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Psychology Master Thesis Presentation Template

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Master thesis presentation

Transcript: “There is an annual meeting where we examine what has happened in the year that passed and we make the new plans for the year to come. But every month, we conduct follow up meetings to see if the targets we have set are being achieved and what modifications are needed. Sometimes there is no need to change anything, other times there is a need for small changes and some other times there is a need for a complete change our plans ...I tried to develop a formal planning system when I started the company by writing a manual on how things should be organized and what is the role of everyone in the company, but I soon realized that I spent time for no reason. It is very hard to keep up with a written strategic plan because you have to make modifications all the time so after a while I gave up on that. I believe that the strategic planning process in a SME cannot be of such sophisticated and formal nature” • What is the importance of the strategic planning process in addressing the crisis factors? • What is the content of the strategic planning process? • Is there any difference between the strategic planning process prior and during the economic crisis in Greece? • Were there any changes that occurred during the economic crisis? • What were the obstacles that SMEs faced during the economic crisis? main changes “The employees have a secondary and supportive role in the company and they are only following my orders concerning important decisions... they don’t have the knowledge or the experience to do some things that I need. So I am forced to be engaged with every problem or issue that comes up” limitation of the study obstacles The strategic planning process prior and during the economic crisis: The case of the SMEs in Greece Factor of decision making: Methodology Small and medium enterprises prior to economic crisis Battaglia, M. Frey, M. Public policies of promotion of CSR amongst SMEs and effects on competitiveness: the case of Tuscany region. Int. J. Business Governance and Ethics, Vol. 9, No. 1, 2014 Bourgeouis, L.J.III, Eisenhardt, K.M. (1988) strategic decision process in high velocity environments: four cases in the microcomputer industry. Management science Vol 34, No 7, pp 816 - 835. Giannacourou, M. Kantaraki, M. Christopoulou V. (2015) The Perception of Crisis by Greek SMEs and its impact on Managerial Practices. International conference on strategic innovative marketing, IC-SIM, Madrid, Spain, pp.546-551. GSEVEE, ESEF, KEEE, TFGR, SETE, (2014) The development of SMEs in Greece. Policy document, chapter2, 66p. Vargo, J, Seville, E. (2011) Crisis strategic planning for SMEs: Finding the silver lining. International journal of production research – creating Resilient SMEs special issue, Vol 49, Issue 18, pp5619-5635. Chapter 2: Example of company A Qualitative Chapter 3: Small and medium enterprises during to economic crisis What is the strategic planning process followed by the SMEs in Greece, prior and during the economic crisis? Sub questions company B Background to the research Significance of the study Aims, Research questions and objectives Aim of the study Delimitation of study Structure of study Quantitative focusing on the tourism sector: Travel agencies. Company A is not using any written plans for strategic purposes and the strategy formulation has a horizon of 3 to 6 months. The decision-making in the firm was heavily centered on the owner-manager. Issue of self-reported questionnaires Potential sampling bias presented in the sample profile The lack of industry standardization the lack of time in terms of companies' replies chapter1: introduction and literature review Mediterranean Agronomic Institute of Chania (MAICh) MSc in Business Economics and Management No written plans are produced but their long planning horizons are narrow and there is a detailed plan of strategic activities. The decision-making process is centralized, since the owner-manager is the one making the decisions, with minimum contribution and participation from other employees. Conclusion By: BENHAMICHE Feriel Research Question “I am responsible for taking the important decisions, because I am the one responsible and accountable for the firm ...I don’t have any trust issues but you must know that you will never find a businessman who will let others decide for them. I am the one who risk his future so I am the one who will decide what will happen” the use of interviews as a method of research interview guide target : 15 companies travel agencies 5 interviews done using the door to door in Chania. next target (Athens). the companies' name will not be revealed for confidentiality reasons. example: Company A, B, C... Introduction Strategies during the economic crisis: overview of SMEs’ strategies in Greece during the economic crisis Introduction Definition of SMEs: Defining the tourist sector SMEs (travel agencies) Importance of the SMEs Strategies before the economic crisis: overview of SMEs’ strategies in Greece prior the

