Stakeholder engagement, and specifically employee engagement has proven to have an influence on how companies perform and how value is created in organisations. Within the competitive world where Small and Medium Sized Enterprises (SMEs) are functioning, employee engagement can be the master key that unlocks better organisational performance. The objective of this study is to research the influence of stakeholder engagement on business performance and value creation, and to identify factors that impact on stakeholder engagement. The processes that are in place to engage with employees and how value are created through employee engagement, are also investigated. Studies have proven that successful employee engagement can have a positive influence on how businesses perform. The various factors that have an influence on employee engagement, are identified, including: • People. • Communication. • Work. • Rewards. • Opportunities. • Quality of life; and • Company practices. The study found that engagement levels in selected SMEs in Gauteng are high and the results, as discussed in Chapter 3, are positive. It proves that a significant percentage of employees are engaged on the following levels: 1. Rational - this indicates how well employees understand their roles and responsibilities in their various companies. 2. Emotional - this level indicates with how much passion employees work and how passionate they are about their organisation. 3. Motivational - this indicates how willing employees are to give more than is expected of them, and how hard they work to perform well on their roles and responsibilities. The results of the study can be used by companies to improve employee engagement and create value in their organisations - it can assist them in building a sustainable, competitive organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011

No business can effectively be managed without the proper management and information that reflects and creates the milieu it operates in. Business performance management creates the framework in which a structured approach can be followed in setting the scene for a predictive and controllable environment. Business intelligence creates the information structures; information relationships and a reflection of the value chain of the business. By combining the two methodologies it creates a total business solution that harmonises all aspects of value creation in an objective manner. The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in business performance management and business intelligence, and to assess the relationship of business performance management and business intelligence within the South African natural resource' mining and manufacturing sector. The various processes of business performance management and business intelligence are discussed in the literature study. During the literature research several approaches to business performance management implementations and the pros and cons of business performance management are discussed. A broad look at business intelligence is done, with key focus on delivering of information. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

Stakeholder engagement, and specifically employee engagement has proven to have an influence on how companies perform and how value is created in organisations. Within the competitive world where Small and Medium Sized Enterprises (SMEs) are functioning, employee engagement can be the master key that unlocks better organisational performance. The objective of this study is to research the influence of stakeholder engagement on business performance and value creation, and to identify factors that impact on stakeholder engagement. The processes that are in place to engage with employees and how value are created through employee engagement, are also investigated. Studies have proven that successful employee engagement can have a positive influence on how businesses perform. The various factors that have an influence on employee engagement, are identified, including: • People. • Communication. • Work. • Rewards. • Opportunities. • Quality of life; and • Company practices. The study found that engagement levels in selected SMEs in Gauteng are high and the results, as discussed in Chapter 3, are positive. It proves that a significant percentage of employees are engaged on the following levels: 1. Rational - this indicates how well employees understand their roles and responsibilities in their various companies. 2. Emotional - this level indicates with how much passion employees work and how passionate they are about their organisation. 3. Motivational - this indicates how willing employees are to give more than is expected of them, and how hard they work to perform well on their roles and responsibilities. The results of the study can be used by companies to improve employee engagement and create value in their organisations - it can assist them in building a sustainable, competitive organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011

How does the behavior of the entrepreneur affect the development and performance of the business venture? Why do some small business owner-managers remain small, when others wish to grow? In this dissertation the author tries to answer these questions by examining the importance of stable psychological characteristics of the entrepreneur on business performance and expected future performance. The author argues that the entrepreneurship research focus on the entrepreneurial personality is far too narrow, ignoring a crucial range of psychological factors such as intellectual ability and motivation that matter immensely in terms of how entrepreneurs act. Drawing on modern psychological and entrepreneurship research, the author shows how emotions, attitudes, values, IQ, and attribution affect the entrepreneurs’ behavior and subsequently the performance of the business. The author’s own research is presented and commented upon in six different research papers and in a comprehensive introduction chapter. / Inget spikblad

