The health system in Abu Dhabi has undergone a series of far reaching reforms during the past six years, yet in spite of the structural transformations, public confidence in the performance of this vital sector is still skeptical at best and employee engagement is still low. The thesis was underpinned by the aim to reveal the challenges in public health system reform outside the context of western administration. This thesis is an attempt to analyse the intricate, multidimensional concept of organisational culture within the complex structure of public healthcare sector in a fast growing economy like Abu Dhabi. Managing organisational culture is increasingly viewed as an essential part of health system reform. Organisational culture in health care organisations has gained increased consideration as an important factor that affects health systems reform and influences the quality of health care. The research project aims to explore the context of health system reform in Abu Dhabi and to understand the organisational culture of the different constituents of its public healthcare sector. Using a multi-method investigation combining both qualitative and quantitative approaches using the Competing Values Framework as conceptual framework, this research aims to provide a critical assessment of organisational culture in healthcare sector in Abu Dhabi. Semi-structured interviews were conducted in the regulator, operator, and three public hospitals prior to the use of a survey instrument based on the Organisational Culture Assessment Instrument (OCAI). The data analysis revealed that the prevailing cultural model of the Abu Dhabi public sector organisations was concurrently governed by hierarchy and market cultures while the presence of clan and adhocracy models was relatively limited. Interesting variations in assessment of clan culture were found between UAE nationals and other nationality clusters. The findings also revealed a desired cultural shift manifested by a higher emphasis on clan and adhocracy cultures and a lower emphasis on hierarchy and market culture. Those results confirm the presence of two opposing or competing cultural dimensions clan/adhocracy vs. hierarchy/market. This research makes a considerable contribution to the sparse empirical studies in health system reforms and organisational culture in the Arab Gulf states, and proposes important explanations and possible solutions to the salient challenges facing the health system in Abu Dhabi.

In 2017, more than 6.9 million employees parted ways with their employer because of voluntary employee turnover, layoffs, or terminations. Emergency call center supervisors who fail to implement adequate job satisfaction strategies experience reduced productivity and increased voluntary turnover. The purpose of this multiple case study was to explore the strategies some southern Ontario 911 call center supervisors used to reduce job dissatisfaction. The conceptual framework supporting the study was the competing values framework. The population included 6 supervisors of 911 call centers in the province of Ontario, Canada, who successfully implemented job satisfaction strategies. Data were collected from interviews with the leaders and documentation. Data were analyzed using Yin's 5-step process. Three themes emerged: provide supportive leadership, create a balanced culture, and provide non-financial rewards. The implications for positive social change include healthy working communities through decreased job dissatisfaction resulting in organizations' greater productivity and provision of services.

The growing interest in sustainability amounts pressure on organisations to operate in more environmentally friendly ways, sparking the need for radical sustainable change. The purpose of this study is to discover what factors and conditions facilitate and hinder organisational learning for sustainability transitions (ST), a topic that has caught recent academic attention and thus needs further interdisciplinary research. The conceptual framework derives inspiration from the Four Factors of Learning for ST whilst the Competing Values Framework and the Three Loops of Learning are used as additional lens to better understand the conditions of learning for ST. The thesis will take a qualitative approach through conducting a content analysis of three company documents and seven semi-structured interviews with employees from a public service agency in Scandinavia currently implementing a transition lab. A descriptive analysis of the coded data highlights the levels of understanding and acceptance towards sustainability transitions from the case organisation and the conditions that facilitate and hinder organisational learning. The results show that the most prominent of the Four Factors of Learning for ST in the early phase of a sustainability transition is interpersonal, followed by material, institutional and intrapersonal. Within these factors, the discussion further highlights the most prevalent sub-codes and themes that reoccur in the data. Moreover, five key findings under the themes of flexibility versus control, resource availability through digitalisation, communication, collaboration and facing complexity using institutional logics were identified as the primary facilitating and hindering factors that promote learning for STs. Finally, recommendations are presented to inform both theory, and practice, as further analysing learning for ST is of high relevance to better understand and design these learning journeys and a more sustainable (organisational) future.

