Thesis (MPhil)--Stellenbosch University, 2010. / The opportunity identified is to develop further breadth and depth of inquiry in futures work by making explicit the use of questions throughout the process of futures work. The focus of this study is therefore process related rather than subject matter specific. Common sense suggests that all research methods apply questions and inquiry at some point in the process. The proposition put forward is that many research projects only imply questions and do not deliberately articulate the underlying inquiry process. This study therefore focuses on those methods that explicitly apply questions as a deliberate process or as a specific element in a process of futures work. The primary objectives are to identify the extent to which questions are used in existing futures work; to consider how other disciplines could inform the study; and to identify, adapt or create a framework of inquiry specifically for futures thinking, where the framework establishes explicit and deliberate use of questions in the inquiry process. The review of futures literature identified that questions are often used in a specific manner and it is notable the number of futures methods that use questions in a primary role. This becomes most evident in the paradigmatic and exploratory methods. The practitioners who stand out as strong proponents of questions are Inayatullah, Ulrich, Senge, Godet and Sardar. The study then focuses on thinking processes that have relevance to futures work, drawing from other disciplines including psychology, social psychology, philosophy and the social sciences. It explores the use of questions in individual thinking, conversation, collective thinking and learning processes. The process framework is a synthesis of ideas, combining futures thinking with these different perspectives. The concepts are used to generate a framework of futures thinking using positive questions with conversation; and these are the central ideas that distinguish the process. Using all the components concurrently and collectively reflects the systemic nature of futures projects. The preparation and appropriation components define context, identify meaning, create challenges and compel commitment. Positive energy is generated by focusing on positive intentions and positive questions. Individual thinking may be critical, reflective or creative; values, virtues and ethics act as standards for evaluating the wisdom of actions of the individual within a social context. The process is multi dimensional, operating simultaneously and sequentially, within and in conjunction with other methods. Learning is pursued as a collaborative endeavour through conversations that matter. The process framework aims at creating meaningful futures through active engagement in positive questioning and conversation with the aim of taking collective action that is both innovative and wise.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: no abstract available / AFRIKAANSE OPSOMMING: geen opsomming

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This business plan is a document focussing on creating a business which truly embrace the "New Economy", and by using technology, crafting a strategy which can ensure that the company become successful, and a market leader in the field of civil engineering. The plan focuses on two separate entities. Firstly, building a business by using current techniques in evaluating the industry, developing an initial strategy, and setting the tone for crafting a strategy in the future which will fulfil the goals and objectives of the company, thereby reaching it's initial vision. It use a combination of analysis, creativity, and learning to develop a market leader which has the main focus of being innovative, serving it's clients with service quality, becoming the leader in it's field. A key success factor interaction diagram was developed and combined with an industry value chain to change the operational process into a new market orientated process enabling the company to achieve it's goals. Secondly, the focus is to create wealth for its stakeholders. In that regard the current system in the engineering industry was challenged. New operational processes were developed which is in line with the company vision and mission. These processes was correlated with the financial structure and projections made to ensure that the crafting of the strategy will be done in a systematic way, but always focussing on the goals and objectives of the company. Finally, an implementation plan is developed which is a crucial action plan to ensure success in the future. / AFRIKAANSE OPSOMMING: Die doelwit van hierdie besigheidsplan is om die basis te lê om 'n suksesvolle markleier in die siviele ingenieurs bedryf te word. Dit is gebaseer op die beginsels van die "Nuwe Ekonomie". Tesame met daardie beginsels word tegnologie gebruik om 'n strategie te ontwikkel en te vorm soos wat die maatskappy groei. Die plan fokus op twee hoofdele. Eerstens, om 'n maatkappy van statuur te ontwikkel. Huidige analitiese tegnieke om die industrie te evalueer is gebruik om 'n basis strategie te ontwikkel. Hierdie basis strategie sal dan uitgebrei word soos wat die maatskappy ontwikkel deur te fokus op sy doelwitte en sy visie. Deur analise, kreatiwiteit en kundigheid te kombineer word gepoog om te fokus op innovering en kwaliteit wat die kwaliteite is wat benodig word om 'n mark leier te word. 'n Sleutel sukses faktor interaksie diagram is ontwikkel wat tesame met 'n industrie waarde ketting gebruik is om die huidige operasionele prosesse te verander in nuwe mark gerigte prosesse. Die stelsel is die fondasie wat gelê word om die maatskappy doelwitte te bereik. Tweedens, word daar gefokus om rykdom te skep vir die aandeelhouers asook die maatskappye wat deel vorm van die lCM netwerk. Die huidige stelsels in die industrie was ge-evalueer en afgebreek totdat nuwe stelsels ontwikkel is wat inpas in die visie en missie van die maatskappy. Dit is gekorreleer met 'n finansiële model en inkomste en uitgawe projeksies vir die toekoms. Die projeksies is gebaseer op 'n geleidelike ontwikkeling van die stelsels totdat daar na drie jaar 'n gevestigde wereldklas stelsel in plek is. Laastens word afgesluit met 'n aksie-plan wat noodsaaklik is vir effektiewe implimentering van die besigheidsplan.

