This study examines the value placed on learning and knowledge by innovative small and medium-sized computer service firms, using a framework for analysis adapted from intellectual capital (IC). Knowledge is conceived as a specialized and appreciable asset capable of being acquired, nurtured, developed, managed and commercially exploited. Emphasis is placed on evaluating the strategies and practices that drive company learning and knowledge transfer in smaller computer service companies with respect to developing and making use of the knowledge owned by employees, customers and the corporation. The study evaluates the extent to which short-term commercial objectives impose conceptual boundaries on particular forms of intellectual capital - skill development, experience and recurrent learning. Data is drawn from case studies and a broader, provincial sample of companies based in British Columbia with ten to one hundred employees. The study concludes that small and medium-sized computer service firms narrowly conceptualize and undervalue knowledge in the area of human resource development, where supporting learning processes and structures are often poorly developed. Companies place a premium value on new forms of knowledge with an obvious potential to improve the skills and experience necessary to support commercial products and services. In contrast, learning, knowledge and expertise related to professional development and more long-term organizational and/or career benefits are consistently and systematically marginalized. The study outlines limitations of the IC framework in terms of the intrinsic values attributed to sources and types of knowledge. Of particular concern is the importance attached to formalized, external relationships with customers and the undervaluing of knowledge with less obvious or potentially more long-term commercial value. Suggestions for using the framework in small and medium-sized computer firms include broadening the existing narrow focus of external knowledge sources to encompass the extensive network of business relationships companies exploit, while the undervaluing of knowledge found in professional development is countered by linking benefits to returns from specific, rather than generic commercial goals. Emphasis is placed on potential gains in efficiency and productivity offered by improvements to learning and organizational processes.

Thesis (D.Ph.) (Communication Arts)--University of Wisconsin-Madison, 2006. / Includes bibliographical references (p. 263-277). Also available on the Internet.

Thesis (D.Ph.) (Communication Arts)--University of Wisconsin-Madison, 2006. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (p. 263-277).

This study examines the value placed on learning and knowledge by innovative small and medium-sized computer service firms, using a framework for analysis adapted from intellectual capital (IC). Knowledge is conceived as a specialized and appreciable asset capable of being acquired, nurtured, developed, managed and commercially exploited. Emphasis is placed on evaluating the strategies and practices that drive company learning and knowledge transfer in smaller computer service companies with respect to developing and making use of the knowledge owned by employees, customers and the corporation. The study evaluates the extent to which short-term commercial objectives impose conceptual boundaries on particular forms of intellectual capital - skill development, experience and recurrent learning. Data is drawn from case studies and a broader, provincial sample of companies based in British Columbia with ten to one hundred employees. The study concludes that small and medium-sized computer service firms narrowly conceptualize and undervalue knowledge in the area of human resource development, where supporting learning processes and structures are often poorly developed. Companies place a premium value on new forms of knowledge with an obvious potential to improve the skills and experience necessary to support commercial products and services. In