesla, located in the Silicon Valley, California, USA, have been conducted. We also met two key employees in Renault’s headquarter, Paris, France. Interpretation and explanation of the data collected is reported in our analysis of each case as well as in the cross-case analysis. A presentation of our recommendations and conclusions conclude our master thesis.

<p>In today’s economical world, companies realize the importance to build corporate strategies on innovation to sustain a continuous profitability. Innovation is a crucial issue to develop a competitive advantage. In our networked economy, companies can not only rely on in-house activities anymore to raise creative and come up with breakthrough innovations they need to collaborate with actors from the external environment. Firms have to think outside their own boundaries to leverage the complementary resources and capabilities needed to innovate. Partnerships help to ensure firms’ future successes.</p><p>The purpose of our study is to understand how companies, operating in the automotive industry, integrate ‘Open and Networked Innovation’ concepts in their corporate strategy to enhance their environmental friendly profile. As far as the EV market is concerned, our study will also lead to determine the Key Factors of Success and the barriers that companies have to face when they want to launch an electric car in the market.</p><p>Various theoretical approaches have been developed over the time about Open Innovation and Networked Innovation. The dilemma of paradoxical organization needs of radical innovation, exposed by Dr Sigvald Harryson, is our theoretical starting-point to analyze company’s ability to find the right equilibrium between exploration and exploitation and absorptive capacity. Further on, we explore the question of absorptive capacity to know how firms identify, acquire, transfer and transform knowledge.</p><p>Thereafter, the theoretical framework is confronted with empirical data based on a qualitative and abductive approach of two case studies – Tesla and Renault. Interviews with Tesla, located in the Silicon Valley, California, USA, have been conducted. We also met two key employees in Renault’s headquarter, Paris, France. Interpretation and explanation of the data collected is reported in our analysis of each case as well as in the cross-case analysis. A presentation of our recommendations and conclusions conclude our master thesis.</p>

Malgré les enjeux stratégiques de l’organisation de la production de la formation professionnelle, très peu d’études empiriques ont été effectuées sur ce sujet. Cette lacune est particulièrement visible sur les choix de gouvernance, qui concernent la mobilisation des ressources et compétences internes ou le recours à des prestataires externes pour assurer les différentes étapes de conception et d’animation d’une action de formation. L’objectif de cette recherche est d’étudier les facteurs qui influent sur la décision d’internalisation ou d’externalisation de la production de la formation, à l’aide d’un modèle théorique issu des principales théories de la firme, à savoir la théorie des coûts de transaction et la (les) théorie(s) des ressources et compétences. Il me en évidence le lien entre les caractéristiques d’une action de formation (spécificité transactionnelle, spécificité foncière, récurrence, incertitude environnementale et interdépendance) et la décision d’internalisation. Cette relation est expliquée par un certain nombre de variables médiatrices liées à la perception des décideurs quant aux risques d’opportunisme et aux aptitudes de production et de coordination dont ils disposent en comparaison avec les prestataires externes. Le modèle théorique est mis à l’épreuve des faits à travers une étude de cas sur la direction de la formation du groupe Veolia. Nous avons mené dans un premier temps une étude qualitative pour mieux comprendre la façon dont les concepts du modèle émergent, prennent forme et influent sur la décision des praticiens dans le contexte de la production de la formation. Pour vérifier la validité des hypothèses avancées, nous avons ensuite conduit une démarche quantitative centrée sur un échantillon de 140 actions de formation, en mobilisant la méthode d’équations structurelle PLS (PLS-SEM). Les résultats obtenus apportent un éclairage significatif à l’analyse des décisions de gouvernance en matière de production de la formation professionnelle continue, et permettent également de souligner un certain nombre de lacunes sur les théories mobilisées. / The aim of this research is to study the factors that impact the decision to insource or outsource the production of vocational training programs, by using a theoretical model from the main theories of the firm, namely Transaction Cost Theory and Resources and Capabilities Theory. In doing so, we link the characteristics of a training program (transactional specificity, firm specificity, frequency, environmental uncertainty and interdependence) and insourcing decision. This relationship is explained by some mediating variables related to the perception of decision makers about the risks of opportunism and their productive and coordinative capabilities in comparison with external training providers. The theoretical model was tested through a case study on the training direction of Veolia group. We first performed a qualitative study to better understand how the concepts of our model, emerge, take shape and influence the decision of practitioners in the context of training production. Then, in order to test the validity of our hypothesis, we conducted a quantitative study based on a sample of 140 training programs, by using the method of structural equations modeling. The results provide both a detailed analysis of training production governance and a critical assessment of the theories of the firm.