Thesis (MBA)--Stellenbosch University, 2001 / ENGLISH ABSTRACT: The technical college sector is facing major changes and challenges. Various new demands will be set to the further education and training colleges and their management. It will be expected of these colleges to be managed according to a well developed strategic plan. Strategic management will form an integral part of the institution's management activities. In this study the core elements of strategic management and the development of strategic plans, as applicable to sectors inside as well as outside the education sector, are investigated with the aim of developing a strategic management model for further education and training colleges. A strategic management model for further education and training colleges was developed and presented for implementation. / AFRIKAANSE OPSOMMING: Die tegniese kollege sektor staan op die vooraand van verskeie veranderinge en uitdagings. Verskeie nuwe eise sal aan die verdere onderwys en opleidingskolleges en hul besture gestel word. Dit sal van hierdie instansies vereis word om ooreenkomstig 'n goed ontwikkelde strategiese plan bestuur te word. Strategiese bestuur sal 'n integrale deel van die bestuursaktiwiteite van die instansies uitmaak. In hierdie studie word die kern elemente van strategiese bestuur en die ontwikkeling van strategiese planne soos dit in sektore binne en buite die onderwys omgewing toegepas word, ondersoek, met die doel om 'n strategiese bestuursmodel vir verdere onderwys en opleidingskolleges te ontwikkel. 'n Strategiese bestuursmodel vir verdere onderwys en opleidingskolleges word ontwikkel en voorgelê vir implementering.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Many organisations are in search of the most effective and efficient way to ensure strategic advantage over other organisations. Various management researchers and practicing managers agree that project management, with the holistic and systems approach thereof is an answer to above-mentioned problem. Introducing integrated project management practices and the related formalization of the project management function usually requires significant adjustments in attitudes, understanding, responsibilities, methods, and reporting relationships throughout the organisation. This necessitates a study of the implementation of project management. Strategy formulation and implementation is the responsibility of top management. Thus top management has to ensure that this process of strategy formulation is done with the utmost care and includes the elements that will promote successful strategy implementation. Strategy implementation is the means of putting the strategy to work. It involves the accomplishment of administrative tasks, allocation of necessary resources, and the development of appropriate organisational systems and competencies to support strategic plans. It is the task then of top management to determine the best organisational structure, leadership style, organisational culture and reward systems that will allow the organisation to implement and execute project management. Management needs to ask themselves what they can do to improve the environment for project management. It is the objective of this study to enlighten management by means of a literature study on the basics and best practices with regard to project management strategy implementation. / AFRIKAANSE OPSOMMING: Menige organisasies is op soek na meer effektiewe en doeltreffende metodes om 'n strategiese voordeel bo ander te bekom. Menige bestuursnavorsers en praktiserende bestuurders is van mening dat projekbestuur met die hollistiese en stelselsbenadering daarvan, die antwoord bied op bogenoemde kwessie. Die bekendstelling van geïntegreerde projekbestuurpraktyke en die verwante formalisering van die projekbestuurfunksie vereis wesenlike veranderings in houdings, begrip, verantwoordelikheid, metodes en rapporteringsverhoudings reg deur die organisasie. Dit noodsaak 'n studie van die implementering van projekbestuur. Strategieformulering en implementering is die taak van topbestuur. Topbestuur moet dus die proses van strategie formulering na behore aanpak en voorsiening maak vir verskeie elemente wat kan bydra tot die suksesvolle implementering van die strategie. Strategie implementering behels die toepassing van 'n strategie, asook