Institut für Management
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While the existing literature on cooperative R&D projects between firms and public research institutes (PRI) has made valuable contributions by examining various factors and their influence on different outcome measures, there has been no investigation of cooperative R&D project success between firms and PRI from a product competitive advantage perspective. However, insights into the development of a meaningful and superior product (i.e., product competitive advantage) are particularly important in the context of cooperative R&D projects between PRI and (mainly small and medium-sized) firms in the biotechnology industry in response to increasing competition to raise capital funds necessary for survival.
The objectives of this thesis are: (1) to elaborate the theoretical foundations which explain the achievement of a product competitive advantage in cooperative R&D projects between biotechnology firms and PRI, (2) to identify and empirically evaluate the determining factors for achieving a product competitive advantage in cooperative R&D projects between biotechnology firms and PRI, and (3) to show how cooperative R&D projects between biotechnology firms and PRI should be designed and executed to support the achievement of a product competitive advantage.
To accomplish these objectives, a model of determinants of product competitive advantage in cooperative R&D projects between biotechnology firms and PRI is developed by drawing from the theoretical foundations of resource-based theory and information-processing theory. The model is evaluated using data from 517 questionnaires on cooperative R&D projects between at least one biotechnology firm and one PRI. The data are analyzed using variance-based structural equation modeling (i.e., PLS-SEM) in order to conduct hypotheses testing. The evaluation of the empirical data includes an additional mediation analysis and the comparison of effects in subsamples.
The results demonstrate the importance of available resources and skills, as well as the proficient execution of marketing-related and technical activities for the achievement of a product competitive advantage in cooperative R&D projects between biotechnology firms and PRI. By identifying project-related and process-related factors affecting product competitive advantage and empirically testing their relationships, the research findings should be valuable for both researchers and practitioners. After discussing contributions and implications for research and practice, the present thesis concludes with limitations and avenues for future research.
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.
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.
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.