MSc and MSc Funded Theses
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This is a selection of Master's Thesis which were chosen for their outstanding quality
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Item Open Access A systematic review of portfolio management(2003-09) Weedon, R. M.; Szwejczewski, MarekThis systematic review was conducted to provide a broad assessment of the academic and practitioner literature relating to new product portfolio management. The aim is to identify the methods of new portfolio management used within global business to business (B2B) firms with a view to understanding the effectiveness and potential problems of portfolio management in practice. New product development portfolio management is the business process by which, typically, the senior management of a firm decide upon which new products to invest in to meet the firm's long, medium and short-term business objectives. Generally these would be those products which the senior management believe will most effectively utilise the firm's resources and thereby optimise the return on their investment. Within the limitations of this systematic review, a significant number of possible gaps in research are provisionally apparent. These notably include the absence of suitable research material studying possible differences in practice and emphasis of portfolio management in Japan and Asia compared with the United States and Western Europe. Whilst portfolio management is frequently portrayed as a rational, precise and logical process, evidence emerges from this review suggesting that human aspects, such as team motivation and personal ambition, may also arise which may inhibit the senior managers' effective portfolio decisions. This possibly raises questions as to whether, as a consequence of this phenomena, due consideration is therefore given to portfolio strategies which effectively re-use development efforts in other projects or take advantage of complementing a firm's product portfolio through alliances with other firms. In summary portfolio management would appear to be an area worthy of significant additional management research.Item Open Access How cognitive diversity in senior management teams can add value through innovation and improved performance in the mining industry.(2021-08) Houston, Sam; Birkett, AilsaThe mining industry has a reputation for being insular, traditional, highly technical and macho and is not adapting quickly enough to meet the demands of a world that is changing at an ever-increasing rate. Key disruptions in the mining industry are in technology, legislation, sustainability requirements and stakeholder expectations. This dissertation proposes that rebalancing cognitive diversity in mining’s senior management teams will establish the industry’s ability to proactively manage disruptive events and that the industry needs to change the way it designs and manages individuals, teams and organisations from a diversity perspective. These two research aims were met though analysing results from a literature review, and surveys and interviews of senior leaders from the mining industry. A key finding from this research is that the industry is correcting its demographic imbalances although progress is slow and in reaction to social equality movements and legislation, rather than being proactive. Proactively managed cognitive diversity in senior management teams has been found to improve innovation and performance and there is an appetite for change regarding diversity and inclusion from senior leaders within the mining industry, although there is low awareness of cognitive diversity and its value. The conclusion from this research is that to be effective at mitigating its largest risks and issues, the industry needs to leverage cognitive diversity within senior management teams. However, leaders currently do not have access to toolkits to be able leverage cognitive diversity and the mining industry lacks psychological safety and relatedness to allow diversity to be leveraged. The key recommendations from this research were that more research is needed regarding how cognitive diversity can be leveraged within the mining industry, senior management teams in mining need to be more cognitively diverse, and leaders need a toolkit to help them to be successful in managing cognitive diversity.