The literature on export management and export behaviors conventionally analyze export as a general mode without distinguishing different options of choice. In the process of internationalization, small firms build up unique perceptions and pursuits of their international opportunities. Within different levels of internationalization, exporting firms also develop a different approach to the exploitation of capabilities and resources. The lack of resources and capabilities of small and medium enterprises is among the major obstacles for their internationalization. This research explores how firms develop capabilities and utilize external resources during their internationalization process. The study aims to answer the two main questions: What are the patterns of capabilities and resources utilization in SMEs export mode choices? How do these patterns explain the differentials in the export mode choices? Two phases of empirical investigation have been conducted, focusing on explaining the differentials of capabilities and network resources in different mode choices of export engagement. By applying a mixed method, the study ensures validity by using multiple sources of data. In the exploratory phase, three different groups of SMEs are investigated, including non-regular exporters, indirect exporters using independent agents, and regular direct exporters. The preliminary research phase examines essential patterns of dynamic capabilities and network resources that enable SMEs in different export modes. A series of semi-structured interviews were conducted with senior business managers, coming to the aid of drawing the research model and building up reliable constructs. In the findings, the thematic content analysis technique was used to generate important patterns and themes with the presence of quotes and evidence from the respondents. The analysis was in conjunction with the literature review with the aim of drafting the questionnaire survey. The confirmatory phase specifies insights and differences in the direct and indirect export mode choice. Outcomes from the non-parametric test show that direct exporters have a significantly greater endowment of dynamic capabilities and network resources than indirect exporters. This explicit evaluation of dynamic capabilities and network resources support firm decisions to choose between direct and indirect export mode or the combination of both. The results enrich the contextual understanding of the differentials in mode choices of export engagement, thus, contributing to the export management literature an empirical input of the SMEs participation in the global trade. The findings corroborate that researchers should not generalize SMEs internationalization export mode as a whole, given the significant differences between direct and indirect exporters. Understanding different mode choices of export, especially in their development of dynamic capabilities and utilization of network resources can help firms improve performance on their export journey. In the specific context of this study, it is strategically for small manufacturing exporters to select the appropriate entry mode. As overcome resource scarcity is vital for firms to succeed in coping with business risks and uncertainties in accessing foreign markets. Last but not least, the study also suggests some directions for future research in the internationalization process of small and medium enterprises.:TABLE OF CONTENTS ABBREVIATIONS LIST OF TABLES LIST OF FIGURES 1 INTRODUCTION 1 1.1 Research background 1 1.2 Research question 6 1.3 Structure of the thesis 8 2 VIETNAMESE ECONOMY AND THE MANUFACTURING INDUSTRY 11 2.1 Vietnam economic outlook 11 2.2 Description of manufacturing SMEs in Vietnam 13 2.2.1 SMEs definition 13 2.2.2 SMEs in manufacturing sector 14 2.2.3 Development characteristics during 2006-2015 16 2.3 International trade and export status of Vietnamese manufacturing SMEs 18 2.4 Vietnam government support policies to SMEs 23 2.5 Remaining challenges 25 3 LITERATURE REVIEW 32 3.1 Internationalization theories 32 3.1.1 The network theory 35 3.1.2 The transaction cost theory 36 3.1.3 The eclectic paradigm 37 3.1.4 The resource-based view 37 3.2 The internationalization process of SMEs 39 3.2.1 The Uppsala models (U-model) 39 3.2.2 The Innovation-related internationalization models (I-models) 42 3.2.3 The born-global phenomenon 44 3.3 International market expansion strategy and entry modes 46 3.3.1 International market expansion strategy 46 3.3.2 International market entry modes 47 3.3.3 Foreign market entry decisions 55 3.4 Proposed research model for further research on firm internationalization 56 3.4.1 Capabilities and resources as drivers of export 58 3.4.2 SMEs mode choice of export engagement 68 4 RESEARCH METHODS 73 4.1 Research strategy 73 4.1.1 Design rationale 74 4.1.2 Research