An inquiry into the perceptions of chief executive officers: What exactly needs to be known about chief executives and information technology in the organisation to gain this understanding? Clearly, it is not related to an expectation that chief executives do, or should, participate in the daily or departmental micro-management of information technology. Neither is it dependent on an expectation that CEOs should have a grasp of all the technical and philosophical issues relating to information systems or technology management and development. Rather it stems from a view that technology, as an enabler of change, should receive the attention of the chief executive in order to best harness its power to achieve corporate goals. / What is it that chief executives actually do when considering information technology issues in their organisations? If they are not computer literate and have limited understanding of the technological possibilities for the organisation, what are their sources for such information? If they are comfortable with technological concepts and terminology, how much does this affect their relationship with the senior information officer? How do chief executives communicate with their senior technologists? What are the CEOs' perceptions and assumptions about technology and the future? How is their decision-making affected? Do CEOs' use criteria or processes for technology projects other than those normally applied? Does the educational level, qualifications, years of experience as chief executive, or domain expertise, affect their approach to aligning the strategic direction with technology? Will different leadership styles map consistently with different ways of influencing the corporate technology function? Are there other factors that affect what strategies they choose? / Summary: The purpose of this research is to gain a better understanding of the perceptions of chief executive officers relative to the actions they take when faced with leadership of organisational change using information technology as the enabler. To that end, the literature is reviewed, the research methods for the project are described, and the research findings are presented. Relationships and relevant theories are discussed, a new theory is proposed, conclusions are drawn, and further research is suggested. / Thesis (MBusiness-Research)--University of South Australia, 2001.

Thesis (Ph. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

Thesis (Ph.D.)--University of Delaware, 2008. / Principal faculty advisors: William Latham, III, Dept. of Economics; and Helen M. Bowers, Dept. of Finance. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at El Paso, 2008. / Title from title screen. Vita. CD-ROM. Includes bibliographical references. Also available online.

Thesis (PhD) -- AUT University, 2008. / Includes bibliographical references. Also held in print (xi, 120 leaves ; 30 cm.) in City Campus Theses Collection (T 658.422 BAT)

Thesis (Ph. D.)--Georgia State University, 2009. / Title from file title page. Harley E. Ryan, committee chair; Conrad Ciccotello, Omesh Kini, Jayant Kale, committee members. Description based on contents viewed July 1, 2009. Includes bibliographical references (p. 72-74).

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 69-71). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--University of Texas at Austin, 2005. / Supervisor: Laura Starks. Vita. Includes bibliographical references.

Thesis (M. Com.)--University of Canterbury, 2007. / Typescript (photocopy). Includes bibliographical references (leaves 208-219). Also available via the World Wide Web.

It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal growth. Mining in South Africa is still a male dominated industry. Prior to 1996, women were not allowed underground until the promulgation of the Mine Health and Safety Act of 1996. It is almost 12 years since women were allowed underground, but very few women are visible in management positions in the coal production environment. A minimum of 35 middle managers in the coal mining industry participated in both the quantitative and qualitative part of the research. The research reveals that human resources department is more masculine characteristic than production, financial and technical departments. The latter three are androgynous. Both male and female managers perceive a “successful manager” as androgynous, a transition from “think manager, think male”. This also contradicts a similar study carried out in European Banks, finding female managers to be masculine. There was no significant difference found in this research between male and female managers regarding their perceptions of what constitutes a “successful manager”. Findings from the research will assist organisations in the coal mining industry to understand barriers affecting the advancement of women in management. The research will also provide recommendations to organisations on how to change their cultures and work environments in order to develop suitable environments for women managers to flourish and achieve their potential. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted