A study of an integrated approach for strategy formulation and performance measurement in manufacturing enterprises.

Performance measurement quantifies the efficiency and effectiveness of action that helps organisations translate their strategies into results and fixes accountability to improve performance. This research identifies two problem statements: First, can integrating strategy formulation with measurement initiatives safeguard the performance goals in manufacturing enterprises? And second, how can manufacturing enterprises derive an integrated approach that meet their requirements and needs for strategy formulation (SF) and performance measurement (PM) system implementation? This work proposes an integrated paradigm that aligns the strategy-related performance measures to attain performance improvement in manufacturing enterprises. A two-stage empirical study was conducted, with 232 Hong Kong firms and 85 Shanghai firms participating in the study. The first stage surveys identified the common success factors, problem areas and strategy choices, and examined the relationship amongst corporate, marketing, technology and operational strengths and the `reactive/proactive' strategy choices. The subsequent personal interviews in Hong Kong complemented the survey findings by examining the impact of SF/PM efforts in manufacturing enterprises. There were two series of interviews. The first series acquired the managerial views on the decision criteria on the integration of strategy formulation and performance measures, with the aid of Analytical Hierarchy Process (AHP) methodology. The second interview series derived several design elements and process considerations for aligning strategy formulation with performance measures. The empirical study used in this research provided important inputs and served as a foundation for development of a SF/PM Integration (SPI) model. In an attempt to integrate strategy formulation and performance measurement, the SPI model adopts the guiding principles embodied with the Business Excellence Models and stresses the results-oriented assessments on five categories of SF/PM criteria, namely leadership and constancy of purpose, management by process, people development, continuous improvement, and results orientation. Unlike that of the MBNQA and EQA, the point values for criteria and sub-elements of SPI model were generated collectively from the perspectives of industry practitioners in the manufacturing sectors. These were determined using the normalised weights obtained from the AHP analysis of empirical interview findings. They are taken together to calculate the overall performance index for an organisation. The process framework comprises five stages starting from strategy formulation to implementation and evaluation of an integrated performance measurement system. It encapsulates the requirements, critical processes and activities of strategy formulation and performance measures into the way they are being managed in organisations. The SPI model helps manufacturing enterprises to build a self-assessment platform for amalgamating strategies, plans and actions which can enable performance improvement. It can supplement any Business Excellence Models, and serves three important purposes. Firstly, it is a working tool for integrating SF and PM initiatives and guiding the implementation of performance measurement system in manufacturing enterprises. Secondly, using the model can help improve the effectiveness of management practices in relation to performance measures and self-assessment; and thirdly, using the model can facilitate information sharing of best practices within an organisation and benchmark performance against competitors and other organisations. Results of a post-evaluation survey affirmed that the model and processes could encourage organisational learning and provide a practical means for manufacturing enterprises to devise effective self-assessment and performance improvement. The novel contributions of the research are to identify the key SF/PM attributes, develop the self-assessment scoring method and the process framework accompanying the SPI model. Manufacturing enterprises must evolve a holistic performance measurement system matching their corporate mission, objectives and strategies. The SPI model provides them with a systems approach for building and integrating the capabilities of SF and PM to attain performance improvement goals, irrespective of their business nature and sizes

A feasibility study on what can be outsourced to Cadence Design Systems by Motorola Semiconductor Products Sector, Consumer Systems Group in Hong Kong.

