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One method of estimating returns to agricultural research as an alternative to the commonly used aggregate output production function approach is to calculate returns based on estimates from a value-added production function. Value added is the value of consumed inputs in the production process subtracted from the value of total production. The value-added function alleviates several problems found in the aggregate production function, allowing for more reliable estimates. One objective of this study is to compare the rates of return to research based on estimates from the value added and gross production functions. The estimation of the research coefficients are conducted through the use of the Ordinary Least Squares and Ridge Regression of a Cobb-Douglas production function. Four commodity groups are examined; cash grains, livestock, poultry, and dairy using cross-sectional 1978 data for the United States. The results of the analysis show that in most cases the research variable was more significant and therefore explained the dependent variable better in the value-added functions than in the gross production functions. A larger internal rate of return to research in the value-added function for models excluding a spillover of research variable suggests an underinvestment in research dollars oriented towards improving value added. Therefore, future research should concentrate on improving the efficiency of fixed and non-consumed inputs used in the production of most commodity groups in general. Also, results from both the value added and production functions show an underinvestment of research in the cash grain commodity group relative to the other three commodity groups in this study. More research should be conducted in the area of improving the efficiency of all inputs used in the cash grain production process. / Master of Science

Abstract Since the launch and hot market of innovative products such as iPod, iPhone and iPad, it has created a PND operational interface revolutionary wave. The beloved keyboard, mouse or Passive Touch Panel are gradually replaced by Capacitive Touch Panel(CTP) which became one of the hottest trends in consumer electronic products. No matter in transmittance, hardness, response time, operating temperature resistance, UV resistance or beauty of outlook, CTP products surpass traditional Passive Touch Panel. The market of CTP products is so huge but there is big difference of respective company¡¦s performance. Some companies earn 2 or 3 times of company capital per year but some companies still are at a net loss stage. It¡¦s worth to study why there is a significant difference of their business performance. Further, it is beneficial to study the topic of what are the key successful factors of these outstanding companies. By selecting six representitive samples of CTP companies to research, we will study the development of this industry, the evolution of product technology and the difference of business performance, especially focusing on their sales scale, future growth rate, customer potential growth, ROE, ROA, EPS, EVA and MVA to analyze and compare. We confirm TPK Holding Co., Ltd. and Young Fast Optoelectronics Co., Ltd. are leaders among Taiwan CTP industry. We will study the key successful factors of this industry through interviews with senior management and researchers of this industry. The conclusion of this study is as follows, 1. Glass-type CTP will be the mainstream of CTP product structure, especially in the consumer electronic products such as smartphone and tablet computers. 2. On Glass Solution, Flexible Subtrate and In Cell technology will be the future development of CTP products. 3. If compared with other financial indicators, Economic Value Added (EVA) will fully evaluate and predict the corporate value. 4. There are 7 key successful factors of CTP panels: I. Innovative ability of advanced products and production process technology. II. Emphasize the patent layout to lead the advanced technology. III. Capacity and yield rate. IV. Main customers¡¦ ability to create market. V. Rapid and complete technology supported ability. VI. Provide value added service and products which surpassed other competitors. VII. Establish huge human resource and sound financial structure. Key words¡GCapacitive Touch Panel(CTP)¡BBusiness Performance¡BEconomic Value Added (EVA)¡BMarket Value Added (EVA)¡BKey Successful Factors(KSF)

Wassernutzung und Abbau der Frischwasser-Ressourcen sind heutzutage ein Thema, das als so wichtig wahrgenommen wird wie der Klimawandel. Wasser wird somit zunehmend Auswirkungen auf den ökonomischen Wert von Unternehmen haben. Ziel der vorliegenden Arbeit ist es, den monetären Wert des Wassers mithilfe des Wasser-Fußabdrucks zu bestimmen. Hierfür werden nach einer kurzen Einführung in Kapitel 2 der ökologische Fußabdruck, der CO2-Fußabdruck und der Wasser-Fußabdruck kurz vorgestellt und in Beziehung zueinander gesetzt. Anschließend wird der Wasser-Fußabdruck diskutiert und sowohl in die Ökobilanzierung als auch in das Instrumentarium der Umweltleistungsmessung eingeordnet. Danach werden die Zielgrößen des Unternehmenswertes beschrieben und der Zusammenhang von ökologischer und ökonomischer Leistungsmessung dargestellt. Auf dem Stufenmodell zum Wertbeitrag aufbauend werden verschiedene Ansätze zur Integration ökologischer Aspekte in den Unternehmenswert diskutiert. In Kapitel 3 wird dann die Methode entwickelt, um den Wasser-Fußabdruck zu bestimmen und auszuwerten und anschließend mithilfe der Werttreiberanalyse, des Water Value Added und der Kumulierten Wasserintensitäten den ökonomischen Beitrag des Wassers zu berechnen. In der Fallstudie wird die Methode angewendet und anschließend in Kapitel 5 anhand der zuvor vorgestellten Kriterien bewertet. Abschließend werden einige Handlungsempfehlungen zur Anwendung und Weiterentwicklung der Methode gegeben. Als Ergebnis der Arbeit kann die Frage beantwortet werden, wie ein Unternehmen den Einfluss des Wassers auf den eigenen Unternehmenswert und den ökonomischen Wert des Wassers bestimmen kann.

Wassernutzung und Abbau der Frischwasser-Ressourcen sind heutzutage ein Thema, das als so wichtig wahrgenommen wird wie der Klimawandel. Wasser wird somit zunehmend Auswirkungen auf den ökonomischen Wert von Unternehmen haben. Ziel der vorliegenden Arbeit ist es, den monetären Wert des Wassers mithilfe des Wasser-Fußabdrucks zu bestimmen. Hierfür werden nach einer kurzen Einführung in Kapitel 2 der ökologische Fußabdruck, der CO2-Fußabdruck und der Wasser-Fußabdruck kurz vorgestellt und in Beziehung zueinander gesetzt. Anschließend wird der Wasser-Fußabdruck diskutiert und sowohl in die Ökobilanzierung als auch in das Instrumentarium der Umweltleistungsmessung eingeordnet. Danach werden die Zielgrößen des Unternehmenswertes beschrieben und der Zusammenhang von ökologischer und ökonomischer Leistungsmessung dargestellt. Auf dem Stufenmodell zum Wertbeitrag aufbauend werden verschiedene Ansätze zur Integration ökologischer Aspekte in den Unternehmenswert diskutiert. In Kapitel 3 wird dann die Methode entwickelt, um den Wasser-Fußabdruck zu bestimmen und auszuwerten und anschließend mithilfe der Werttreiberanalyse, des Water Value Added und der Kumulierten Wasserintensitäten den ökonomischen Beitrag des Wassers zu berechnen. In der Fallstudie wird die Methode angewendet und anschließend in Kapitel 5 anhand der zuvor vorgestellten Kriterien bewertet. Abschließend werden einige Handlungsempfehlungen zur Anwendung und Weiterentwicklung der Methode gegeben. Als Ergebnis der Arbeit kann die Frage beantwortet werden, wie ein Unternehmen den Einfluss des Wassers auf den eigenen Unternehmenswert und den ökonomischen Wert des Wassers bestimmen kann.

If a programme which intends to measure performance is to work successfully in an organisation, it is necessary to understand the contingent factors that need to be in place regardless of philosophical beliefs. It must be integrated with the overall strategy of the business; all approaches to performance measurement emphasise the alignment of objectives, measures, strategic decision making and rewards. This is crucial, as it is not possible to measure performance unless it is clear what an organisation is trying to achieve. Value-based management (VBM) is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. The application of VBM principles at the lower levels within the organisation is critical to ensure that lower level staff applies value-creating principles in their daily jobs. Anglo Platinum has also adopted VBM, which will help the organisation to enhance decision-making and ensure pursuing strategies that maximise value. Anglo VBM is a management system which will enable the company to significantly improve the quality and speed of decision-making and to drive performance and profitable growth. It requires a detailed understanding of where and why value is created or consumed within the businesses through assembling a comprehensive fact base. A quantitative study was done to collect primary data through the use of standardised questionnaires that were distributed to respondents at Bleskop and Brakspruit shafts as well all the accountants at Rustenburg Platinum Mine, which forms part of Anglo Platinum. The results from this study indicate that there is a low understanding of VBM as well as a strong focus on business unit objectives and on short-term goals. A key recommendation would be to use incentive mechanisms to be aligned to VBM. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

