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1	Dynamics of corporate strategy from a value chain perspective : A study of the Swedish telecom and construction industries during the 90’s de Paula, Andes January 2006 (has links) <p>Changes in sectors and industries have brought new challenges to corporations as well as been important driving forces for the dynamics in strategy at the corporate level. With the dramatic developments of the 1990’s in mind, such as multilateral free-trade agreements, liberalization, privatization, sharp industry growth/decline, increased competition and globalization, in particular within the telecom and the construction industry, this study contributes to describing and understanding strategic change at the corporate level as well as changes in the division of work within value chains. Strategy is defined as intentions, decisions and actions that relate to bundling and unbundling at different strategic levels, aiming to establish and reestablish a value chain position. Thus, outsourcing, M&As, modularization and systems development and sales are important strategic components which are examined from a value chain perspective. From a value chain perspective, the purpose of this study is to describe and understand strategic change at the corporate level in the telecom and construction industries during the 1990’s. More specifically this study shall contribute to describing and understanding (i) the dynamics of and between M&As, outsourcing, modularization and systemization, as well as (ii) industrial and financial drivers to strategic change.</p><p>The conclusions describe strategic change from a value chain perspective using three descriptive patterns, including an increasing degree of specialization and need for interorganizational coordination across the value chain. In addition, outsourcing and modularization of systems and an increased scope of offering through systemization and BOT-projects, result in the fact that due to M&As the horizontal boundary of the firm sometimes goes beyond the industry scope while the vertical scope is often narrowed through outsourcing. The conclusions also focus on understanding the content of strategic change, that is to say the dynamics of and between mergers and acquisitions, outsourcing, modularization and system sales. These findings are summarized in nine explanatory patterns. These patterns show that the strategic decisions of bundling and unbundling at the corporate and functional level through mergers and acquisitions, outsourcing, systemization and modularization are guided by an industrial as well as a financial logic. By considering the descriptive and explanatory patterns found this study, the conclusions also include what to expect during the next decade with regard to corporate strategy from a value chain perspective in five predictive patterns.</p> telecommunication construction modularization systemization industry systems sales inside-out outside-in corporate SBU functional strategy context of strategy strategic change content of strategy process of strategy value chain value constellation bundling unbundling outsourcing merger and acquisitions M&A Industrial engineering and economy Industriell teknik och ekonomi
2	Dynamics of corporate strategy from a value chain perspective : A study of the Swedish telecom and construction industries during the 90’s de Paula, Andes January 2006 (has links) Changes in sectors and industries have brought new challenges to corporations as well as been important driving forces for the dynamics in strategy at the corporate level. With the dramatic developments of the 1990’s in mind, such as multilateral free-trade agreements, liberalization, privatization, sharp industry growth/decline, increased competition and globalization, in particular within the telecom and the construction industry, this study contributes to describing and understanding strategic change at the corporate level as well as changes in the division of work within value chains. Strategy is defined as intentions, decisions and actions that relate to bundling and unbundling at different strategic levels, aiming to establish and reestablish a value chain position. Thus, outsourcing, M&As, modularization and systems development and sales are important strategic components which are examined from a value chain perspective. From a value chain perspective, the purpose of this study is to describe and understand strategic change at the corporate level in the telecom and construction industries during the 1990’s. More specifically this study shall contribute to describing and understanding (i) the dynamics of and between M&As, outsourcing, modularization and systemization, as well as (ii) industrial and financial drivers to strategic change. The conclusions describe strategic change from a value chain perspective using three descriptive patterns, including an increasing degree of specialization and need for interorganizational coordination across the value chain. In addition, outsourcing and modularization of systems and an increased scope of offering through systemization and BOT-projects, result in the fact that due to M&As the horizontal boundary of the firm sometimes goes beyond the industry scope while the vertical scope is often narrowed through outsourcing. The conclusions also focus on understanding the content of strategic change, that is to say the dynamics of and between mergers and acquisitions, outsourcing, modularization and system sales. These findings are summarized in nine explanatory patterns. These patterns show that the strategic decisions of bundling and unbundling at the corporate and functional level through mergers and acquisitions, outsourcing, systemization and modularization are guided by an industrial as well as a financial logic. By considering the descriptive and explanatory patterns found this study, the conclusions also include what to expect during the next decade with regard to corporate strategy from a value chain perspective in five predictive patterns. telecommunication construction modularization systemization industry systems sales inside-out outside-in corporate SBU functional strategy context of strategy strategic change content of strategy process of strategy value chain value constellation bundling unbundling outsourcing merger and acquisitions M&A Industrial engineering and economy Industriell teknik och ekonomi
3	Karttillämpningar för rikstäckande accessnät / Map applications för nationwide access net Camling, Johan, Lönnegren, Fredrik January 2013 (has links) Denna rapport aterger arbetsprocessen kring att utvärdera geograskatjänster, och att utveckla karttillämpningar för nätverk av rikstäckande omfattning. Arbetet utfördes pa plats hos DGC, en datakommunikations-, tele- och nätoperatör som distribuerar kundförbindelser i hela Sverige där konsumenter ansluts till stamnätet. Uppgiften bestod av att utvärdera möjligheter till att slå upp koordinater för etablerade kundplatser, rita ut accessnätet i ett kartgränssnitt och ta fram ett eller flera stödverktyg för bland annat orderprocesser. Användningsfall utifrån önskemål, arkitekturmönster samt analys av yttre leverantörers tjänster för geocoding avgjorde hur det slutgiltiga systemet var utformat. Mjukvaran som utvecklades integrerades både i bentliga system och som ensamstående tillämpningar. En publicering/release genomfördes som avslutande moment i arbetet. I rapporten beskrivs hur kartläggning gjordes med hjälp av KML, hur geografisk data hanterades, utformningen av övervakningsverktyget som framtogs samt hur koordinater för adresser hämtades. / This thesis describes the process of analyzing and evaluating geographic services, and the development of map applications for nationwide networks. The project was performed at DGC, a datacommunications-, telephony- and networks operator which distributes customer access across Sweden where consumers are connected to the backbone network. In whole, the task consisted of an analysis regarding the possibilities of address-to-coordinate lookup for established customer sites, displaying the access network in a map interface and developing one or more tools, aimed at supporting order processes. Architecture patterns, use-cases construed from user requests and analysis of external provider services for geocoding determined the design of the solution. Software was partially integrated in existing systems, and partially distributed as stand-alone applications. The product was finalized with a release. Read further to get a description of the monitoring tool, network mapping with KML, dealing with geographic data, and also the process of fetching coordinates for addresses. maps systems systemization system development programming program development geo geography database asp .net c# microsoft google maps geocoding geocode kml kmz kartor system systemering systemutveckling programmering programutveckling geo geografi databas asp .net c# microsoft maps google maps geocoding geocode kml kmz Computer Systems Datorsystem

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