process 78 4.2 Phase I: Qualitative research approach 80 4.2.1 Qualitative research design 80 4.2.2 Subject identification and sample 82 4.2.3 Instruments and interviews 82 4.2.4 Data analysis 86 4.3 Phase II: Quantitative research approach 88 4.3.1 Quantitative research design 88 4.3.2 Data preparation 90 4.3.3 Pre-testing 91 4.3.4 Survey instruments 92 4.3.5 Questionnaire design 95 4.3.6 Exploratory factor analysis 100 4.3.7 Reliability and validity test 108 4.3.8 Data analysis 111 5 RESULTS AND DISCUSSION 112 5.1 Results of Phase I 112 5.1.1 Code structure 112 5.1.2 Motivation to export 116 5.1.3 Frequencies of codes 119 5.1.4 Capabilities and Resources utilization in First-time export 123 5.1.5 Current Status of Capabilities and Resources utilization 133 5.1.6 Future importance of Capabilities and Resources utilization 142 5.1.7 Code relations 150 5.1.8 Most important patterns 150 5.1.9 Summary of Qualitative research results 153 5.2 Results of Phase II 165 5.2.1 Respondent profile 165 5.2.2 Results of the descriptive analyses 168 5.2.3 Results of the non-parametric tests 176 5.2.4 Summary of Quantitative research results 188 6 CONCLUSION 211 6.1 Implications for firms 214 6.2 Implications for policymakers 216 6.3 Limitations and direction for future research 217 REFERENCES 220 APPENDICES Appendix 1. Interview Guide for the Semi-structured Interview 242 Appendix 2. Survey in English version 243 Appendix 3. Code Hierarchy 247 Appendix 4. Zusammenfassung 250 Appendix 5. Lebenslauf 257 Appendix 6. Erklärung 260

In recent years, new technologies have led to disruption and change within most industries, resulting in the emergence of digitally-born start-ups. The purpose of this thesis is to complement the scarce theory about what the drivers of business model adaptation in start-ups consist of and how the adaptation process is managed to stay competitive. The findings not only provide theoretical contributions, but can also help managers to steer their start-upsthrough the growth phase.The research is set within the realms of business model theory in the strategic management field. An exploratory study with a qualitative, inductive approach was chosen to gain insights into the business model dynamics of nine firms from the fintech and healthtech industries.The results showed that foreign market adaptation, industry dynamics, funding, and legislation are perceived challenges, whereas legislation and exogenous shocks are opportunities that drive business model adaptation in start-ups. The business model elements of strategic decision-making, resources and capabilities, and network and partners were found to be integral to the adaptation process, as their core components not only need to be adapted to the environment but also aligned with each other. Those components should be revised in an iterative trial-and-error process driven by feedback.

Ce mémoire analyse la mobilisation multiniveaux de la section locale 9490 d'Alma du syndicat des Métallos lors de son conflit de travail avec Rio Tinto Alcan à l'hiver 2012. Lors de la négociation pour le renouvellement de la convention collective, le syndicat, affilié à la FTQ, est mis en lock-out par Rio Tinto Alcan, une entreprise multinationale anglo-australienne. Rio Tinto achète Alcan, une entreprise multinationale canadienne, au milieu des années 2000 et souhaite rentabiliser son investissement. Le Syndicat tient à maintenir ses acquis et les emplois de qualité dans la région et à ne pas céder devant ce nouvel employeur. Le syndicat des Métallos est affilié au syndicat international United SteelWorkers. Ensemble, ils mettront sur pied une campagne stratégique internationale afin de faire contrepoids aux énormes ressources de l'employeur. Cette étude analyse le déploiement d'un syndicat international lors d'un conflit de travail au niveau local avec une entreprise multinationale et identifie les impacts de la campagne sur les relations de travail. / This thesis analyzes the multilevel mobilisation of the Metallo’s local union 9490 in Alma during the lockout by multinational company Rio Tinto Alcan that took place during winter 2012. During the collective bargaining process to renew the collective agreement, the Union is put on lockout. Australo-british multinational company Rio Tinto had bought Canadian multinational company Alcan in the mid-2000 and wanted to score a return on its investment. The local union affiliated with FTQ’s Métallos and the international union, the United Steelworkers, wanted to maintain its working conditions and keep the good jobs in the region. The union put together an international strategic campaign to counter the enormous resources of the employer. This thesis examines the impact of this international strategic campaign on the fight of a local union with its multinational employer and its impacts on labor relations.