contrast, learning, knowledge and expertise related to professional development and more long-term organizational and/or career benefits are consistently and systematically marginalized. The study outlines limitations of the IC framework in terms of the intrinsic values attributed to sources and types of knowledge. Of particular concern is the importance attached to formalized, external relationships with customers and the undervaluing of knowledge with less obvious or potentially more long-term commercial value. Suggestions for using the framework in small and medium-sized computer firms include broadening the existing narrow focus of external knowledge sources to encompass the extensive network of business relationships companies exploit, while the undervaluing of knowledge found in professional development is countered by linking benefits to returns from specific, rather than generic commercial goals. Emphasis is placed on potential gains in efficiency and productivity offered by improvements to learning and organizational processes. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate

In this quantitative study, undertaken in a South African information and communications technology (ICT) company, dimensions of organisational culture (measured by the South African Culture Instrument) were correlated with the dimensions of work engagement (measured by the Utrecht Work Engagement Survey), to determine whether employees’ perceptions of organisational culture are related to their levels of work engagement. Structural equation modelling confirmed the factorial model of both measuring instruments, with most fit indices indicating the data to be a good or acceptable fit to the hypothesised model. Correlational analyses revealed a statistically significant positive relationship between each of the dimensions of organisational culture and work engagement respectively. Regression analyses showed that leadership, management processes, and goals and objectives make the strongest statistically unique contribution in predicting the dimensions of work engagement. Since work engagement has been shown to relate to several positive work outcomes, it makes sense for organisations to increase levels of work engagement by improving their organisational culture. / Industrial & Organisational Psychology / MCom (Industrial and Organisational Psychology)

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Collaborative strategies such as strategic alliances are being adopted by small and large companies to gain a competitive advantage in a fast changing global and local business environment. Companies are recognising the value of achieving their business goals through mutually beneficial strategic alliances. Strategic alliances provide a more flexible, non-permanent means through collaborative engagement between companies to attain complementary services, skills, products and resources. This study aimed to contribute to an understanding of the nature of strategic alliances between large and small companies within the information technology (IT) sector in South Africa and to highlight the particular dynamics, challenges and success factors from the perspective of these companies. The research question posed was: "What are the success factors that impact on the sustainability of strategic alliances between large and small companies within the IT industry in South Africa?" In this study, a strategic alliance was defined as a "co-operative arrangement between two or more local and / or global firms that invest in a collaborative effort to achieve their individual and mutual goals and positively impact their competitive positioning". Limited research had been conducted on strategic alliances in South Africa in general and no research was available on the IT sector. This exploratory research study was conducted to provide an overview of the dynamics and issues related to strategic alliances keeping the respective contexts of small and large companies in mind. This study contributes to an understanding of the respective