die voltooiing van die administratiewe take, die toedeling van die noodsaaklike hulpbronne en die ontwikkeling van gepaste organisatoriese stelsels en vermoëns om die strategiese planne te steun. Dit is dus die taak van topbestuur om vas te stel watter organisasiestruktuur, vorm van leierskap, organisasiekultuur en vergoedingstelsels die beste daartoe gaan bydra om projekbestuur suksesvol te implementeer en uit te voer. Topbestuur behoort dus te vra wat gedoen kan word om 'n omgewing te skep wat voordelig is tot projekbestuur. Dit is dan die doel van hierdie studie om met behulp van 'n literatuurstudie topbestuur te kan inlig ten opsigte van die basiese en beste gebruike van projekbestuurstrategie implementering.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study has reviewed the current literature and debates on the relevance of conventional strategy formulation given the turbulence in the business environment. Conventional strategy formulation is under attack as a result of the advancement of disruptive technologies such as the Internet. Many have gone further, and referred to this digitization of the business environment as a "new" economy. This study has reviewed a range of literature from academicians as well as practitioners on the relevance of strategy in an Internet environment. Many of the authors, while admitting that real-time fine-tuning of some of the analytical tools currently in use was warranted, still feel that most of the conventional concepts still apply. Businessesare still affected by the same competitive forces of rivalry, substitutes, new entrants and the bargaining powers of suppliers and buyers. Organisations must still look for distinctiveness for them to have a sustainable competitive edge over their rivals. This study has reviewed the impact of the Internet on industry structure, the value chain, and the implications for competitive advantage. The conclusion that can be gleaned from these reviews is that doing business on the Internet will not save businessesfrom failure if they are not applying the correct strategies. The convergence of views appears to be that there is nothing new about the "new" economy, but the technological platform created by the Internet presents major opportunities that can be used in a hybrid form of online practices such as online order processing with established models of brick and mortar such as warehousing. While the study did not intend to produce new or validate existing empirical insights, it is has recommended that the Internet must be used as an enabler and integrated within existing businessprocesses. / AFRIKAANSE OPSOMMING: Hierdie studie hersien die huidige literatuur en bespreek die toepaslikheid van die konvensionele strategieformulasie gegewe die onvoorspelbaarheid in die besigheidsomgewing. Konvensionelestrategieformulering is onder aanval as gevolg van die vordering van omverwerpende tegnologie soos die Internet. Verskeie menings gaan verder, met verwysing na die rekenarisering van die besigheidsomgewing as 'n "nuwe" ekonomie. Hierdie studie hersien 'n reeks van literatuur van akademeci, asook praktisyns oor die toepaslikheid van strategie in die Internet omgewing. Baie van die outeure, terwyl hulle erken dat intydse verfyning van sekere van die analitiese modelle("tools") tans in gebruik geldig is, is hulle terselfdertyd van mening dat die konvensionele konsepte steeds toepaslik is. Besighede word steeds beinvloed deur dieselfde kompeterende drywers van kompetisie, subtitusie, nuwe mark toetreders en die onderhandelingsmag van verskaffers en aankopers. Organisasies moet steeds op die uitkyk bly vir iets wat volhoubare kompeterende voordele inhou oor mededingers. Die gevolgtrekking van hierdie oorsigte is dat besighede nie suksesvol bedryf kan word op die Internet sonder die toepaslike strategie nie. Die herleiding van sieninge wil voorgee dat daar geen verandering is in die "nuwe" ekonomie, maar dat die tegnologiese platform geskep deur die Internet materiële geleenthede bied wat gebruik kan word as deel van intydse praktyke en bestelprosesse met bestaande basiese"briek and mortar" modelle, soos pakhuise. Terwyl die studie nie bedoel om nuwe empiriese insigte te genereer of te staaf nie, word dit aanbeveel dat die Internet gebruik moet word as deel van bemagting van huidige besigheidsmodelle.