Corporate strategy has been a neglected topic in both theoretical and empirical discussions on superior firm performance. In addition to using competitive strategy to attain sustainable competitive advantage, firms should also focus on achieving a corporate level measure of performance, namely, persistent superior firm performance. The resource based theory paradigm suggests that factors which lead to superior firm performance are largely endogenous to the firm. Corporate strategy is one such factor. Empirical evidence has shown that corporate strategy matters. It has a small but significant influence on the variance of both business unit performance and firm performance. This research extends current knowledge by determining, firstly, if corporate strategy could be used to distinguish successful firms from nonsuccessful firms and, secondly, if so, how does corporate strategy actually influence firm performance. Fifteen Fortune 1000 US firms were categorised into three subpopulations based on persistent superior, average and inferior levels of performance. Eighteen indicators representing both excellence in corporate strategy and the incidence of corporate strategy were collected through the content analysis of Wall Street Journal articles from 1980 to 2004. Various inferential statistical techniques were conducted to provide a broad profile of findings. The frequency of resource governance decisions was found to distinguish the persistent superior firm performance category from both the persistent average and inferior firm performance categories. The corporate level decision making skill perspective provides an explanation for this empirical evidence. Superior performing firms, through the use of superior corporate level decision making skills, are able to simplify resource governance decision making (e.g., decision making rules). This simplification results in superior resource governance decisions being made, lowering the incidence of resource governance decisions. This research extends resource based theory by providing empirical evidence of the importance of resource governance decisions in achieving persistent superior firm performance. This research also integrates the concept of superior corporate level decision making skills into existing resource based theory. The research has implications also for both theoretical and practitioner literatures as it redefines corporate strategy. It shows that corporate strategy matters to firm performance, and importantly, it shows why corporate strategy matters.

The concept of strategy-making in small and medium enterprises (SMEs) has been the source of much debate. Received wisdom suggests that strategy-making does not take place in SMEs. or is at best limited, often only for the purpose of attaining finance. Moreover, there is mixed evidence regarding the relationship between strategy-making in SMEs and firm performance. This thesis empirically addresses these hotly contested issues by asking: What are the strategy-making processes of SMEs in New Zealand and how are these related to firm performance? In order to answer this question the thesis uses the general literature on strategy-making processes and builds a framework tailored for SMEs drawing from the literature on strategic planning by SME scholars. Propositions derived from the framework are then empirically tested in a cross-industry sample of 477 SMEs in New Zealand. Several important conclusions are drawn in this study. First, through confirmatory factor analysis, four modes of strategy-making process emerge as relevant to SMEs, namely the simplistic, adaptive, participative, and intrapreneurial modes. Second, these modes are related to firm performance. Causal modelling indicates that adaptive and participative strategy-making contribute to firm performance, while simplistic strategy-making results from firm performance. The intrapreneurial mode shows little relation with firm performance, unless it is used in combination with a differentiation strategy. Third, firms with capabilities in several modes of strategy-making outperform firms that are only good at one or no modes of strategy-making. Fourth, the relationships between firm performance and the modes of strategy-making employed are influenced by a variety of context factors such as the firm's structure and competitive environment as well as the business strategics used. Fifth, and most fundamentally, the study demonstrates that SMEs do make strategy.

The thesis is focused on the Cost Management in the Relation to Business Performance. The aim of this thesis is analysis of the management costs, their evaluation and suggest some key performance indicators. There are defined cost, calculation, performance and key performance indicators in this thesis. The practical part was elaborated on the basis of data from the company MOTOR JIKOV. There were used methods of observation, exploration and communication with the company. There is an analysis of costing of the filial company and there are some key indicators suggested for the company.

M.Tech (Logistics: Faculty of Management Sciences) Vaal University of Technology / Effective supply chain management is largely contributing to the success of many companies around the world. From publicly owned companies to sole proprietorships, supply chain management is crucial in facilitating the effectiveness of all operations. In the food processing industry, supply chain management is regarded as important capital for both inbound and outbound logistical activities. However, implementation of supply chain management initiatives presents several challenges that hinder the effectiveness of the operations of most companies. The aim of this study was to investigate supply chain management challenges facing the food processing industry in South Africa and the effects of these challenges on business performance. Through a review of literature, seven challenges are identified, namely, human resources management, technology, facilities, supplier relationship management, customer relationship management, regulatory factors, logistics and transportation. A nine-section questionnaire was then developed using adapted measurement scales and distributed to 303 supply management professionals in food processing companies in Gauteng province. Respondents were selected using the non-probability convenience sampling technique. The collected data were analysed using the Statistical Packages for the Social Sciences (Version 23.0). After testing for validity and reliability, descriptive statistics were applied in testing perceptions of respondents towards the seven supply chain management challenges and business performance. Pearson correlations were used to test for the strength and direction of associations between supply chain management challenges and business performance. Regression analysis is applied in testing whether supply chain management predicted business performance. Application of Pearson correlations revealed negative associations between all seven supply chain management challenges and business performance. This implies that business performance decreases as the intensity of the challenges increases. Regression analysis indicated that, apart from regulatory factors, six of the supply chain management challenges predict business performance. Technology emerged as the strongest predictor of business performance. The study concludes by suggesting recommendations for limiting the impact of the identified challenges on business performance.