contributions of small and large companies in complementing their respective strengths and experiences to achieve business objectives. This area of study supports government policies and initiatives in promoting the collaboration between large and small companies in developing the economy and the small business sector in particular. Within a dynamic and fast-growing information communications technology (ICT) sector, there are increasing opportunities for strategic alliances between small and large companies within the IT sub-sector. A qualitative, inductive research approach was used to determine the kind of alliances that existed, test the themes identified in the literature review in relation to the South African context and identify new insights based on the experiences of respondents engaged in strategic alliance relationships. This approach supported the assumption that the circumstances explored are complex and dynamic and require flexibility both in the approach and methods used. Semi-structured, face-to-face interviews were used as the instrument or method of data collection. An interviewer guide was developed to direct the interview. Themes and key factors identified through the literature review provided input into the structure and content of the interviews. Three small and three large companies from the IT sector were interviewed as part of this study. The number of employees was used as the primary indicator of company size using the guidelines provided by the DTI. Research results indicated that the main motivations for engaging in strategic alliances included risk sharing, access to new markets, expanded product service offerings, complementary skills and learning, funding support and enhancing competitive positioning. The primary motivator that all respondents identified was 'collaborative bidding for business'. Forty-three percent of alliances of the small and large companies interviewed were with small companies. Small companies indicated a wider range of alliances and included partnering with micro enterprises to large multinationals in their alliance formations. Strategic alliances were monitored and measured by all respondents. Quantitative measures were used most frequently and included measures such as profitability, delivery to project deadlines, meeting service levels and delivery to baseline commitments made in the solutions submitted to clients. Qualitative measures were identified but applied in a less structured way. Challenges identified by small and large companies included achieving an understanding of the culture and needs of small and large companies, managing the financial challenges, relationship management and dealing with co-opetition where competitors are incorporated into the strategic alliance. Respondents all indicated that the value of strategic alliances outweigh the cost of establishing and managing strategic alliances particularly between small and large companies. The success factors identified were largely similar between small and large companies. The highest ranked factors identified by small companies were partner selection and benefit analysis whereas leadership and strategy were the main priority factors for large companies. It is recommended that further research be conducted into measuring and monitoring methods that assists in monitoring the effectiveness of alliances and to develop the capacity of strategic alliance managers in managing the complex of relationships between alliance members, alliance delivery performance and client demands and influences on the strategic alliance. / AFRIKAANSE OPSOMMING: Klein en groot maatskappye gebruik toenemend samewerkingstrategiee soos strategiese alliansies om 'n kompeterende voorsprong te verkry in 'n vinnig veranderende globale en plaaslike besigheidsomgewing. Maatskappye besef die waarde daarvan om hulle besigheidsdoelwitte te bereik deur wedersydse voordelige strategiese alliansies. Strategiese alliansies verskaf 'n buigsamer, nie-permanente metode, deur middel van samewerking tussen maatskappye, waarmee