Master Thesis Presentation

Transcript: Best potential influence to loyalty Experience (positive) Phase Lowest potential influence to loyalty Experience (negative) Phase Instant Messaging Exploratory Study: Use of Instant Messaging Tactics to Increase Loyalty Use of WhatsApp best appreciate in Experience (positive) Phase Orientation /Evaluation The biggest potential influence on loyalty during the customer journey is the After-sale service tactic Chatterbot Service Tactic Mauldi, 1994 Jim Lecinski 2011, Google To which extent will the participant... Osterwalder, 2010 Advocate phase and Experience (positive) highest WhatsApp appreciation After-sale Service loyalty rate score's highest Optimally serve the consumer through multiple channels Whole Journey Service WhatsApp Facebook is growing especially among the elderly Methods Chatbot Service Results Quantitative Research WhatsApp appreciation Follow up study Chatterbots Test model in practice Ranade, 2012 5.78 Advocate Two of the three cases Important to speak with the same person. From the first contact moment to the last. Any time of the day Personal Assistance Desk Research Replay within seconds David C. Edelman 2010 An option to choose when and whereabouts the company can chat with them Phase 3: Qualitative Research Not seek for alternative products, company of brands? Mckinsey Company, 2009 4.76 TOTAL After-sale service 4.71 Orientation / Consider Whole journey service case, n=162 Social media Consider to buy other products from the same company? Experience (negative) 5.54 Loyalty achieved 4.99 Chatbot Service Tactic Results 4.39 Involve consumer at development of products Customer Relationships Reference Model Nations, 2015 Automated Services LMOT, facilitate online platforms where consumers can place content and share content. Stay connected with the consumer No products named, applicable all markets and products Automated Services Providing the company or brand the opportunity to correct problems, without compromising the build-up relationship? Orientation / Consider Follows brand after purchase Interview with participants Social media Social media is 'the key' to improve loyalty The Survey 60% never had contact with a company trough WhatsApp 84% said that ZMOT shapes their decision Phase 2: Quantitative Research SMOT, be available to answer customer questions The least potential influence on loyalty during the customer journey is the Chatbot service tactic Experience (positive) Do not use instant messaging as push marketing tool No interaction effect between groups - Gender - Age - Education Use of WhatsApp lowest appreciation in Bonding Phase Communities & Co-creation 5.39 Use for convenience products, answering simple questions Phases 4.37 Instant messaging differs from classic social media Content sharing Online Survey by convenience sampling 5.20 4.65 5.03 Creating loyalty loop by construct a positive relationship with consumer 5.64 Lowest potential influence to loyalty Bonding Phase Orientation / Evaluation Advocate phase highest loyalty rate score Co-creation 5.83 The Customer Decision Journey Where In The Customer Journey Should Instant Messaging Be Applied? Online Whole Journey Service Tactic Literature Study Multiple chat conversations 4.40 ' If I found out am chatting with a robot, am out! ' Expectations are met 6.20 Only applicable for the WhatsApp application Loyalty score Best potential influence to loyalty Experience (positive) Phase How Should Instant Messaging Be Applied? A online channel, increasingly smartphone Phases & Touchpoints Experience (positive) Use of WhatsApp lowest appreciation in Orientation / Consider Chatbot Service loyalty rate score's lowest Make it personal to meet the need of personal assistance Bonding The use of social media continues to rise 4.73 5.53 WhatsApp appreciation Master Thesis Presentation 5.11 Experience (negative) lowest loyalty rate score 3.70 WhatsApp is the largest platform 2016 ' A Chatterbot is a computer program, which conducts a conversation through textual methods ' Loyalty rate 5.43 0,38 drop loyalty rate in the Experience Phase when expectations are not met 5.42 30 - September - 2016 Pre-test Lowest potential influence to loyalty Bonding Phase Inform the customer on most critical moment, going from undecided to decided The New Mental Model ' What is the potential influence of instant messaging tactics on loyalty during the customer journey? ' After-sale service, n=167 The Funnel Metaphor Make sure the product meet the expectations ZMOT increasingly on smartphone Experience (positive) Whole Journey Service Tactic Results Quantitative Research Where the customer is active. Tablet, desktop, laptop and smartphones plays key role First supervisor: DR. de Vries Second assessor: DR. Constantinides Omni-Channels Self- Service Dedicated Personal Assistance Imagination participants and past experience Chatbots Overall Results TOTAL TOTAL The chance of Loyalty Loop increases when the customer Communities Answer continuously on simple

