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2016 marks the 56th anniversary of the oil cartel: OPEC. It managed to increase prices in 1972. In doing so, it behaved in a manner consistent with a cartel, bringing about a wave of studies on it. This study provides an overview of Organization of Oil Exporting Countries (OPEC)’s cartel behavior form 1980 to 2014/5, from five different perspectives. These perspectives, although have been studies individually, but never holistically.
This study grounds the research questions into the structure-conduct-performance paradigm for each of the five perspectives of cartel behavior. Each perspective is also backed by a theory of its own. The first perspective is that of the neo-classical theory of the firm, in that OPEC is deemed to be created for the purpose of creating profits for its members. The second perspective looks at whether or not OPEC is internally and externally stable by looking at economic and non-economic influences on the organization. The third perspective makes use of the theory of market contestability, in oder to determine which member in the cartel has had and still holds most influence within the cartel. The fourth perspective looks at entry and exit trends from OPEC, to determine what impact it has on the incumbent profits and that of the defectors. The fifth perspective uses the concept of black swan from the strategic management literature to discuss whether or not OPEC will dissolve in the next fifty years and whether this will bring about a golden or a black swan.
The methodology prevalent throughout the study is a case study analysis of the OPEC cartel behavior, however, two of the chapters also run a regression analysis (chapters 3 and 4), using variables identified from the structure-conduct-performance paradigm. The second and the third provide a descriptive overview via line graphs, while the last uses the methodology of observation.
It has been found that OPEC has earned abnormal profits which steadily increased, Saudi Arabia has been instrumental in managing quotas, and importance of each country is determined by the output it produced from one year to the next. In addition, economic influences are more important than the non-economic influences for OPEC's viability as a cartel, exit from OPEC is not advisable for the defector nor the incumbent firms and the cartel is not internally stable as barriers to entry are low and members can easily defect and can rejoin the cartel. Lastly, OPEC’s influence in the oil market is waning fast, which might lead to a black swan event.
Highlighted as a promising field that targets cost related problems and high research costs, the concept of Lean Management is applied in the biotechnology sector. Specifically, the thesis aims to develop and test a Lean Management implementation model suitable for biotechnological research laboratories. Using multiple mixed methods, a deductive case study approach is taken to investigate requirements for an improvement model. The use of observations and interviews deliver findings which enable the comprehension of the implementation environment. The review of academic literature provided the basis to conceptualize, develop and test a new model, called Biotechnological Laboratory Implementation Model or BLIM. Overall, the results of the implementation can be described as successful since the BLIM meets all requirements fully or with minor restrictions. Effects of the Lean Management implementation are positive and promise to deal with the mentioned cost related problems and high research costs. The findings of this thesis challenge preexisting views on the argument that the success of Lean Management models is subject to the individual characteristics of the organization. As the newly developed BLIM is separated into structured and agile implementation phases, this joint characteristic represents a contribution to research in the field of Lean Management implementations as such and proposes further areas to be researched on.
The field of entrepreneurship and its framework, the entrepreneurial opportunity process, are still young and maturing research areas that receive increasing attention from numerous authors in their academic reviews. While some researchers focus on the generic entrepreneurial opportunity process in order to gain additional insights into the phenomenon, others examine one of the entrepreneurial directions, such as social entrepreneurship or commercial entrepreneurship more closely. So far, a dichotomous approach towards the two types of entrepreneurship has been postulated by contemporary researchers that distinguishes them as two varying approaches.
This master thesis comprises both entrepreneurial directions and investigates their course throughout the entrepreneurial opportunity process, including the nature of the opportunities, their discovery and the decision to exploit an opportunity. The aim is to get a broader picture of the phenomenon of social and commercial entrepreneurship, its differences and similarities throughout the process and thus, examine the dominant dichotomous approach.
Primary and secondary data is gathered from case studies and interviews with entrepreneurs and derived from the information obtained, as well as from existing literature. Seven propositions are postulated that indicate possible differences and similarities regarding the two entrepreneurial approaches. Based on the findings from the testing of the propositions, this research paper concludes that the concepts of social and commercial entrepreneurship hold certain differences, Nevertheless, similarities are prevailing so that a dichotomous approach cannot be supported. The entrepreneurial directions can be displayed on a continuum rather than on extreme ends.
Finally, in order to provide possible future research objectives, an outlook section, containing a critical view on the tie between the entrepreneur and the opportunity is enclosed. It is suggested that the entrepreneur-opportunity nexus is much stronger in the social entrepreneurial context than in the commercial entrepreneurial context.
In this master thesis a marketing strategy of a launch and expansion on the global medical devices market of a new product (AED NG) by a German middle-size enterprise Metrax GmbH is developed. In order to exploit growth opportunities three levels are investigated – internal situation of the manufacturer, competitive landscape and global AEDs market. Analyses of the company and its competitors reveal current market situation and position of the company on it. Various methods of used strategic analyses (PEST, Porter’s Five Forves, SWOT, interviews conduction with competitors, distributors, and employees of Metrax etc.) enable to create a strategy canvas of AEDs market in accordance to “Blue Ocean Strategy” framework and to formulate main propositions of the strategy concerning product. Research of special features of regional markets enables to define the most lucrative and perspective markets to expand for Metrax. After defining and proving growth opportunities assessment of risks and requirements necessary for implementation is made. Finally, an outline of strategic propositions and main milestones for their implementation are summarized into the concluding part.