M.Com. (Business Management) / Please refer to full text to view abstract

The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. / Prof. Theo H. Veldsman

D.Ing. (Engineering Management) / The requirements discipline is at the heart of systems engineering, software engineering and business analysis. When a solution needs to be developed, built or bought that will be useful to the users and that will achieve the intended business goals, the problem needs to be understood before a possible solution can be developed. This process of understanding the problem that needs to be solved and what the solution should achieve is referred to as the requirements process. Requirements are the input to the solution development process. If the requirements are incorrect, the developed solution will not be useful. The purpose of this study was to discover the social behaviour of practitioners that causes the communication breakdowns during the requirements engineering process. Requirements emerge from the social interaction and communication between the requirements practitioner and the various stakeholders. The main problems with the requirements engineering process are communication and coordination breakdowns, as well as the lack of domain knowledge or understanding of the problem. These challenges are all related to the social interaction during the requirements engineering process that impacts the quality of requirements. Researchers have made significant progress in the development of methodologies. Tools and techniques are available for improving the quality of requirements. However, in practice, requirements are still produced with errors which then leads to unsuccessful solutions to problems. The requirements engineering process is executed within a social context. These social elements should be taken into consideration to improve quality. Based on the results collected from real-world practice as well as people’s behaviour in the real world, a complete understanding of the influence on the requirements process was derived. This understanding was used to identify the social elements required during the requirements engineering process. A socio-technical view is provided of the social and the technical activities that should be facilitated by the requirements engineering process. This framework integrates the required communicative activities with the traditional requirements activity. This socio-technical framework for the requirements engineering process was developed based on a survey. The aim of this framework is to overcome the social behaviour that causes communication breakdowns and impacts on the quality of the requirements. The research contributes to the existing requirements knowledge base. The socio-technical framework developed for the requirements process concerns the communication breakdowns continuously highlighted as a contributing factor to poor requirements, by providing the social activities required during the requirements process as guidance. Secondly, the knowledge acquired provides adequate data on requirements practice for future research. Specific focus areas for practitioners and managers on how to improve the requirements engineering process without the adoption of any new tools or methodologies are also included in the results. Additionally, practitioners’ behaviour was determined. By determining these interaction and relationship patterns, communication can be improved and made more effective.

6 pp. / The plant nursery business is complex and requires knowledge about the technical aspects of growing plants and managing a business. This publication is an introduction for those interested in starting their own wholesale nursery business. Different types of production systems - container and field production- are discussed as well as the types of plants typically grown in Southwest nurseries. Starting a business involves many decisions that will culminate in the development of a business plan. Resources for new producers include national, regional, and local trade organizations. A worksheet with questions is included to help future operators consider whether they want to start a new wholesale production nursery. Publication AZ1393 Revised 07/2017. Originally published 2006

In today’s business world, a lot of organizations are investing heavily in Information Technology (IT) in order to develop a competitive edge. According to Loukis, Sapounas and Milionis (2009:85) “firms all over the world make significant investments in IT aiming to increase their efficiency and effectiveness”. According to Cline and Guynes (2001:10), “during the last 30 years, IT has become an increasingly integral part of business operations”. Most of the times, organizations fail to get real value from the investments made in IT. This is mainly due to the fact that organizations fail to realize the value brought about by aligning IT strategy with Business strategy. Hu and Huang (2004:60) state that “each year organizations invest in IT to improve their competitive advantage and ultimately their business performance; however, more often than not, the anticipated benefits of IT investments fail to materialize due to misalignment of or lack of alignment, between the business and IT strategies”. Henderson and Venkatraman (1999:475) emphasize that “alignment is a desired state for organizations investing in IT that is not always achieved, as it often entails a radical change in the way managers consider IT”. It is through the alignment of IT strategy and Business strategy that organizations are able to realize the value brought about by investing in IT. Papp (2001:20)illustrates that “misalignment can cause problems with not only the development and integration of business and IT strategies, but can actually prevent IT from being fully leveraged to its maximum potential within an organization”. An organization that realizes the value of aligning IT strategy and Business strategy is able to develop a competitive advantage over its competitors. According to Daneshvar and Ramesh (2010:1) “each organization is aware of the special effects, benefits and implication of IT in business performance and also its capacity in building sustainable competitive advantages”.