by Yu, Lawrence Kwok Cheung.Thesis (M.B.A.)--Chinese University of Hong Kong, 1998.Includes bibliographical references (leaves 46-47).ABSTRACT --- p.iiiTABLE OF CONTENTS --- p.ivLIST OF TABLES --- p.viACKNOWLEDGMENT --- p.viiChapterChapter I. --- INTRODUCTION --- p.1Benefits of Outsourcing --- p.1Strategic Benefits --- p.1Financial Benefits --- p.2Operational Benefits --- p.3Human Resources Benefits --- p.3Risks of Outsourcing --- p.4Strategic Risks --- p.4Financial Risks --- p.4Operational Risks --- p.5Human Resources Risks --- p.6Outsourcing Issues --- p.7Feasibility and Planning --- p.7Outsourcing Candidate Identification --- p.8Outsourcing Engagement --- p.10Managing the Outsourcing Contract --- p.12Human Resources Development --- p.14Outsourcing Post-mortem Analysis --- p.14Other Important Findings --- p.15Outsourcing Trends --- p.16Chapter II. --- MOTOROLA SPS CONSUMER SYSTEMS GROUP --- p.19Background --- p.19CSG Needs --- p.20Analyzing Outsourcing to Cadence --- p.21Chapter III. --- REVIEW OF CADENCE DESIGN SYSTEMS --- p.22Company Background --- p.22Cadence Design Services --- p.23Multimedia Design Services --- p.26Recent Cadence Design Services News --- p.27Chapter IV. --- MOTOROLA SPS AND CADENCE --- p.28Past Cadence Outsourcing Projects --- p.28Views of Colleagues on Past Cadence Outsourcing Projects --- p.30Views of Colleagues on Outsourcing Design Work to Cadence --- p.32Chapter V. --- ANALYSIS --- p.35Technical Issues --- p.35Economic Issues --- p.36Legal Issues --- p.37Operational Issues --- p.37Sensitivity Issues --- p.38Other Analyses --- p.39Chapter VI. --- RECOMMENDATIONS AND CONCLUSIONS --- p.41Other Recommendations --- p.42Conclusions --- p.43APPENDIX --- p.44BIBLIOGRAPHY --- p.4

A study of an integrated approach for strategy formulation and performance measurement in manufacturing enterprises

Performance measurement quantifies the efficiency and effectiveness of action that helps organisations translate their strategies into results and fixes accountability to improve performance. This research identifies two problem statements: First, can integrating strategy formulation with measurement initiatives safeguard the performance goals in manufacturing enterprises? And second, how can manufacturing enterprises derive an integrated approach that meet their requirements and needs for strategy formulation (SF) and performance measurement (PM) system implementation? This work proposes an integrated paradigm that aligns the strategy-related performance measures to attain performance improvement in manufacturing enterprises. A two-stage empirical study was conducted, with 232 Hong Kong firms and 85 Shanghai firms participating in the study. The first stage surveys identified the common success factors, problem areas and strategy choices, and examined the relationship amongst corporate, marketing, technology and operational strengths and the 'reactive/proactive' strategy choices. The subsequent personal interviews in Hong Kong complemented the survey findings by examining the impact of SF/PM efforts in manufacturing enterprises. There were two series of interviews. The first series acquired the managerial views on the decision criteria on the integration of strategy formulation and performance measures, with the aid of Analytical Hierarchy Process (AHP) methodology. The second interview series derived several design elements and process considerations for aligning strategy formulation with performance measures. The empirical study used in this research provided important inputs and served as a foundation for development of a SF/PM Integration (SPI) model. In an attempt to integrate strategy formulation and performance measurement, the SPI model adopts the guiding principles embodied with the Business Excellence Models and stresses the results-oriented assessments on five categories of SF/PM criteria, namely leadership and constancy of purpose, management by process, people development, continuous improvement, and results orientation. Unlike that of the MBNQA and EQA, the point values for criteria and sub-elements of SPI model were generated collectively from the perspectives of industry practitioners in the manufacturing sectors. These were determined using the normalised weights obtained from the AHP analysis of empirical interview findings. They are taken together to calculate the overall performance index for an organisation. The process framework comprises five stages starting from strategy formulation to implementation and evaluation of an integrated performance measurement system. It encapsulates the requirements, critical processes and activities of strategy formulation and performance measures into the way they are being managed in organisations. The SPI model helps manufacturing enterprises to build a self-assessment platform for amalgamating strategies, plans and actions which can enable performance improvement. It can supplement any Business Excellence Models, and serves three important purposes. Firstly, it is a working tool for integrating SF and PM initiatives and guiding the implementation of performance measurement system in manufacturing enterprises. Secondly, using the model can help improve the effectiveness of management practices in relation to performance measures and self-assessment; and thirdly, using the model can facilitate information sharing of best practices within an organisation and benchmark performance against competitors and other organisations. Results of a post-evaluation survey affirmed that the model and processes could encourage organisational learning and provide a practical means for manufacturing enterprises to devise effective self-assessment and performance improvement. The novel contributions of the research are to identify the key SF/PM attributes, develop the self-assessment scoring method and the process framework accompanying the SPI model. Manufacturing enterprises must evolve a holistic performance measurement system matching their corporate mission, objectives and strategies. The SPI model provides them with a systems approach for building and integrating the capabilities of SF and PM to attain performance improvement goals, irrespective of their business nature and sizes.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