bykomende dienste, vaardighede, produkte en hulpbronne verkry kan word. Hierdie studie beoog om by te dra tot die begrip van die aard van strategiese alliansies tussen groot en klein maatskappye in die Informasie Tegnologiesektor (IT-sektor) in Suid-Afrika en om die spesifieke dinamika, uitdagings en suksesfaktore vanuit die perspektief van hierdie maatskappye te belig. Die navorsingsvraag is: "Wat is die suksesfaktore wat 'n impak het op die volhoubaarheid van strategiese alliansies tussen groot en klein maatskappye in die IT-bedryf in Suid-Afrika?" In hierdie studie word 'n strategiese alliansie gedefinieer as 'n "samewerkingsooreenkoms tussen twee of meer plaaslike en / of globale maatskappye wat bele in 'n samewerkingspoging om hulle individuele en gesamentlike doelwitte te bereik en wat 'n positiewe uitwerking het op hulle kompeterende posisionering." Beperkte navorsing is al gedoen oor strategiese alliansies in Suid-Afrika in die algemeen en geen navorsing was beskikbaar oor die IT-bedryf nie. Hierdie ondersoekende navorsingstudie is gedoen om 'n verkennende oorsig te verskaf van die dinamika en kwessies verwant aan strategiese alliansies, spesifiek binne die konteks van onderskeidelik klein en groot maatskappye. Hierdie studie dra by tot 'n begrip van die onderskeie bydraes van klein en groot maatskappye in soverre hulle onderskeie sterk punte en ervarings mekaar komplementeer om besigheidsdoelwitte te bereik. Die navorsingsveld ondersteun ook die regering se beleid en inisiatiewe om samewerking tussen groot en klein maatskappye te bevorder en daardeur die ekonomie, spesifiek die kleinsakesektor, te ontwikkel. Binne 'n dinamiese en snelgroeiende Informasie- en Kommunikasiesektor (IKT-sektor), is daar toenemend geleenthede vir strategiese alliansies tussen klein en groot maatskappye binne die IT-subsektor. 'n Kwalitatiewe, inleidende navorsingsbenadering is gebruik om die tipe alliansies wat bestaan te bepaal, die geidentifiseerde temas uit 'n literatuurstudie, toegespits op die Suid-Afrikaanse situasie, te toets en nuwe insigte, gebaseer op die ervarings van die respondente in strategiese alliansieverhoudings, te identifiseer. Hierdie benadering het die aanname bevestig dat die omstandighede wat ondersoek is, kompleks en dinamies is, en buigsaamheid in beide die benadering en metodiek, vereis. Gedeeltelik gestruktureerde, persoonlike onderhoude is gebruik as die navorsingsinstrument of -metode van dataversameling. 'n Vraelys is opgestel as riglyn vir die onderhoude. Die temas en kernfaktore, wat geidentifiseer is uit die literatuuroorsig, het insette vir die struktuur en inhoud van die onderhoude verskaf. Drie klein en drie groot maatskappye in die IT-bedryf is as deel van hierdie studie nagevors. Die getal werknemers is gebruik as die belangrikste bepaler van die maatskappy se grootte volgens die riglyne verskaf deur die Departement van Handel en Nywerheid (DHN). Die navorsingsresultate het aangedui dat die belangrikste beweegredes vir die sluit van strategiese alliansies die volgende is: gedeelde risiko's, toegang tot nuwe markte, uitgebreide produk- / diensaanbiedings, aanvullende vaardighede en opleiding, steun vir befondsing en die bevordering van kompeterende posisionering. Die belangrikste beweegrede wat alle respondente geidentifiseer het, was "gesamentlike tender vir besigheid" . Drie-en-veertig persent van die alliansies van die klein en groot maatskappye wat ondersoek is, was met klein maatskappye. Klein maatskappye het 'n wyer verskeidenheid van alliansies, insluitend vennootskappe van mikro-ondernemings tot groot multinasionale maatskappye, in hulle alliansievormings, ingesluit. Strategiese alliansies is deur alle respondente gemonitor en gemeet. Kwantitatiewe meetinstrumente is die meeste gebruik en het maatstawwe bevat soos winsgewendheid, lewering binne die projek se spertye, die nakom van diensvlakvereistes en die nakom van die aanvanklike ooreenkoms in die oplossings voorgehou aan die kliente. Kwalitatiewe meetinstrumente is ook geidentifiseer, maar minder gestruktureerd toegepas. Die