Organisations are seeking for an opportunity to reduce costs while they increase service delivery to their customers. In order to remain in business, companies must have proper strategies in place to reduce costs while they still deliver the same standard of service. In order to remain competitive, companies have implemented Information Communication Technology (ICT). The implementation of ICT was done to assist organisations to improve efficiency in their production processes. To achieve these objectives, companies implemented Enterprise Resource Planning (ERP) systems. Some companies that have implemented an ERP system, however, are faced with the challenge of not fully realising the full benefits of implementing the ERP system. The Water Industry is faced with a challenge of ensuring that it manages the water value chain effectively through the use of an ERP system. The industry is also experiencing difficult times in ensuring that the business is run in a sustainable manner to manage the infrastructure assets. This has resulted in the importance of internal reporting within the Water Industry to assist management to monitor performance and take informed decisions. The implementation of an ERP system has affected all the roles in the Water Industry, especially the role of management accountants who are involved with internal reporting. Management accountants are experiencing challenges during and after the implementation of an ERP system, especially with the effective and efficient reporting of information. This study investigated the challenges that management accountants encountered after the implementation of an ERP system in the Water Industry in South Africa. The research consists of a preliminary study to identify challenges that management accountants encounter during and after the implementation of ERP system in the Water Industry. A literature review on the role of management accountants combined with the ERP system applications and framework are investigated and an ERP system implementation framework for the Water Industry is proposed. The proposed framework is evaluated and recommendations are made to those involved with the water industry that are considering upgrading or implementing an ERP system.

First part of the thesis compares available approaches on business planning, namely the traditional and newly emerged and proposes a Business Planning Approach Selection Framework that should help (newbie) entrepreneurs with orientation in the chaotic business planning world and choosing an approach suiting their specific needs. Conclusion of the theoretical part is that both the traditional and modern business plans have their role in todays business environment. While the old are great for external presentation and funds securing, the new enable to create more complex process for planning successful business from the original idea to and beyond their launch, building on customer feedback and gradual iterations. The practical part then builds on the theoretical research and aims to check feasibility of an actual business project, a multisided platform mediating sales of automotive financial products. It describes the model refinement and product creation process as well as eventually proves viability and feasibility of the whole business.

The growth in developing markets has created a need for businesses to re-look their strategies and become players in the emerging economies. With the advancement of growth in the developing countries, new opportunities are created with innovative solutions coming from developing countries and being sold to developed countries. Besides the projected growth and opportunities in the developing countries, the majority of people living in poverty are found in these countries. They are also faced with challenges such as lack of infrastructure and lack of property rights. Firms that want to successfully serve these markets will need to develop innovative business models that will create value for the shareholders, communities and other stakeholders.The purpose of this study is to explore business models developed for the Bottom of the Pyramid (BOP) in different industries and to understand what makes them successful despite facing the institutional voids experienced in developing countries with the intention to provide a high-level generic business model template that can be used for firms that are targeting the BOP markets. The objective of this report, hence, was to explore the differences in business models developed by firms serving the BOP market; identify the challenges of doing business in developing countries and explore how those challenges are met; and identify the critical success factors in serving the BOP markets. / Dissertation (MBA)--University of Pretoria, 2014. / pagibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

This study investigated the relationships between business planning and venture growth while also exploring the moderating variables of entrepreneurial pre-entry knowledge and industry dynamism. Scales that allowed for empirical testing were collected and collated from the broader business planning literature. Using a sample of 103 entrepreneurs from three industries, entrepreneurs were surveyed in an attempt to measure entrepreneurial business planning practices in a South African environment. The results of the study indicated that while planning is an important process of an entrepreneurial venture its effectiveness depends on planning combinations and contextual factors. Specifically, it provided evidence for planning’s positive impact on venture growth; when an entrepreneur engaged in prior business planning and then implemented the plan. Furthermore the extent of an entrepreneur’s pre-entry knowledge was shown to have a positive impact on venture growth. While a synergy effect was observed when entrepreneurs had both pre-entry knowledge and engaged in prior planning. In contrast, the findings suggest that when an entrepreneur launches a business and has pre-entry knowledge it is more valuable not to implement these plans. Lastly the results suggested that planning practices were more likely to positively impact venture growth in industries experiencing lower levels of dynamism. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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