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Digitalisation and further media development are core processes of the current digital age. In order for companies to benefit from technical progress, their employees must have or are expected to acquire the relevant skills. Companies therefore are faced with the task of not being overwhelmed with the mass of innovations and opportunities and, in the best-case scenario, of being able to use them to improve their own performance.
Small and medium-sized enterprises represent 99% of all enterprises in Germany. Though, it has not been further established, how the majority of small enterprises and their employees participate in this development. The research question therefore consists of two parts. On the one hand: "Is the promotion of employees' skills taken care of in micro-enterprises?" and on the other hand: "Where are the opportunities and challenges for companies of this size?”
In order to answer the research question, a qualitative research method was used, the guideline-based interview. The interviewed companies were all in the media and IT sector. Thus, the recorded and transcribed data provided a real insight into the current situation in micro-enterprises.
The responses to the interviews showed that companies with very small numbers of employees are more dependent on their employees than others. So, the commitment of the employees is decisive for the success of the company itself. It is the management's task to promote this and ensure employee satisfaction.
Companies that pay more attention to employee development are therefore more recommendable for career starters who need and/or want to develop themselves and their entire horizon of experience.
Digital Transformation is a main enabler for technological change in today’s society and corporate structures. Companies of all sizes have to face up the change. The com-plexity of the innovations is constantly growing. More and more information and knowledge are needed to build a basis for renewal. Different capabilities, such as highly qualified employees, material resources and the correct handling with these information, constitute the background for the advancement. Compared to large companies, small and medium sized companies (SMEs) are struggling more with these circum-stances. This leaves potential capabilities to optimize daily routines unused.
Challenges here are different internal and external barriers. Examples for that are the lack of IT expertise and innovation culture. Hence it is very important, to show SMEs the advantages of the innovation process within the scope of digital transformation. Cost savings, improvement of IT infrastructure or optimization of their business processes, are drivers that should be adopted in the awareness of SMEs.
Recommendations for action are needed, also with the support of information management. This includes information management, strategic management for external an internal information and the selection of an appropriate IT infrastructure. However dynamic management skills and sufficient IT expertise also complement the digitization process.
This becomes clear from the literature analysis following the principles of Webster and Watson (2002). The Concept mapping and the concept matrix serves to support the process. They are presenting the key words and showing the most important works of the bachelor thesis. The argumentation of the bachelor thesis based on this.
Innovation can help a forward-looking company to rise up very quickly, furthermore, innovative products and services bring a company to a stage where it can win new segments of customers and be ahead of the competition. For their innovation process, the companies can distinguish between open and closed innovation. In this case, we will focus on open innovation and how companies share their innovation processes for the benefit of the company. They use information and innovation systems to define their innovation process, as well as, track innovative ideas and the phase of their development. There are always pros and cons when it comes to open innovation processes in an organization. We will try to look at certain examples in the business world to illustrate how good or bad an open innovation process can be for a company. In this Bachelor thesis, we will try to point out the essential criteria for an open innovation process and illustrate companies which have used open innovation processes. In some cases it went successfully and for some companies it went unsuccessfully.
The subject of this thesis was to analyse the involvement of classical creativity techniques and IT tools in different phases of the innovation process. In addition, the present work deals with the integration of Design Thinking and TRIZ into the innovation process. The aim was to define a specific innovation process based on diverse existing Innovation process models from the literature. This specific innovation process should serve as a basis for the analysis of integration of creativity techniques, IT tools, Design Thinking and TRIZ. Summarizing it can be said that the application of creativity techniques and IT Tools is admissible and useful in every phase of the innovation process. In this work it was shown that the design thinking method can be integrated in the early stages of the innovation process. Also, the process model of TRIZ, which differs from traditional innovation processes, can be combined with classical innovation processes.
The goal of this master thesis was to develop a CRM system for the Assist team of CompuGroup Medical that is aiding in integrating open innovation into the development of the Minerva 2.0 software. To achieve this, CRM methodology has been combined with Social Networking Systems, following the research of Lin and Chen (2010, pp. 11 – 30). To achieve the predefined goals literature has been analyzed on how to successfully im- plement a CRM system as well as an online community. Subsequently the results have been applied to the development of the Minerva Community according to the guidelines of Design Science suggested by Hevner et al. (2004, pp. 75 – 104). The finished product is designed based on customer and management requirements and evaluated from a customer and company perspective.
Despite the inception of new technologies at a breakneck pace, many analytics projects fail mainly due to the use of incompatible development methodologies. As big data analytics projects are different from software development projects, the methodologies used in software development projects could not be applied in the same fashion to analytics projects. The traditional agile project management approaches to the projects do not consider the complexities involved in the analytics. In this thesis, the challenges involved in generalizing the application of agile methodologies will be evaluated, and some suitable agile frameworks which are more compatible with the analytics project will be explored and recommended. The standard practices and approaches which are currently applied in the industry for analytics projects will be discussed concerning enablers and success factors for agile adaption. In the end, after the comprehensive discussion and analysis of the problem and complexities, a framework will be recommended that copes best with the discussed challenges and complexities and is generally well suited for the most data-intensive analytics projects.