Thesis (MBA)--Stellenbosch University, 2013. / Annual reports , contain information largely about the profitability of companies. This is in the form of quantitative data, which is then used to gauge the performance of shares, which is directly related to shareholder wealth. Recent global trends, with focus on more than just profit, but also on people and planet have resulted in companies now not only publishing annual reports, but also sustainability development reports. Sustainability development reports include narrative in the form of qualitative data, which is of particular interest to the larger stakeholder group as opposed to only the shareholders. The publishing of the qualitative, data as found in sustainability development reports or in integrated reports, together with the quantitative data provides a healthy balance to reporting which bodes well for future reporting. This balance is necessary because without concern and actions for people and planet, profit will eventually cease.This study is about the levels of strategic disclosure which means gauging what the reports analysed say about various strategic elements. These elements are broken down into three large categories, being base line 1, base line 2 and base line 3. The base lines consist of specific disclosure elements which are then each scored as to the level of disclosure. This study, a continuation of a study undertaken on the 2010 reports of five specific companies in the metals and mining sector, was done to gauge the levels of strategic disclosure. Three baseline measures were used and disclosure per indicator was scored, analysed, comparisons were drawn and finally conclusions were drawn as to the levels of disclosure. An additional company, the world’s largest diversified natural resources company, was added to the study as a benchmark to gauge the performance of the five case companies. Baseline 1 indicators were based on the GRI G3 reporting guidelines, which focuses on many sustainability themes. The levels of disclosure were, as anticipated, excellent because mining companies are such large resource and energy users. The overall level of disclosure for baseline 1 for the five case companies in 2011 was at an excellent disclosure level of 87%, 4% higher than the 2010 scores. Baseline 2 indicators were based on a generic strategic architecture model and surprisingly, these levels were substantially lower than baseline 1 levels. The overall levels of disclosure for baseline 2 for the five case companies in 2011 was 59%, 1% lower than in 2010. Baseline 3 indicators were based on the Osterwalder and Pigneur business model and alarmingly, these levels were at the lowest for this study. The overall levels of disclosure for baseline 3 for the five case companies for 2011 was 57%, 7% lower than in 2010. All the companies in this sector were transparent pertaining to sustainability themes, but lacked the same intensity of reporting pertaining to the other strategic areas of strategic architecture and business model alignment.

Thesis (MBA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The global music industry has undergone a radical shift in the past decade due to the recent digital revolution. Many big players in the industry have been forced to downsize their operations. Some even had to close their doors, due to the significant drop in revenues generated by the companies in the music industry. This has led to recording labels, publishing companies, and independent artists to change their business models in order for their companies to stay in business in a world where the rules of the game, as it was a few years ago, now no longer applies. This study analyses and assesses the strategic architecture of an international music licensing company, CCLI Africa. Even though the company has been operating its business successfully since 1995, it has never formalised its strategic architecture. The research study thus performed a thorough strategic architecture assessment of CCLI Africa and concluded with a strategy map and Balanced Scorecard to be utilised as practical tools to monitor the company’s achievements in terms of its strategic initiatives. It also investigated methods whereby the current strategic architecture can be innovated in order to ensure a robust and sustainable business for the company. The research question can be expressed as follows: What can be learned from the current strategic architecture of CCLI Africa and how can it be improved to ensure a robust business model in an ever-changing music industry? The study focused on a qualitative methodological approach and the literature review was done by exploring the various schools of thinking in the field of business model innovation and growth.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: A sound strategic approach to the management of the Mine Technical Services (MTS) department at Styldrift is critical. There are numerous areas of influence that play a role in the success or failure of the department. All these influences have an impact on each other and these influences need to be carefully understood. Within the MTS department there are also several subdepartments that have to be staffed, equipped and managed very well in order to get the best interdependent relationship between departments as possible. It is only through this interdependent relationship that the department can function complementarily and excel in achieving its strategic goals. Mineral resources at a mine are managed through the services from the mine technical team. There are few strategic documents in the mineral resource management (MRM) field that provide a guideline to set up a department successfully. Departments throughout the country operate on different levels with different standards without the knowledge shared from the one section to the next. For the purpose of this assignment, some of the ground principles were investigated and documented to create a link between departments, mines and companies to enable the move towards operational excellence within the MTS. Through the application of relevant literature, research was conducted on the industry to determine best practices. The industry best practices are discussed and referenced to Styldrift Specific. The strategy and management philosophy were evaluated and are highlighted in this assignment. With the literature firmly understood and the required direction from the company placed in perspective, the strategy for the MTS department could be crafted to an extent that it can be executed. Each department was broken down to manageable elements to understand the functioning of the department. The fundamental OR requirements were evaluated and are stipulated in this paper. The MTS department was then dissected through the available theory to guide the process of crafting and executing the departmental strategy. The journey through to operational excellence and the fundamental guideline of crafting and executing a strategic plan for an MTS department to manage mineral resources become clearer as the chapters of the assignment are completed. The end goal of the project was to have a document that can guide staffing, equipping and management of the MTS department at Styldrift in order to ensure success for the project, mine and surrounding communities.