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Organisational culture is a long debated research field, one that is greatly influential in modern day workspace, possibly deeply affecting organisational performance. This thesis is a case study on Blizzard entertainment from 1997 to 2005, where Blizzard North and Blizzard South, two organisations, existed and worked on some of the company’s most influential games. The authors analysed and inspected the unique culture of each of the organisation, intending to understand the effect of organisational culture on video game development. The analysis is conducted utilising multiple organisational cultural theories and models. Both of the studios' organisational culture is explored in this study and the study aims to show the effect of these organisational cultures in the game development process. The importance of this research lies in studying the connection between organisational culture and the gaming development process. This research is for an audience which takes interest in starting their own company or working in one, people who want to understand how companies work and people who are interested to see different behaviours in different situations. The key findings of this study are about how organisational culture affects different aspects of game development such as design, approaches and relationships between peers.

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本研究旨在探討國民中學校長課程領導與教師賦權增能之關係，希望藉由理論探討與實徵研究的結果，提出建議作為校長推動課程領導與提升教師賦權增能的參考。 本研究採用問卷調查法，以台北市、台北縣及宜蘭縣共計抽取57所公立國民中學的880位正式教師為研究對象，有效問卷595份，問卷回收後以描述統計分析、t考驗、單因子變異數分析、典型相關分析，多元逐步迴歸分析等統計方法進行資料分析。 本研究之主要研究發現歸納如下： 一、國民中學校長課程領導運用「人群關係」頻率最高。 二、國民中學校長課程領導於競值架構下呈現均衡發展。 三、國民中學教師賦權增能整體表現良好，「自我效能」表現最佳，「參與決策」最顯不足。 四、教師對校長課程領導的知覺會因為教師的性別、職務、年齡及年資的不同而有所差異。 五、規模十二班以下的國民中學教師對校長課程領導感受最高，台北市國民中學校長最重視課程領導。 六、教師對賦權增能的知覺會因為教師的性別、職務、年齡及年資的不同而有所差異。 七、國民中學校長課程領導風格以「人群關係」對教師賦權增能的預測力最高。 八、國民中學校長課程領導確實有助於提升教師賦權增能。 最後，本研究根據上述發現針對教育實務層面與未來研究提出具體建議以供參考。 / Analyzing the differences of educators’ perception toward principals’ curriculum leadership and teachers' empowerment in different background variables, the purpose of this study is to inquire the relationship between principals' curriculum leadership and teachers' empowerment in junior high school. With the results of theoretical studies and empirical findings, this study provides some suggestions for promoting “principals’ curriculum leadership” and “teachers' empowerment”. Using a questionnaire, this study conducts a survey on 880 teachers from 57 public junior high schools in YI-Lan county and Taipei County. Among them 595 valid questionnaires from teachers were compiled. The returned data were analyzed by statistical methods including mean, standard deviation, t-test, one-way ANOVA, Pearson’s product-moment correlation, canonical correlation, and multiple stepwise regression analysis. Our main findings are concluded as follows: 1. The highest frequency of teachers’ perception on principals’ curriculum leadership in junior high school is “relation of people”. 2. There is a balance development of the four styles in competing values framework of junior high school. 3. Junior high school teachers perform well in “teacher empowerment” as a whole, while “self-efficiency” performs the best; however, “making decision” performs obviously insufficient. 4. Those teachers who are male, senior, directors, and from small size schools, are aware of better principals’ curriculum leadership of the principal. 5. The teachers in junior high schools with less than twelve classes feel the principals’ curriculum leadership the most. The principals from schools in Taipei emphasize curriculum leadership the most. 6. The teachers’ perception toward empowerment is different because of their gender, position, age, and career. 7. Among all dimensions of principals’curriculum leadership, the best prediction to teachers’ empowerment is promoting “relation of people”. 8. Principals' curriculum leadership into practice is indeed helpful to improve teachers' empowerment. Finally, some suggestions are proposed based on the aforementioned conclusions for further studies and for the practice of education.