Master Thesis Presentation

Transcript: F(4, 264) = 20.76, p < .001 Cognitions No connection between the two has been found so far Sexual coercion 14.3% late 14+ years Limitations sex partners 484 girls Cognitive antecedents to sexual coercion 81.4% experienced menarche Substance use self-esteem no effect on self-esteem Significant effect of victimization on substance use in on-time maturing girls No significant effect of victimization on substance use in early maturing girls Risky sexual behaviors pubertal timing 55.8% on-time 12/13 years self-esteem F(4, 264) = 15.86, p < .001 damaged goods The act of using pressure, alcohol or drugs, misuse of authority or force to have sexual contact with someone against their will Results Adults should be cautious, and communicate with early maturing girls, to prevent that girls cope with the incident by using drugs, alcohol F(4, 49) = 6.328, p < .05 BUT Which girls do become victims developmental readiness hypothesis early maturing girls emphasize their appearance risk factor risk factor for substance use + relationship between pubertal timing and victimization has been found Sexual victimization It is not yet clear why early maturing girls more often become victimized vulnerability factor F(4, 264) = 50.45, p < .001 Victimization Methods F (1, 53) = 13.60, p < .001 The Relationship between Pubertal Timing and the Behavioral and Cognitive Consequences of Sexual Coercion no effects for risky sexual behaviors Separate univariate ANOVAs reveal significant effects on alcohol use and use of hard drugs Early and late maturing girls experience more psychological and behavioral problems F(4, 49) = 4.98, p < .05 Pubertal timing seems to have some effect on the chance of becoming a victim substance use Behavioral antecedents to sexual coercion significant effect of victimization on permissive sexual attitudes in early maturing girls Developmental readiness hypothesis 11.4% early < 12 years permissive attitudes reason + Which girls do worse after victimization No effects for neither early maturers nor on-time maturers F(4, 49) = 2.52, p =.053 Consequences vulnerability factor for permissive sexual attitudes in early maturers vulnerable to sexual pressure by older males no effects for self-esteem age 11 - 18 drugs Mixed Results sexually permissive attitudes on-time maturers more substance use than early maturers Which girls do worse after victimization Antecedents Self-esteem Maturational deviance hypothesis telling the truth Master Thesis by Lina M. V. Koch Discussion dull the memory with alcohol and drugs Only early maturing girls experience more psychological and behavioral problems low self-esteem Significant association between pubertal timing and victimization Separate univariate ANOVAs reveal significant effects on alcohol use, smoking, and use of marijuana risky sexual behavior χ2 (2) = 10.564, p < .01 Variables Review on the results Early maturing girls more often become victimized 17.8 % of Dutch girls aged 12 to 25 have ever been victim of sexual coercion maturational deviance hypothesis 6.6% victims of sexual coercion at least once alcohol F(4, 264) = 22.57, p < .001 early maturers more permissive attitudes than on-time maturers Age appropriate behavior and treatment small sample size more sexual partners

Master Thesis Presentation

Transcript: [16] CONTROL Business Model Audit as an Essential Tool for OJSC "NK Rosneft" [8] frequent or significant deviations from the budget figures; dependence of the business effectiveness on the several major decisions, that were made in the face of uncertainty; Current Business Model of OJSC "NK Rosneft" Relevance of the Research Create benefit CHECK [17] [9] [6] Hypothesis of the Research Associate professor Elena Serova long and complicated procedures of forecasting and planning. Aknowledgement [15] robust control "Business modeling as a way of improving audit procedures and minimization of internal audit risks" [5] II. Internal Audit Department Analysis of OJSC "NK Rosneft" Aims and Purposes of the Research implementation of recommendations based on the conducted study will be instrumental in certain internal audit risks reduction Internal Audit Risks in OJSC "NK Rosneft" a seat at the table when strategies are being determined IV. Recommendation Notice Development Prevent malpractice Internal Audit Functions Business Model Canvas by A. Osterwalder and Y. Pigneur operational high dependence on the price and business environment; financial activity planning; organization and auditing; monitoring of actions based on the audit results; reporting and maintaining of internal audit database; implementation of functional management of internal audit in the group's companies. Associate professor Olivier Charpateau [11] 1. Simplification of processes and more efficient use of services (including IT); 2. Implementation of business model audit on a regular basis; 3. Verification of potential of current supply chain on a regular basis; 4. Business process improvement and cost reductions at all levels of the supply chain; 5. Regularly evaluation of current risks associated with counterparties, in order to ensure the timely adoption of the measures; 6. Interaction with HR Department to reduce the problems of cooperation with the staff. [4] Teaching assistant Marina Puchkova reputational The 9th European Conference on IS Management and Evaluation [19] Internal Audit Procedures in OJSC "NK Rosneft" EVALUATE IV. Recommendation Notice Development III. Business model of OJSC «NK Rosneft» and pro arguments for its improvement by Internal Audit Department I. Connection and independency of business model and Internal Audit Department [20] [12] Master student: Alina Zaichik Supervisor: ass.prof. Olivier Charpateau strategic St. Petersburg State University of Economics and Paris-Dauphine University Master of International Business "Corporate Finance, Control and Risks" Master Thesis MONITOR Improve effectiveness Construct Healthy System Phases of the Study Development evaluation of accuracy and credibility of sustainability reporting [13] Research Aim [2] III. Business model of OJSC «NK Rosneft» and pro arguments for its improvement by Internal Audit Department Saint-Petersburg 2015 compliance 1. The area of the research is insufficiently known; 2. The necessity of Internal Audit Department optimization in OJSC "NK Rosneft" according to the challenges of information technologies and outside environment; 3. Development of internal audit procedures that consider the competitive edge of the companies and adaptability of managerial decisions due to internal audit analysis II. Internal Audit Department analysis of OJSC «NK Rosneft» assurance in obligations compliance evaluation the company's initiatives in greening its supply chain I. Connection and independency of business model and Internal Audit Department to identify the interaction between Internal Audit Department and business model efficiency of Russian oil and gas company OJSC “NK Rosneft” Research Objectives The research objectives include: determination of the connection and synergies between business model and internal audit; analysis of the features of internal audit risks in Russian oil and gas companies; evaluation of business model of OJSC "NK Rosneft" and internal audit procedures' effectiveness; further improvement of business model of OJSC "NK Rosneft" based on the undertaken study. Key Partners Customer Relashionships Cost Structure Revenue Streams Internal Audit Department Key Partners Key Activities Customer Relashionships Revenue Streams Cost Structure Key Partners Customer Relashionships Cost Structure Revenue Streams

