Professional Documents
Culture Documents
CHAPTER No. 1
INTRODUCTION
T0
THEORETICAL FRAMEWORK
FOR RESEARCH IN MANUFACTURING
ORGANIZATION
1.3 VARIABLE
Evaluation of results
Applies research refers to scientific study and research that seeks to solve practical
problems. Applied research is used to find solutions to everyday problems, cure illness,
and develop innovative technologies, rather than to acquire knowledge for knowledges
sake. For example, applied researchers may investigate ways to:
take in analyzing and interpreting the data to be gathered. It also facilitates the
understanding of concepts and variables according to given definitions and builds new
knowledge by validating or challenging theoretical assumptions.
1.7 PURPOSE
Think of theories as the conceptual basis for understanding, analyzing, and designing
ways to investigate relationships within social systems. To that end, the following roles
served by a theory can help guide the development of your framework.
Means by which new research data can be interpreted and coded for future use,
Ways of discerning certain facts among the accumulated knowledge that are
important and which facts are not,
Means by which to identify important new issues and prescribe the most critical
research questions that need to be answered to maximize understanding of the
issue.
Means to guide and inform research so that it can, in turn, guide research efforts
and improve professional practice.
(http://libguides.usc.edu/c.php?g=235034&p=1561763)
studies (see Kinds of Research for more information). In those kinds of studies, the
theoretical framework must be very specific and well-thought out. Surprisingly,
theoretical frameworks are also important in exploratory studies, where you really don't
know much about what is going on, and are trying to learn more. There are two reasons
why theoretical frameworks are important here. First, no matter how little you think you
know about a topic, and how unbiased you think you are, it is impossible for a human
being not to have preconceived notions, even if they are of a very general nature. For
example, some people fundamentally believe that people are basically lazy and
untrustworthy, and you have keep your wits about you to avoid being conned. These
fundamental beliefs about human nature affect how you look things when doing
personnel research. In this sense, you are always being guided by a theoretical
framework, but you don't know it. Not knowing what your real framework is can be a
problem. The framework tends to guide what you notice in an organization, and what you
don't notice. In other words, you don't even notice things that don't fit your framework!
We can never completely get around this problem, but we can reduce the problem
considerably by simply making our implicit framework explicit. Once it is explicit, we
can deliberately consider other frameworks, and try to see the organizational situation
through different lenses.
(http://www.statisticssolutions.com/theoretical-framework/)
theoretical framework provides both the necessary conceptual grounding and validation
process required for my study. In reviewing my ethical stance, I will examine how the
experiences of other leaders in a practitioner research role assisted me in safeguarding
against any perceived misuse of power caused when a principal collects data from her
staff. These discussions close with my rationale for choosing to conceptually frame my
action research design with living educational theory. It is my contribution to living
educational theory that adds knowledge about educational leadership to the field of
education. I will conclude this chapter with a discussion on how I incorporated action
research methodology into my studys research plan and I will explain my plans
evolution in the field.
social dimensions of their practices and then to reflect on possible transformations to their
practice. This viewpoint implies a more universal application to action research than
implied by Mills (2003). Quigley and Kuhne (1997) cite the work of Habermas (1970)
and his assertion that knowledge can be socially constructed through technical, practical
and emancipatory interests. It is the intent of the researcher in context that frames the
action research leading directly to practical change.
(http://www.actionresearch.net/living/marianlothian/mlphdch3.pdf)
It provides the general framework which can guide the data analysis
It explains why one variable can possibly affect another or why the independent
variable can possibly influence the dependent variable
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Not all research studies need a theoretical framework, but correlational and casual
studies do.
Statistical model- are playing a growing role in quantitative studies. Use symbols
to express quantitatively the nature of relationships among variables. Few
relationships in the behavioral sciences.
(http://www.informationr.net/ir/17-3/paper526.html#.VT2-pCGqqko)
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CHAPTER NO. 2
CASE STUDY
ON
COCACOLA
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15
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2.2 BRANDS
Globally, the Coca-Cola Company owns or licenses nearly 450 brands in thenonalcoholic
beverage business. Many of those brands are considered among theworlds most valuable.
Some of these include:Carbonated soft drinks
Such as Coca-Cola, Diet Coke, Fanta, Sprite and FrescaJuices and juice drinks
Such as Minute Maid, Qoo, Fruitopia, Maaza and BiboSports drinks
Such as PowerAde and AquariusWater products
Such as AquafinaTeas
Such as Sokenbicha and MarochaCoffee
Such as Georgia coffee, the best-selling noncarbonated beverage in Japan.