Thesis (PhD (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The turbulent and rapidly changing world, including South Africa, has created a society craving for speed and action. Future leaders, therefore, face incredible pressures to deliver immediate results, to do more with less and to manage an ever-increasing personal workload. The pace and urgency of daily demands can make it difficult to be more than the step ahead into the future. But in a world of changing conditions and priorities, leaders and individual contributors alike must be able to look beyond the ‘now’ and take a more strategic leadership approach to their work and responsibilities. Global mega-trends are leading to increasing levels of complexity, dynamism and uncertainty in the corporate environment. In an uncertain economy, organisations need effective strategies that will enable them to thrive. Traditional leadership approaches have been rendered insufficient by the rapid changes in the knowledge economy. Businesses need to practise systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive. Despite heightened awareness and interest by both scholars and practitioners in the field of strategic leadership, the subject will always be an emerging field of inquiry. Furthermore, limited research has thus far been conducted on the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa. A review of strategic leadership literature revealed a research gap that culminated in the following research question: “What is the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa”? To address the research question stated above, a literature review on the impact of strategic leadership on the operational strategy and performance was conducted, and an empirical study was executed. The literature review emphasised the three interrelated strategic leadership constructs of action, coherence and discipline that explored the relationship between strategic leadership and the organisation’s operational strategy and performance. In this study, operational strategy includes strategic orientation as well as the operational excellence of the organisation. The factors which influence strategic orientation were identified as the organisation’s ability to create and formulate their strategy as well as the discipline of all people in the organisation to execute the strategy. Operational excellence, was influenced by product differentiation, cost management and integration. The literature review also emphasised the influence of adaptive leadership, autonomy, communication, knowledge, processes and systems, and values on self reported organisational performance which was directly related to strategic leadership. To address the research problem, empirical cross-sectional telephone surveys were conducted. The sample selected for the study was the top 200 listed organisations for 2008, as published in the Financial Mail. The key respondent was the chief executive officer (CEO), or a member of the executive team. The sample consisted of 200 organisations of which 118 valid responses were received with a response rate of 59 percent. Measurement instruments were adapted, developed and revised where necessary to ensure the reliability and validity of the data. The collected data were analysed using descriptive and inferential statistics. The findings of the study indicated that strategic leadership is directly and indirectly positively associated with operational strategy and organisational performance. It is positively associated with strategy orientation as well as operational excellence of business organisations in South Africa. Furthermore, strategic leadership can also be related to return on assets (ROA) and earnings per share (EPS). Self reported performance is also associated with higher organisational performance. Strategic leadership is unrelated to the size of the organisation, but is more likely to occur in a turbulent business environment. Product differentiation and cost management were also directly linked to strategic leadership. The most important contribution of this study is based on the testing of successful strategic leadership practices in business organisations in the South African context. Competition in the 21st century’s global economy will be complex, challenging and filled with competitive opportunities and threats. This study asserted that effective strategic leadership practices could help business organisations in South Africa to enhance their performance while competing in turbulent and unpredictable environments. Measurement instruments have also been developed, which may be used by executives, consultants and other researchers to measure these phenomena in future. / AFRIKAANSE OPSOMMING: Die turbulente en vinnig veranderende wêreld, Suid-Afrika inkluis, het ‘n gemeenskap geskep wat gewoond geraak het aan spoed en aksie. Toekomstige leiers is dus blootgestel aan oneindige druk om dadelik te presteer, resultate te lewer, om meer met minder te doen en om ‘n vootdurende en toenemende werkslading te bestuur. Die vinnige pas en dringendheid van daaglikse vereistes kan dit baie moeilik maak om ‘n stap voor die toekoms te wees. Maar, in die