D.Com. (Strategic Management) / A review of the literature reveals that strategy implementation is an important component of the strategic management process. In addition, it has been noted that there is a high failure rate in the implementation of strategy as a result of the existence of many potential barriers to the effective implementation of strategy. A lack of leadership – specifically strategic leadership – in the management structures of organisations has been identified as one of the possible barriers to the effective implementation of strategy. However, strategic leadership is also widely regarded as one of the key drivers of strategy implementation. In view of the fact that the role of strategic leadership in strategy implementation has been overlooked, the following research question was addressed: What is the perceived role of strategic leadership in the implementation of strategy in South African organisations? In the light of the identified problem and research question, the primary objective of this study was to investigate the perceived role of strategic leadership in the implementation of strategy in South African organisations. The thesis was that strategic leadership positively contribute to the effective implementation of strategy in South African organisations.

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Strategic information systems planning (SISP) remains a primary concern for many organisations. It is reportedly a top concern of not only the Information Systems (IS) executives but also of many chief executives. Recently, calls have been madefor better understanding of strategic planning in general, including SISP, and especially for studies of actual planning behaviour in organisations. As doubts continue to be raised about the payoff ofIT, it is important to examine the effectiveness ofmany accepted IS management practices such as SISP. Accordingly, researchers have investigated SISP practice and proposed both formal methods and principles of good practice. SISP cannot, however, be understood by considering formal methods alone. Yhe processes of planning and the implementation of plans are equally important However, there have been very few investigations of these phenomena. More surprisingly, few studies have been undertaken to identify and understand: (]) the approaches to SISP adopted in practice, (2) the relationship between SISP approaches and its ultimate success, (3) the influence of organisational and technological context on planning success. Yhis study helps to fill this vacuum in the important research area. A formal survey of IS Directors, which generated two hundred and ninety two, responses was initiated to empirically investigate these issues. The categorisation of SISP approaches adopted by companies was accomplished by performing cluster analysis, based on chosen IS planning dimensions, namely., comprehensiveness, participation, formalisation, flow, focus, frequency, alignment, ownership, IS benefit and plan implementation. Using this multivariate technique, four unique and stable groups were identified, namely: (1) organisational, (2) business-led, (3) administrative and (4) formal, This derived taxonomy was thoroughly validated to ensure that it is exhaustive, mutually exclusive, stable and consistent. Within this study,S ISPs uccessh as been conceptualisedb asedo n the extento f thefollowing measures: (1) alignment, (2) analysis, (3) co-operation, (4) implementation, (5) capabilities,( 6) satisfactiona nd (7) contribution. Thes tudyh as also conceptualisedS ISP success in terms of an aggregate score. It is found that each approach, with its different characteristics, has a different likelihood of success. Thefindings of this research suggest that the Organisational approach, which is characterised by high levels of alignment, comprehensivenespsa, rticipation,f requency,i nfusion benefita ndp lan implementationi,s by far the most successful. Conversely, the Administrative approach which has low levels of comprehensivenessfr, equency, participation and alignment is the least successful. Interestingly,t his study also suggeststh at the Organisationala pproach deliversa high level ofSISP successir respectiveo fthe organisationala nd technologicalc ontexto f the company. In summary, this study has extended our understanding of SISP processes and has provided useful insightsfor IS executives and top management in general, in implementing SISP within their organisations.

This dissertation analyzed data and the competitiveness model of the Taiwanese earthmoving equipment industry. Competitiveness in this industry is the most important factor impacting the struggle of businesses for existence. Thus, understanding factors affecting competitiveness is important for business decision-makers. / Thesis (PhD)--University of South Australia, 2008.

Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1990. / Vita. Abstract. Includes bibliographical references (leaves 155-160). Also available via the Internet.

Thesis (M.B.A.)--University of Hong Kong, 1995. / Includes bibliographical references.

Thesis--Handelshögskolan, Stockholm. / Includes bibliographical references (p. 219-222).

Thesis (Ph. D.)--University of Hong Kong, 2004. / Also available in print.