nÃo hà / A manutenÃÃo e o desenvolvimento da competitividade organizacional tÃm motivado diversas pesquisas no intuito de detectar, na inovaÃÃo, determinantes para o desempenho empresarial. Abordagens como a teoria da firma e a RBV atribuem à empresa o papel de gerar, contÃnua e endogenamente, melhores desempenhos para manutenÃÃo de sua vantagem competitiva no mercado. O presente estudo tem por objetivo principal analisar a relaÃÃo entre a capacidade inovativa, assim como de seus antecedentes, e o desempenho de empresas brasileiras inovadoras. As trÃs hipÃteses de pesquisa buscam confirmar a relaÃÃo entre os antecedentes da capacidade inovativa, a capacidade inovativa e o desempenho das empresas. A metodologia da pesquisa caracteriza-se como exploratÃria, com abordagem quantitativa, utilizando-se das tÃcnicas estatÃsticas de correlaÃÃo e regressÃo linear. A populaÃÃo da pesquisa, escolhida dentre as empresas de capital aberto, classificadas nos setores abrangidos pelos critÃrios do IBI, totalizou em 174 empresas devidamente analisadas e listadas para envio ao IBGE, onde se constatou haver o nÃmero de 73 que participaram das ediÃÃes de 2005 e 2008 da PINTEC, constituindo a amostra da pesquisa. Para mensuraÃÃo da capacidade inovativa e de seus antecedentes foram utilizados dados da PINTEC. As variÃveis componentes da capacidade inovativa foram compostas por inovaÃÃo de produto, processo, organizacional e de marketing. As variÃveis dos antecedentes da capacidade inovativa compreenderam os investimentos realizados pelas empresas em prol de aquisiÃÃo de conhecimentos externos, atividades com P&D (interna e externa), aquisiÃÃo de equipamentos e mÃquinas, treinamento, introduÃÃes de inovaÃÃes e novos projetos. O desempenho empresarial, mensurado a partir das dimensÃes econÃmica, operacional e de valor, teve como variÃveis o ROA, EBITDA e o MVAÂ, respectivamente, cujos valores foram obtidos por meio de variÃveis do EconomÃticaÂ. As relaÃÃes efetuadas consideraram a defasagem temporal de um ano entre as variÃveis de inovaÃÃo e as de desempenho, sob a perspectiva da maturaÃÃo dos investimentos e da capacidade inovativa nesse intervalo de tempo. Os resultados de H1 indicaram a existÃncia de uma relaÃÃo positiva entre os antecedentes da capacidade inovativa e a capacidade inovativa, sugerindo, contudo, investimentos expressivos nos antecedentes para a geraÃÃo de capacidade inovativa. Os resultados de H2 revelaram uma relaÃÃo positiva entre os antecedentes da inovaÃÃo e os desempenhos econÃmico e operacional, nÃo sendo significante na relaÃÃo com o MVAÂ. Sobre H3, nenhuma evidÃncia pode ser inferida sobre a relaÃÃo entre a capacidade inovativa e os desempenhos econÃmico e operacional, sendo possÃvel observar a sua relaÃÃo com o MVAÂ. Conclui-se que os desempenhos operacional e econÃmico das empresas analisadas sÃo ampliados quando hà investimentos em software e se inova em produtos completamente novos para a empresa e para o mercado nacional, direcionando aos preceitos da teoria da firma por se relacionarem com investimentos estratÃgicos para geraÃÃo de capacidade inovativa. A geraÃÃo de valor ao acionista à maximizada com investimentos que impulsionem as inovaÃÃes de processo e marketing, pois a capacidade inovativa medida por esses tipos de inovaÃÃo contribuem para a manutenÃÃo da diferenciaÃÃo estratÃgica das empresas, conforme propÃe a RBV. / The maintenance and development of organizational competitiveness have motivated several research in order to detect, innovation, crucial to business performance. Approaches such as the theory of the firm and RBV give the company the role of generating, continuous and endogenously best performances to maintain its competitive edge in Marketplace. This study is meant to examine the relationship between capacity Innovative as well as their background, and the performance of Brazilian companies innovative. The three research hypotheses seek to confirm the relationship between the background the innovative capacity, innovative capacity and the performance of companies. THE research methodology is characterized as exploratory, with a quantitative approach, using the techniques of correlation and linear regression statistics. The population research, chosen among public companies classified in the covered sectors the criteria of IBI, totaled in 174 companies properly analyzed and listed for dispatch IBGE, where it was found there the number 73 who participated in the 2005 and editions 2008 PINTEC, making the research sample. For measurement of capacity Innovative and its antecedents have been used data from PINTEC. The variables components of the innovative capacity were composed by product innovation, process, organizational and marketing. The variables of history of innovative capacity realized investments by companies in favor of purchasing external knowledge, R & D activities (internal and external), acquisition of equipment and machinery, training, innovations and introductions of new projects. Performance business, measured from the economic, operational and value, had as variables ROA, EBITDA and MVAÂ, respectively, whose values ​​were obtained means EconomÃtica variables. Relations made considered the gap time a year between innovation variables and performance, from the perspective of maturity investments and innovative capacity in the interval. The H1 results indicated the existence of a positive relationship between the background of the innovative ability and the innovative ability, suggesting, however, significant investments the antecedents for the generation of innovative capability. The results revealed an H2 positive relationship between the history of innovation and economic performance and operational, not significant in relation to the MVAÂ. About H3, no evidence It can be inferred on the relationship between the innovative capacity and economic performances and operational and are recording their relationship with MVAÂ. It is concluded that the operational and economic performance of the companies analyzed are magnified when there investments in software and innovation in completely new products for the company and for the domestic market, directing the precepts of the theory of the firm because it relates with strategic investments to generate innovative capacity. The generation of value to shareholder is maximized with investments that drive the process of innovation and marketing, because the innovative capacity measured by these types of innovation contribute to maintenance of strategic differentiation of companies, as proposed by the RBV.