wêreld van veranderende omstandighede en prioriteite, moet leiers en individue oor die vaardighede en kennis beskik om verby die ‘huidige’ na die toekoms te kyk en daardeur ‘n meer strategiese leierskapsbenadering te volg ten opsigte van hulle werk en verantwoordelikhede. Die impak van globalisering het aanleiding gegee tot verhoogde vlakke van kompleksiteit, dinamika en onsekerheid in die korporatiewe omgewing. Organisasies het, veral in ‘n onsekere ekonomie, ‘n effektiewe strategie nodig om te presteer. Tradisionele leierskapbenaderings is nie meer voldoende in ‘n kundigheidsekonomie wat vinning besig is om te verander nie. Dit het dus noodsaaklik geword vir leiers in organisasies om effektiewe stelsels en ander innoverende praktyke te implementeer om kompeterend te wees in die toekoms. Nieteenstaande die verhoogde bewustheid en belangstelling van beide studente en persone wat in die praktyk werksaam is teenoor strategiese leierskap, sal dit altyd nodig wees om hierdie vakgebied verder te ontwikkel en te bestudeer. Voorts is daar tot op hede slegs beperkte navorsing gedoen oor die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika. ‘n Oorsig van strategiese leierskapliteratuur het getoon dat daar ‘n navorsingsgaping bestaan wat aanleiding gegee het tot die volgende navorsingsvraag: “Wat is die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika”? Om die bogenoemde navorsingsvraagstuk aan te spreek, is daar ‘n omvattende literatuuroorsig asook ‘n volledige empiriese studie gedoen ten opsigte van die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies. Die literatuuroorsig het beklemtoon dat die drie interafhanklike konstrukte van aksie, samehorigheid en dissipline, (wat strategiese leierskap verteenwoordig), ‘n nou verband het met operasionele strategie en prestasie in besigheidsorganisasies. In hierdie studie het strategiese oriëntasie van die organisasie sowel as die vermoë om die strategie uit te voer die beginsel van operasionele strategie verteenwoordig. Die faktore wat strategiese oriëntasie beïnvloed het, is geïdentifiseer as die organisasie se vermoë om ‘n strategie te ontwikkel en te formuleer, asook om die nodige dissipline te handhaaf om die strategie op alle vlakke suksesvol uit te voer en te implementeer. Operasionele uitnemendheid is beïnvloed deur produkdifferensiasie en die effektiewe bestuur van kostes. Die literatuuroorsig het ook die belangrike invloed van adaptiewe leierskap, outonomie, kommunikasie, kundigheid, effektiewe prosesse en sisteme asook gevestigde waardes bevestig as aspekte wat ‘n direkte en indirekte impak het op die selfgerapporteerde prestasies in besigheidsorganisasies, wat ‘n direkte verband getoon het met strategiese leierskap. Die navorsingsprobleem is aangespreek deur empiriese kruisseksionele telefoononderhoude te voer met gelyste besigheidsorganisasies in Suid-Afrika. Die geselekteerde populasie was die 200 top organisasies vir 2008, soos gepubliseer in die Financial Mail van 2009. As gevolg van die strategiese aard van die studie, was die sleutelrespondente die Hoof Uitvoerende Beampte (HUB), of ‘n lid van die uitvoerende bestuur van die organisasie. Die populasie het bestaan uit al 200 gepubliseerde organisasies waarvan 118 geldige vraelyste geprosesseer is, met ‘n respondentkoers van 59 persent. Die meetinstrument is aangepas, ontwikkel en verander waar dit nodig was om die geldigheid en toepaslikheid van die data te kon verseker. Die versamelde data is met beskrywende en inferensiële statistiek ontleed. Die bevindinge van die studie het aangetoon dat strategiese leierskap direk en indirek positief verbind kan word met operasionele strategie sowel as die self gerapporteerde prestasie van organisasies. Dit kan ook positief geassosieer word met strategiese oriëntasie sowel as operasionele uitnemendheid van besigheidsorganisasies in Suid- Afrika. Voorts kan strategiese leierskap ook verbind word met die opbrengs op bates sowel as die verdienste per aandeel. Selfgerapporteerde prestasie van die deelnemende organisasies kon ook direk verbind word tot verbeterde prestasie van hierdie organisasies. Daar is egter ook bevind dat strategiese leierskap geen verband het met die grootte van die organisasie nie, maar is wel geneig om ‘n positiewe impak te hê op die prestasie van organisasies in ‘n turbulente besigheidsomgewing. Produk- differensiasie en die effektiewe bestuur van kostes kan ook direk geassosieer word met effektiewe strategiese leierskap. Die belangrikste bydrae van hierdie studie is gebaseer op die toetsing van suksesvolle strategiese leierskapspraktyke in besigheidsorganisasies in die Suid-Afrikaanse konteks. Kompetisie in die 21ste eeu in ‘n globale ekonomie gaan kompleks en uitdagend wees, gevul met kompeterende geleenthede en bedreigings. Hierdie studie het empiries bevestig, dat effektiewe strategiese leierskapspraktyke besighede in Suid- Afrika kan help om uitnemend te presteer asook om winsgewendheid te verhoog, alhoewel hulle deel is van ‘n turbulente en onvoorspelbare omgewing. Meetinstrumente is ook ontwikkel wat deur uitvoerende beamptes, konsultante en ander navorsers gebruik kan word om hierdie verskynsels in die toekoms te kan meet.