Child and family nonprofit organizations are essential for the implementation of United States public policy in their role as service providers. Human service nonprofit organizations held approximately 20,000 government contracts, totaling more than $100 billion in 2009 (Boris, deLeon, Roeger, & Nikolva, 2010). Almost 33,000 human service nonprofit organizations contract with the government to deliver services (Boris, et al., 2010). The services provided by these organizations are critical to the lives of vulnerable American citizens. These organizations depend on committed employees to serve this group, carry out the mission, and reach organizational goals. Employees are nonprofit organizations’ greatest resource, investment, and also expense (Rutowski, Guiler, & Schimmel, 2009), thus turnover is considered a critical problem facing the nonprofit sector (Salamon, 2012). Retaining highly committed employees in this important work has been of interest to those studying the nonprofit sector because it is a significant problem particularly in the area of human services (Mor Barak, Levin, Nissly, & Lane, 2006). This study asks if leadership and organizational culture have an impact on nonprofit employees’ commitment to their workplace. This quantitative research uses a quota sample of 103 nonprofit employees to understand the relationships between their perceptions of their managers’ transformational leadership, their perceptions of their organizations’ culture types (clan, adhocracy, hierarchy, market) and two important and distinct employee outcomes, affective commitment and turnover intention. The findings indicate that perceived transformational leadership matters to nonprofit employees as it positively predicts their affective commitment and negatively predicts their turnover intentions. The majority of respondents reported that they perceived their organizations as clan cultures, which are known to be friendly, personal places where belonging and connectedness is high. The findings also reveal that hierarchical cultures play a role in this predictive relationship, having a moderating effect on the relationship between transformational leadership and affective commitment. In contrast, the findings reveal that compared to clan cultures, hierarchical and market cultures may be problematic in that they positively predict employees’ turnover intentions. Further, perceived hierarchical cultures negatively predict the employees’ affective commitment.

The aim of this research is to investigate the relationship between organizational and national culture and the use and effectiveness of systems development methodologies. Various different aspects of both culture and systems development methodologies are analysed. The first aspect studied is the state of systems development methodology use in South Africa. The results indicate that 74% of the organizations that participated in this study use a systems development methodology. Relationships between horizontal use of systems development methodologies and the success of the IS system and the success of the development process are also found. This relationship shows that when the systems development methodology knowledge is used in a bigger proportion of projects and by a bigger proportion of people, then both the development process and the IS system will be more successful. A relationship is also found that exists between organizational culture and system development methodologies. Organizations with a more hierarchical culture have been using SDMs longer than other organizational cultures. Relationships between national culture and systems development methodologies are also studied. The results show that when people prefer to work in a group (low individualism), the systems development methodology knowledge will be used more horizontally in the organization. The results also show relationships between the success of the IS system, the success of development process and the national and organizational cultures. When managers involve people at lower levels in the organizations in the decision making process, the developed IS system is more successful. The results show that organizations with a more developmental culture will have a more successful development system. The more an organization have a rational culture the more successful the IS system is perceived to be. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2012.

The aim of this research is to investigate the relationship between organizational and national culture and the use and effectiveness of systems development methodologies. Various different aspects of both culture and systems development methodologies are analysed. The first aspect studied is the state of systems development methodology use in South Africa. The results indicate that 74% of the organizations that participated in this study use a systems development methodology. Relationships between horizontal use of systems development methodologies and the success of the IS system and the success of the development process are also found. This relationship shows that when the systems development methodology knowledge is used in a bigger proportion of projects and by a bigger proportion of people, then both the development process and the IS system will be more successful. A relationship is also found that exists between organizational culture and system development methodologies. Organizations with a more hierarchical culture have been using SDMs longer than other organizational cultures. Relationships between national culture and systems development methodologies are also studied. The results show that when people prefer to work in a group (low individualism), the systems development methodology knowledge will be used more horizontally in the organization. The results also show relationships between the success of the IS system, the success of development process and the national and organizational cultures. When managers involve people at lower levels in the organizations in the decision making process, the developed IS system is more successful. The results show that organizations with a more developmental culture will have a more successful development system. The more an organization have a rational culture the more successful the IS system is perceived to be. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2012.