台灣NB產業從1990年代的百花齊放，到 2000年代優勝劣敗淘汰賽後，再歷經10年的各種嚴峻考驗及挑戰，早已進入微利時代的競爭。觀察包括個案公司的多數企業，在競爭策略的規劃與執行之議題上，呈現下列的問題： 1.陷於短期的營運，長期發展的經營策略不明確。 2.盡其所能爭取更多品牌客戶，但多客戶而產生的多產量，無法產生規模綜效。 3.對資源與能力(特別是組織能力)的內涵不夠瞭解，認知不足。 4.改善的活動常遭遇組織系統的障礙。 上述問題的原因，歸咎於對企業策略經營的認知不足而造成整合的問題，大多數只是提出挑戰目標，在執行上也只是將目標分配至下層單位，沒有一套策略的分析規劃步驟，更無一套改革體系來執行，往往漫無章法，以致功敗垂成。 有些企業確實有很嚴謹地進行策略的分析與規劃，但忽視策略執行涉及要素的重要性，以為有正確的策略方向，就能發揮策略的效果，交付實施即可，最後仍不見策略績效有好的結果。 本研究希望建立一套有系統的策略經營管理模式，特別是策略的執行模式，供個案公司參考。 本研究第一階段先分析總體經濟環境變化、產業競爭環境變化與企業內部資源與能力水準，再探討如何定位NB ODM之事業競爭策略。 本研究第二階段係針對第一階段定位之成本領導策略，探討如何提升策略執行之成效。主要研究途徑是先針對十項成本策略驅動因素，訪談展開各項策略議題，再針對各策略議題，分析過去對新策略議題執行含量、分析策略議題對應資源與能力之關係、分析現有資源與能力執行新策略議題之效率。 本研究再針對上述策略執行之調查分析，提出如何提升現有資源與能力之改革方案與推動計劃，以使策略執行之成效得以提升。 最後，本研究針對學術與研究上的發現，歸納成結論與建議，供個案公司參考，並對後續之研究提出參考建議。 / Taiwan NB industry flourished from the 1990s to the 2000s. However, after 10 years of intense competition and all kinds of severe challenges and trial, the NB industry now moves well into the era of competing for meager profits. Most firms, including firm examined in the study, encounter the following issues for strategy planning and implementation: (1)Committing to short-term operations but overlooking long-term strategies; (2)Striving for gaining more brand customers to generate volumes but overlooking reaping synergy; (3)Lack of understanding and awareness of the nature of resources and capabilities, especially organizational capability; and (4)Improvements often encountering barriers associated with organizational systems. People blame the lack of awareness of strategic management for above-mentioned issues, leading to problems in integration. The fact is, many firms only issue challenge goals and then delegating the goals to units to achieve them. There is no systematic approach for analysis and planning, much less a transformation system to perform innovated activities. The results are firm failure and poor performance. Some companies do have a very strict strategy analysis and planning, but ignore the important elements of strategy implementation. They think as long as they are in the right strategic direction, they will be able to play the effects of strategy, and be able to delivery of the result of implementation, eventually still no strategic performance with good results. This case study hopes to establish a systematic strategy management model, especially the implementation of the strategy model for the reference of the case study company. In this study, the first phase, analysis of changes in the overall economic environment, the competitive environment changes and internal resources and capability level, and then explore how to position of NB ODM Enterprises competitive strategy. The second phase of this study is to explore ways to enhance the effectiveness and efficiency of strategy implementation for the positioning through the first phase of cost leadership strategy. The main research approach is first interviews for the 10 cost drivers to get the strategic issues, then for all strategic issues, analysis of the new strategic issues in the past to execute, analysis of strategic issues corresponding to the relationship between resources and capabilities, analysis of existing resources and capabilities to perform the efficiency of the new strategic issues. Through the survey of the above strategy implementation, this study then propose how to improve existing resources and capabilities of the change management and promoting program , so that the effectiveness and efficiency of strategy implementation can be improved. Finally, this study for the academic and empirical findings, summarized into conclusions and recommendations for the reference of the case company, and proposed the reference recommendations for follow-up study and survey.