A tale of two ports

Thesis (B.Sc)--University of Hong Kong, 2008.Includes bibliographical references (p. 177-182) and index.published_or_final_versio

Global and regional sourcing of ICT-enabled business services: upgrading of China, Hong Kong and Singapore along the global value chain

Offshoring, as part of globalisation, first started decades ago with manufacturing processes disintegrated along the global value chain and dramatically redistributed to low-cost regions. The next global shift of work involving ICT-enabled business services has arisen since the 1990s, especially featuring the success of India’s supplier role. The possibilities for the Global South to move up the value ladder are well demonstrated by the achievements of the newly industrialised economies in East Asia in the first shift and of India in the second. In the services sector, however, potential for upgrading is conditioned by quality-based elements, such as trust, culture and language, which vary both between producing and market areas. Flows are increasingly multi-directional, requiring attention to the neglected issue of demands from fast-growing Southern economies. So how do locations and firms in the Global South attempt to upgrade in the regime of rising services offshoring? The Indian experience especially in serving Anglophone markets in the Global North has been widely documented – but not that of East Asian economies, with their distinct characteristics and strong historic, ethnic and cultural ties with each other. This study examines the upgrading possibilities and constraints of China, Hong Kong and Singapore along the global services chain. For cross-case analysis, it focuses on three specific sets of services, including information technology, finance and accounting, and customer contact services. The concepts of global value chain, competitive advantage and capabilities are applied to reconstruct the phenomenon of services offshoring from both the demand and supply perspectives in the selected locations, and synthesise the dynamics between locational characteristics and firm strategies. A series of distinct upgrading strategies are identified, involving mixes of manufacturisation, knowledge-intensification and deepening relational capabilities to exploit both regional advantages of language/cultural proximity and established global links

The role of property developers in the provision of owner-occupied housing in Hong Kong.