Master Thesis Presentation

Transcript: Marketing & Religion Marketing to Muslims Consumers Global overview of the topic 01 Problematic of the research 02 Primary Data Collection 03 Key results of the Literature Review Secondary Data Collection 04 Methodology and Key results Conclusion 05 Learning Outcomes 06

Master Thesis Presentation

Transcript: Open Business Models, Knowledge Flows & Strategic Innovation Academic Considerations Data source: litterature review Time: Competencies: Thanks for listening, What modes of open innovation are used in companies? Caroline & Jesper Where does this leave the viability of open innovation business models? Data sources: litterature + (case study) Data sources: explorative interviews if What modes of open innovation can be conceptualized? What knowledge based advantages do they offer? one increased connectivity follows from open innovation... Practical Considerations Data sources: simulation & (data mining) would expect at least some open innovation modes to converge towards solutions protected by patents hold by parties outside the firm. Cand.Merc.IMM Data source: network simulation How does the changed knowledge networks affect the competitive position of the firm? How does open innovation affect internal and external knowledge flows? limits are dictated by necessity and inspiration. Innovation Processes Operations Management Knowledge Management Management Information Systems International Business Strategy gaining (de facto) control over a resource may come about by giving (formal) control away. due to the commulative nature of technological innovation... Data sources: explorative interviews and Master Thesis Especially, Geography: What instruments are used to support them? we are working based on the following time schedule and expect to have a final draft by the 11th of May. Counterintuitive as it may seem,

Master Thesis Presentation

Transcript: Comparing temporal pattern recognition algorithms used for gesture recognition. Simple recognition algorithm Scaled linear comparison Java Android Linux What techniques can we apply to the gesture recognition system to optimize it's computational performance and accuracy? Gesture Recognition Variation of Virtual Environments (VR) Supplements reality Virtual objects superimposed on or with the real world Vuforia Optimization Statistical Markov model Markov process: Implies that one can predict the future results based on it's present and previous states. What benefits and tradeoffs can we identify in the developed gesture recognition system when using the simple gesture recognition algorithm? Research goals By Håvard Kindem Conclusion Wikitude Learning time Classification time Classification accuracy True positive percentage True negative percentage Implementation The LRA can be nearly as precise as HMMs with good feature extraction. The LRA is easier to implement and has a faster learning time. LRA slower in larger data-sets and has a weakness to noisy or insignificant data. How does a simple gesture recognition algorithm's performance compare to that of hidden Markov models? The individual vector data of a gesture seems to be connected enough that the movement can be considered coherent and be used as a single token. - Needs more research Are the vector components of a gesture coherent enough to be used as a single token? A comparison of hidden Markov models and linear gesture recognition Noise reduction Vector averaging Gesture isolation Limiting the data-set Vector comparison optimization Avoiding trigonometric functions Recognizing expressions of motion by a human's hands, arms, face and/or body. Two types of data: Spatial Temporal Sign language/emotion recognition Interaction. HMM initially more accurate LRA much faster at training HMM nearly unaffected by data-size LRA weak to noise Both perform nearly as well with good feature extraction Hidden Markov Model Optimizing Gesture Recognition Results Conduct research towards alternate interaction techniques for mobile and augmented reality devices. Final words Interaction challenges Testing and Comparison What is Augmented Reality?