If a programme which intends to measure performance is to work successfully in an organisation, it is necessary to understand the contingent factors that need to be in place regardless of philosophical beliefs. It must be integrated with the overall strategy of the business; all approaches to performance measurement emphasise the alignment of objectives, measures, strategic decision making and rewards. This is crucial, as it is not possible to measure performance unless it is clear what an organisation is trying to achieve. Value-based management (VBM) is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. The application of VBM principles at the lower levels within the organisation is critical to ensure that lower level staff applies value-creating principles in their daily jobs. Anglo Platinum has also adopted VBM, which will help the organisation to enhance decision-making and ensure pursuing strategies that maximise value. Anglo VBM is a management system which will enable the company to significantly improve the quality and speed of decision-making and to drive performance and profitable growth. It requires a detailed understanding of where and why value is created or consumed within the businesses through assembling a comprehensive fact base. A quantitative study was done to collect primary data through the use of standardised questionnaires that were distributed to respondents at Bleskop and Brakspruit shafts as well all the accountants at Rustenburg Platinum Mine, which forms part of Anglo Platinum. The results from this study indicate that there is a low understanding of VBM as well as a strong focus on business unit objectives and on short-term goals. A key recommendation would be to use incentive mechanisms to be aligned to VBM. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

The third sphere of government (Local Government) has been persistently clouded by unfavourable Annual Financial Statement (AFS) audit reports. This results in local government losing credibility and its stakeholders losing confidence in the institutions or municipalities. In-depth analysis of the root cause of this dilemma is an opportunity for the municipality to reorganise its house and redeem its dignity and credibility to its stakeholders through addressing the identified challenges. The importance of the study can be attributed to the need to investigate the root causes of unfavourable audit opinion and recommend possible remedies that can assist municipalities to improve their audit report outcomes which in turn will improve the confidence of its stakeholders. The primary objective of the study was to investigate variables that impact on the audit report outcomes on annual financial statements of the municipalities that are within Alfred Nzo District (AND) Jurisdiction, including Alfred Nzo District Municipality (ANDM). This was achieved through investigating the root causes of the audit report outcomes with specific focus on the relationship that exists between the management role and audit outcomes of the Alfred Nzo District Municipalities. This was measured by the municipality’s leadership, governance, internal controls and human capital management. Convenient sampling was used wherein 150 questionnaires (30 per municipality) were sent out to the selected employees in all the municipalities in the Alfred Nzo District. Out of the questionnaires that were sent out, 103 responses were received. These were analysed to draw findings, conclusion and recommendations. The empirical results of the study revealed that there is strong evidence that leadership, governance and human capital management have a positive influence on the municipality’s AFS audit report outcomes. It also revealed that there is overwhelming evidence that internal controls have a positive influence on the municipality’s AFS audit report outcomes. The study recommends how leadership, governance, internal controls and human capital management must be improved. It also provides future research recommendations to improve this study.

Diploma thesis Financial and nonfinancial analysis of Spalovsky Company is dealing with a complex evaluation of chosen company. On the basis of financial statements for the years 2004 -- 2008 is accomplished financial analysis which purveys information about processes in company. As another methods for financial evaluation are chosen overall bankruptcy and credibility models and Quelle methodology. As a basis for nonfinancial indicators were made questionnaires among companies' employees and customers and created two new indexes - People Value Added and Customer Value Added. The last method was selected Pollack's method of companies' vitality. The goals of this thesis are two: the first of all to evaluate the company, characterize strong and weak points and suggest recommendations for improvement. The second goal is to analyze usefulness of selected methodizes and find out in which relation are they (substitutes, components or antagonists).