The thesis aims to identify strengths and threats of the International Queer Film Festival Mezipatra using methods of strategic analysis and qualitative research and then propose a course of action in future years. The theoretical part focuses on the description of the structure of the festival, the specifics of non-profit organizations and also characterizes the selected strategic analysis procedures. In the practical part I analyze the festival through the steps of strategic analysis and also use informal talks with members of the organizing staff and my own experience with executive positions at the festival and outline the current status of activities and further direction for the festival.

Haitz定律是專家根據多年的觀察發現，LED每十年它的流明成本會降至原來的十分之一，但是亮度會提升二十倍。它被視為LED產業的摩爾定律。而環保節能議題，讓高效率、節能與無毒的LED產品成為各方的寵兒，更是各國政府重點扶持的明星產業之一。產業競爭程度亦隨著快速上升，在面對千家爭鳴競爭日益激烈的產業環境下，先行者累積許多資源與能力，或可形成進入障礙。但是，在專業分工、資源與能力可替代或是複製的情況下，有些資源便不再獨特與唯一。甚至，隨著產業的快速進步，先行者所擁有的資源與能力，如果沒有跟上時代的腳步，不僅無法成為企業組織的能耐，相反的，可能成為企業的包袱。 A企業，一個產業先行者，面臨產業成長的絕佳機會，也同時要接受來自各方的競爭與挑戰，包含潛在進入者、原有產業競爭者、上游供應商、下游顧客與替代品等之競爭。不同環境結合企業既有之資源與能力，如何讓企業勝出的策略決策更形重要。本研究針對A企業在不同時期，所面臨不同環境，依據它自有之資源與能力，與其所採取之策略進行對比分析，最後從績效來檢視該時期之競爭策略。 本研究從產業競爭對手中，挑選出X企業，是一家與不同創新模式之後進者，以及Y企業，是規模相當的先行者，來進行分析比較，期待對A企業的競爭策略能有知彼知己之效果。在研究中發現，創新應用為LED產業成長的不二法門，企業唯有善用自我的資源與能力，結合市場方可勝出。 / Haitz's law is an observation over many years in LED, which states that, in every decade, the cost per lumen (unit of useful light emitted) falls by a factor of 10 and the amount of light generated per LED package increases by a factor of 20. This is referred as Moore's law in LED industry. Moreover, environmental protection and energy saving have become global issues. The advantages of LED products, such as power saving, high efficiency and non-toxic, have made LED industry patronage by governments and welcome worldwide. Governments in many developed countries even treat LED industry as one of star industries. However, the competition in this industry has increased rapidly. Facing hundreds of competitors, early entrants have accumulated many resources and capabilities, which also create entry barriers for others. Under the circumstances that professional services, resources and abilities could be substituted and duplicated, some of pioneer’s advantages are no longer unique and advanced. Even worse, because of the quick pace of this industry, the resources and abilities of one pioneer could even become heavy burden, if the pioneer does not catch up the evolution of the industry. Company A, a pioneer in this field, is enjoying the opportunity of industry growth but, at the same time, it is facing competitions and challenges from different areas, including potential entrants, existing competitors, suppliers, customers and substitutes. It is getting more important to have correct strategic directions to win under different circumstances by consolidating the firm’s resources and capabilities. This research engages in comparative analysis to examine the strategies that this company has taken during different periods of its development cycle and different environments.