Master Thesis Presentation

Transcript: Introduction Introduction Creating Spaces for Learning: Rethinking Inter firm Learning Processes in Sustainable New Product Development. An in-depth and cross-case analysis of inter-firm collaborations between firms of diverse maturity levels within the textile industry. The Fashion Industry Inter-firm collaborations for Sustainable New Product Develeopment Sustainable New Product Development Multinational Brand, Multinational Manufacturer, Multinational Textile Chemical supplier Case 1 Multinational Brand Multinational Manufacturer Small Medium Enterprise Case 2 Multinational Retailer Small Medium Enterprise manufacturer Start-up innovation supplier Case 3 The textile industry is "locked-in" Lock-in “How does inter-firm collaboration generate spaces for learning through the process of Sustainable New Product Development?” Research questions “What are the different phases of SNPD in which firms in inter-firm collaboration co-create spaces for learning?” Sub-question 1 Source: Lazzarotti and Manzini 2009 Sub-question 1: “What are the mechanisms within the identified phases for SNPD that generate spaces for learning between partner firms in inter-firm collaboration” Sub-question 2 Sub-question 2: “What conditions influence the space for learning between firms in inter-firm collaboration of different maturity levels?” Sub-question 3 Sub-question 3: Theoretical framework - Comparing learning processes (MN, SMEs, Start-up) - Including a third actor; multi-actor relational approach Filling the knowledge gap: Filling the knowledge gap In-depth and Cross case Analysis Process tracing Inductive, Exploratory and Qualitative Semi-structured interviews Literature research Methods and Methodologies Methods & Methodology Time Path of events How spaces for learning are generated between firms in inter-firm collaboration within the textile industry Findings Innovation funnel for SNPD Phases for SNPD A shared strategic and operational culture Matching-phase The Matching-phase Idea-phase A shared vision for the future The Idea-Phase Tolerance for trail and error The Experimentation-phase Experimentation-phase Norm to be transparent The Engineering-Phase Engineering-phase A notion of shared success The Commercialization-phase Commercialization-phase Mechanisms Changing coats of mechanism Idea-Phase = "courting" Experimentation-phase = "Reconfiguring" Engineering-phase = "Scrutinizing" Searching for the Right Partner Matching-phase = "nuzzling" Mechanism "nuzzling" “being professional and the best expert in your field are key factors for successful inter-firm collaborations (Interview Brand X, 27-7-2018; Firm-C, 2-11-2018, Manufacturer-A, 26-10-2018). Case 1: Top of the hierarchy Case 1 "We believe this technology has the potential to revolutionize textile manufacturing, and we want to collaborate with progressive dye houses, textile manufacturers and consumer apparel brands to scale this technology and push it throughout the industry"(news.nike, 2012). Case 2: Change Agents Case 2 I think they feel a lot of responsibilities as the younger generation is buying from them. They feel more responsible for doing it right and what is also pushing them to invest. They don't just look at the price, they are investing in knowledge and know-how and attracting the right people. They are heading towards to change how things are made”(Interview Manufacturer DDL, 1-8-2019) Case 3: Filling the knowledge gap Case 3 Interchange of internal knowledge The Mechanism "Reciprocating" Commercialization-phase = "reciprocating" "It was collaborative marketing. In the case of the press release, we wanted to inform anybody at any level. We always sent our content to Brand X and Firm-C to ask if it was good enough if we did something wrong or something needed to be added. So for each and every level, with extreme sensitivity, we had asked each other”(Interview Manufacturer-A, 24-10-2018) Case 1: Informal and decentralized Case 1 "In case there is an expression of our collaboration, that is great for everyone. Within those press releases, each other’s competencies are recognized which make you stand strong together" (Interview DyeCoo, 31-10-2018) Case 2: Recognition Case 2 "There is so much politics involved,... They wouldn't put all their skills on the table. Every time it crashes because of the diverse interest" (Interview REMO, 20-5-2019) Case 3: Politics Case 3 Discussion Discussion Multi-actor relational approach Manufacturer = the mediator/ knowledge broker Multi-actor relational approach Firms who are less mature cope with higher challenges because of the differences in processes, structures and cultures. Maturity matters Maturity matters Higher iterative process Limited trust Processes Processes Subjected to hierarchical power structures Dependency on financial resources creates vulnerability Structures structures Entrepreneurial cultural gap Matching and Idea phase crucial for detecting the depth Cultures Cultures Interchange of Commercial Routines

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