O presente trabalho tem como objetivo verificar a relação entre as orientações estratégicas de Miles e Snow (1978) com o desempenho organizacional nas pequenas empresas à luz de suas especificidades. O atual contexto econômico é marcado essencialmente pelo acirramento da competição entre as empresas. Neste ambiente dinâmico é fundamental que as empresas consigam formular e implementar estratégias que lhes confiram uma vantagem competitiva sobre seus concorrentes e, assim, maximizar seu desempenho. Apesar dessa importância, poucos estudos têm se dedicado a discutir os antecedentes da estratégica, especialmente a orientação estratégica seguida por uma firma e sua ligação com o desempenho da firma, sobretudo quando considerado o universo específico das pequenas empresas, o qual se mostra distinto do das grandes organizações. Através de um questionário aplicado em 35 empresas do setor metal mecânico dados foram coletados e analisados empiricamente utilizando técnicas estatísticas de análise de variância e teste de Fischer. A principal contribuição do trabalho é mostrar que em pequenas empresas a orientação estratégica seguida por uma firma, isoladamente, não tem relação direta com o desempenho organizacional, evidenciando que nestas empresas outros fatores além da orientação estratégica devem ser considerados ao analisar o desempenho organizacional. / The current economic context is marked primarily by stronger competition among enterprises. In this dynamic environment is vital for the companies be able to formulate and implement strategies that give them a competitive advantage over their competitors and, therefore, maximize their performance. Despite this importance, few studies have been devoted to discuss the background of the strategy and its connection with the firm\'s performance, particularly the strategic orientation followed by a firm and its connection with firm\'s performance, especially when considering the specific universe of small businesses. Thus, this study aims to analyze how the relationship between the strategic orientation and organizational performance occurs in small businesses. Throughout a questionnaire applied in 35 companies in the metal mechanic sector, data were collected and later analyzed empirically utilizing ANOVA and Fischer test. The main contribution of this work is to show that for small businesses the strategic orientation followed by a firm is not directly related to organizational performance, showing that for those kinds of companies other factors besides the strategic orientation should be considered when analyzing organizational performance.