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Theoretical Framework
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Organization
CHAPTER NO. 3
SWOT ANALYSIS
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Organization
3.1 STRENGTHS
Worlds Leading Brand Coca-Cola has strong brand recognition across the globe.
The company has a leading brand value and a strong brand portfolio.
Large Scale Of Operations With revenues in excess of $24 billion Coca-Cola has a
large scale of operation. Coca-Cola is the largest manufacturer, distributor and
marketer of non-alcoholic beverage concentrates and syrups in the world.
3.2 WEAKNESSES
In North America the sale of unit cases did not record any growth.
3.3 OPPORTUNITIES
These also give Coca- Cola an opportunity for growth, through new product
launch or greater penetration of existing markets. Stronger international operations
increase the companys capacity to penetrate international markets and also gives
it an opportunity to diversity its revenue stream.
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3.3 THREATS
The company faces intense competition in various markets from regional as well
asglobal players.
In 2006, approximately 83% of its worldwide unit case volumes were produced
anddistributed by bottling partners in which the company did not have any
controlling interests.
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CONCLUSION
The activity theoretical framework seems to be useful in providing a holistic approach
for the study of information practices in research work. It helps in pointing out the
complex nature of the process where researchers work towards achieving particular
goals. Activity theory helps to understand more deeply the structure of research work.
The most important benefit in using this framework for information science might be
that it puts information practices in their context, as a mediating tool in the research
process, and helps to structure them; thus it highlights important elements which
otherwise might have been missed. It focuses attention on factors like the object and
the hierarchy of activities in the research work. Activity theory shows the true
importance of how the historical development of the domain has affected information
practices and especially the development of the information environment.
The activity system of research work in molecular medicine consists of various
embedded actions and related activities. Research work was presented in this study as
a central activity with education, management and (for example) information services
as neigbour activities. In the research work activity system, the most information
intensive actions were the creation of the research idea, the analysis of the results and
the reporting of results. There also existed other simultaneous activities which had at
least partly differing and sometimes even contradicting objects.
In the hierarchy of activities, information practices belonged to the lower level, i.e., to
actions and operations. From the point of view of researchers, these activities and
operations seemed not to be significant on their own, only in relation to the main
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activity. Information practices have their place in the hierarchy of other object
oriented activities of researchers.
RECOMMENDATION
It appeared that the activity system of information services did not provide much
support to the researchers when, for example, only a quarter of the researchers used
library-related services as a literature searching tool. This could be an indication of a
contradiction between the separate activity systems of research work in molecular
medicine and information services provided by the library. An explanation for this
could be that the activity system of research work is not understood well enough
when information services are being constructed and that the object of these systems
might be partly contradicting.
Another benefit from the use of the activity theory was that it helped us to understand
that researchers who work in the same domain and even in the same field might have
various objectives and motives because of other simultaneous activities. Every field
also has its own history and context which have an impact on the use of and need for
specific tools. These differences need to be understood and applied when information
services, systems or tools are designed for these actors.
In the end it became obvious that in the light of the activity theory the term user
should be replaced by the term actor in the information environment. According to
activity theory, activities are conscious, motivated and dynamic.
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Bibliography
http://e-library.math4teaching.com/what-are-the-types-of-researchframeworks/. (n.d.). http://e-library.math4teaching.com/what-are-thetypes-of-research-frameworks/.
http://en.wikipedia.org/wiki/Conceptual_framework. (n.d.).
http://en.wikipedia.org/wiki/Conceptual_framework.
http://libguides.usc.edu/c.php?g=235034&p=1561763. (n.d.).
http://libguides.usc.edu/c.php?g=235034&p=1561763.
http://www.actionresearch.net/living/marianlothian/mlphdch3.pdf. (n.d.).
http://www.actionresearch.net/living/marianlothian/mlphdch3.pdf.
http://www.informationr.net/ir/17-3/paper526.html#.VT2-pCGqqko.
(n.d.). http://www.informationr.net/ir/17-3/paper526.html#.VT2pCGqqko.
http://www.statisticssolutions.com/theoretical-framework/. (n.d.).
http://www.statisticssolutions.com/theoretical-framework/.
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Organization