by Pui-yee Connie Tang.Thesis (M.Phil.)--Chinese University of Hong Kong, 1998.Includes bibliographical references (leaves 235-252).Abstract also in Chinese.ABSTRACT --- p.iiTABLE OF CONTENTS --- p.ivLIST OF FIGURES --- p.viLIST OF TABLES --- p.viiABBREVIATIONS --- p.viiiACKNOWLEDGEMENTS --- p.ixChapter CHAPTER 1 --- INTRODUCTION --- p.1Chapter CHAPTER 2 --- HOUSING MARKET AND HOME OWNERSHIP --- p.6The Hong Kong residential housing market --- p.7Growth of home ownership --- p.23Conclusion --- p.38Chapter CHAPTER 3 --- STUDYING HOUSING PROVISION --- p.40Neo-classical economics --- p.41Classical Marxism --- p.43Urban political economy --- p.46Beyond Marxian political economy --- p.56Structures of housing provision --- p.58Conclusion --- p.63Chapter CHAPTER 4 --- HONG KONG PROPERTY DEVELOPERS --- p.64Roles of property developers --- p.64Types of property developers --- p.66The research agenda --- p.68Historical development of Hong Kong property developers --- p.70British-controlled property companies --- p.79Chinese-controlled property companies --- p.81Overseas-controlled property companies --- p.91Public-sector developers --- p.93Other public companies --- p.96Conclusion --- p.100Chapter CHAPTER 5 --- THE OWNER-OCCUPIED HOUSING PROVISION IN HONG KONG --- p.102Forms of housing production --- p.103The housing development process in Hong Kong --- p.107Land search and assembly --- p.108"Planning permission, development design and finance" --- p.128Housing construction --- p.137Marketing and selling --- p.142Conclusion --- p.148Chapter CHAPTER 6 --- PROPERTY DEVELOPERS AND THEIR POWER --- p.149Developers' market power --- p.149Developers' political power --- p.175Conclusion --- p.186Chapter CHAPTER 7 --- HONG KONG OWNER-OCCUPIED HOUSING AND THEIR FUTURE --- p.188Expand owner-occupied housing sector --- p.189Strategies to promote home ownership --- p.198The future structure of owner-occupied housing provision in Hong Kong --- p.204Future prospects of home ownership --- p.209Conclusion --- p.214Chapter CHAPTER 8 --- CONCLUSION --- p.216POSTSCRIPT --- p.220APPENDICESChapter I. --- List of individuals consulted in selected individuals interviews --- p.221Chapter II. --- Corporate members in the Real Estate Developers Association of Hong Kong as in1997. --- p.223Chapter III. --- "Details of HOS and PSPS projects, 1978-97" --- p.229BIBLIOGRAPHY --- p.23

Stock Market Integration Between the Hong Kong SAR and the People's Republic of China - the Use of a Revised 'H' Share Model and Enhanced Institutional Support

PhDBilateral, multilateral and regional linkages between stock exchanges generate increased sources of funds, investor return and product choice. Such associations can also lower transaction costs in both initial listing and subsequent trading, increase liquidity more generally in the secondary market and enhance investor protection and confidence in the stability and reputation of the market and the status of companies listed on the market. This thesis argues that the integration of the stock markets between The Special Administrative Region of Hong Kong ("Hong Kong") and the People's Republic of China (CTRC) is therefore a desirable objective and investigates how a more successful and substantial degree of integration could be achieved in this area. Integration, in particular, requires harmonization of laws and regulations. In 1993,H shares issued by PRC companies were first allowed to cross-list on the Hong Kong Stock Exchange. This listing was made possible by the introduction of a new set of legal and operational rules promulgated in both the PRC and Hong Kong. This thesis expounds four models of integration, the H Share Model, the System Harmonization Model, the Mixed Harmonization and Mutual Recognition Model, and the Full Harmonization Model and argues that H share regulations are an effective way to further integration despite problems inherited from the PRC's 'pre-open door' policy. In considering other potential models, the European Union and the United States capital market are also considered as potential models for further integration of the PRC and Hong Kong stock markets despite the inherent limitations of the latter model. It is also proposed that enhanced institutional support can be used as an effective means of accelerating the integration process. Investigating both the feasibility and possible implementation of market integration within an appropriate institutional framework ensures an autonomous, legal and independent environment separate from the political realm

City Space + Globalization: An International Perspective

City, Space, + Globalization presents ways in which globalization affects the built environment of people in cities around the world. Architects, urban planners, geographers, historians and sociologists address topics ranging from transportation to historic preservation, from housing for different population sectors to economic change and city growth patterns. A significant common element of these papers is their shared concern with the life space of city fabric, beyond economics, beyond world markets and world trade. This life space is the neighborhood and community space of city residents. It refers to memory, to history, to tradition in the face of homogenizing global forces.https://digitalcommons.calpoly.edu/books_fac/1002/thumbnail.jp