The erosion of the closed innovation paradigm in conjunction with increasing competitive pressure has boosted the interest of both researchers and organizations in open innovation. Despite such rising interest, several companies remain reluctant to open their organizational boundaries to practice open innovation. Among the many reasons for such reservation are the pertinent complexity of transitioning toward open innovation and a lack of understanding of the procedures required for such endeavors. Hence, this thesis sets out to investigate how organizations can open their boundaries to successfully transition from closed to open innovation by analyzing the current literature on open innovation. In doing so, the transitional procedures are structured and classified into a model comprising three phases, namely unfreezing, moving, and institutionalizing of changes. Procedures of the unfreezing phase lay the foundation for a successful transition to open innovation, while procedures of the moving phase depict how the change occurs. Finally, procedures of the institutionalizing phase contribute to the sustainability of the transition by employing governance mechanisms and performance measures. Additionally, the individual procedures are characterized along with their corresponding barriers and critical success factors. As a result of this structured depiction of the transition process, a guideline is derived. This guideline includes the commonly employed actions of successful practitioners of open innovation, which may serve as a baseline for interested parties of the paradigm. With the derivation of the guideline and concise depiction of the individual transitional phases, this thesis consequently reduces the overall complexity and increases the comprehensibility of the transition and its implications for organizations.
Thesis is devoted to the topic of challenges and solutions for human resources management (HRM) in international organizations. The aim is to investigate methodological approaches to assessment of HRM challenges and solutions, and to apply them on practice, to develop ways of improvement of HRM of a particular enterprise. The practical research question investigated is “Is the Ongoing Professional Development – Strategic HRM (OPD-SHRM) model a better solution for HRM system of PrJSC “Philip Morris Ukraine”?”
To achieve the aim of this work and to answer the research question, we have studied theoretical approaches to explaining and assessing HRM in section 1, analyzed HRM system of an international enterprise in section 2, and then synthesized theory and practice to find intersection points in section 3.
Research findings indicate that the main challenge of HRM is to balance between individual and organizational interests. Implementation of OPD-SHRM is one of the solutions. Switching focus from satisfaction towards success will bring both tangible and intangible benefits for individuals and organization. In case of PrJSC “Philip Morris Ukraine”, the maximum forecasted increase is 330% in net profit, 350% in labor productivity, and 26% in Employee Development and Engagement Index.
This thesis deals with the question of which success factors apply to social media marketing. German start-up companies are examined for this purpose. The investigation is based on ten semi-structured expert interviews, which are evaluated using a qualitative content analysis. The results show that there are many success factors and that companies proceed differently in many areas when implementing social media marketing measures. Important success factors are a tailor-made, company-specific social media strategy with a clear formulation of goals, integration of social media marketing into the corporate strategy, openness to new social media trends, credibility and reputation, compliance with data protection, the correct handling of criticism, use of social media as a market research tool and a long-term social media strategy. However, the significance of the results should not be overestimated, since this is a qualitative study with a limited range and only examines individual cases. Further research on the success factors could be based on quantitative studies or group discussions in which experts or users or customers are interviewed. Another possibility is the qualitative examination of the user-generated content.
A growing flood of advertising and information as well a limited capacity to collect information present a challenge to marketing today. Marketing in general is very important for the success of a company. But the classic marketing theory which ignores the special characteristics of young companies dominates. A new company with a new idea and a new product meets an existing market with customers and established competitors. For an innovation-related founding context this is a special challenge.
In this bachelor thesis the subjects, entrepreneurship and marketing will be discussed first. In addition the special characteristics of young companies, the so-called liabilities will be explained. The meaning of the term entrepreneurial marketing is explained by detailed consideration of the close and wide conceptual understanding. Afterwards the comparison clarifies the difference to the classic marketing. As part of the literature review, the current state of research will be presented and the practical use will be examined in more detail based on the central approaches. The approaches are the guerrilla marketing, ambient marketing, sensation marketing, viral marketing and ambush marketing. How entrepreneurial marketing with the central approaches is used in a start-up company is analyzed by a qualitative investigation in the form of a case study.
The case study shows that unconventional marketing measures and low use of medium can have a large effect. The entrepreneurial marketing therefore offers an alternative to classic marketing because it pays attention to the special characteristics of a young start-up company. This bachelor thesis shows that the entrepreneurial marketing can convert the weaknesses of young founding companies into strengths and lead to superiority over the competition.