volgende uitdagings is deur beide klein en groot maatskappye geidentifiseer: om'n begrip te vorm van die kultuur en behoeftes van klein en groot maatskappye, bestuur van die finansiele uitdagings, verhoudingsbestuur en die hantering van kooptering waar mededingers in die strategiese alliansie ingesluit is. Al die respondente het aangedui dat die waarde van strategiese alliansies die koste verbonde aan die sluit en bestuur van strategiese alliansies oortref, veral tussen klein en groot maatskappye. Die suksesfaktore wat geidentifiseer is, was hoofsaaklik dieselfde by klein en groot maatskappye. Die faktore wat die meeste waardeer is deur die klein maatskappye, was die keuse van vennote en voordele-analises, terwyl leierskap en strategie die twee hooffaktore vir die groot maatskappye was. Daar word aanbeveel dat verdere navorsing gedoen word oor meetinstrurnente en moniteringmetodes wat kan help om die effektiwiteit van alliansies te monitor. Die kapasiteit van strategiese alliansiebestuurders om die verskeidenheid van verhoudings tussen alliansielede, alliansie-diensleweringvermoens en klientvereistes en invloede op die strategiese alliansie, te bestuur, moet ook ontwikkel word.

published_or_final_version / Business Administration / Master / Master of Business Administration

網際網路影響的層面大至政府的政策、法令、企業的經營策略、作業細節，小至個別消費者的喜好。在網際網路逐漸成為全球網路通用標準後，各種企業應用系統以及企業與交易夥伴間互動關係逐漸產生變化。 全球化讓企業暴露在高度競爭環境之下，迫使企業必須不斷翻新事業經營方式。企業正朝向流程委外的方向努力，委外的潮流建立了虛擬企業的基礎。於是企業與交易夥伴形成所謂的「虛擬延伸企業」，並建立一個牢不可破的價值鏈，以便在市場上和競爭對手競爭。這種虛擬團隊，需要將彼此的商業流程和訊息緊密地整合，從產品設計到與客戶交易，甚至於維修的過程毫無間隙地貫穿。 隨著網際網路在商業環境的應用越來越廣泛，架構在網際網路環境下的協同作業成為企業迎戰未來的一項重要利器。企業電子化下之協同作業，就是利用一些軟體系統，將企業的應用軟體、套裝軟體及傳統資訊系統等，在企業之間整合起來，這是一種新價值鏈的經營模式，也是競爭時代企業的新趨勢。 在協同作業下，企業對交易夥伴（上游供應商及下游客戶）在流程與資訊上整合，並根據企業資源的現況（包含內部與外部），做最佳化安排，以快速回應客戶、市場以及競爭者。企業電子化的重心，不再只是透過網際網路從事大量交易，而是利用網際網路提升價值鏈上資訊的透明度，促進企業問整合活動的進行，以進入協同作業的新紀元。 筆記型電腦一直是我國資訊產業非常重要的一環，本研究以國內筆記型電腦製造業為研究範圍，探究其與供應商協同作業之發展現況。 本研究以「TEMPLET評估工具」對企業之於未來虛擬延伸企業的準備程度做一個完整的評估；另外以「IBM e-business Collaboration Tool／供應商協同作業評估模組」對企業間協同作業之現況及發展方向做全面性評估。再輔以文件的收集、分析、個案訪談，以及在實務界多年的觀察，整理出協同作業發展的現況以及國內企業界目前發展所遭遇的瓶頸。 從TEMPLET評比的四大項目，資訊技術能力、資料管理能力、流程管理能力、組織管理能力，分析個案公司對虛擬企業發展的準備程度，可得知個案公司的準備程度頗高，而且彼此間的差異並不大。由於長期與國際大廠的合作，使得個案公司逐漸從區域性的製造工廠轉型為國際性的製造及服務公司。不論在經營管理能力或是資訊技術能力，個案公司都繼續不斷的調整其發展方向，試圖為全球的經營佈局而努力。 透過IBM e-business Collaboration Evaluation Tool／供應商協同作業評估模組，發現個案公司在供應鏈規劃及採購協同作業的推動不遺餘力，其相關的協同作業應用較為普及。設計協同作業雖然在萌芽階段，但也受到普遍的重視。協同作業雖然已經對個案公司的作業效率有相當程度的提升，但是，現今的協同作業方式，多屬於前端資料交換，而非企業內部與供應商之間應用系統的整合。本研究將個案公司發展的瓶頸歸納為以下幾個原因： 1. 供應商資訊技術的配合條件不同 2. 標準平台尚未成熟 3. 內部作業仍有相當程度的人工介入 4. 對商業機密或敏感資訊的分享顧慮 5. 工作流程和商業規則的定義極其繁瑣 6. 政府政策尚未成熟 7. 設計協同環境的尚未成熟 面對知識經濟時代的來臨，從提高產品的附加價值角度來看，台灣資訊製造業如何整合品牌優勢（代工品牌人自有品牌）、創新實力、軟體、服務等應是努力的重點。近年來，台灣資訊製造業在交易導向的實行系統建立了很好的基礎，未來則將往企業外部關係層次的整合方向而努力。 企業可藉由網際網路的協同作業把產品設計、製造、採購、業務、行銷、人事系統、現場服務以及客戶服務等，緊密地聯繫在一起，形成一個環球知識網。藉此追求策略定位，建構一個特別的價值鏈，讓企業能夠傳遞某種獨特的價值。而且為了對抗競爭，價值鏈必須借助協同作業的高度整合，讓企業所有活動都能緊密配合，甚至不斷強化。 全面性的協同作業雖然可幫助企業增加營運效益以及追求策略定位，但是協同作業的成功須仰賴多方面條件的配合。協同作業的發展是個連續性、階段性發展的過程，並非一蹴可及。雖然現今的協同作業處於推廣、萌芽的階段，但是協同作業將會繼續的推行，朝向交易雙方的後端系統即時且完全整合的目標前進。企業應按部就班完成階段性協同作業的計畫，待環境成熟、相關條件可配合的時候，則可領先取得競爭優勢。 關鍵詞：企業電子化、協同作業、筆記型電腦產業。 / The Internet is arguably the most powerful tool today, the influence of Internet is extremely comprehensive, covering governments' policies and regulations, companies' strategies and detailed operations, as far as consumers' individual preference. While the Internet comes to full development, the enterprise information system and the nature of business relationship have to change along. In today's rapidly changing business environment, firms not only compete on product but on business models. To succeed in globally competitive environment, companies are pursuing a strategy of focus, offloading part of activities to trading partners. The Internet technologies have made outsourcing easier for companies to coordinate with their suppliers, giving widespread currency to the notion of the "virtual extended enterprise". Companies communicate and collaborate electronically with partners around the world, they join together to achieve a shared business goal, where each operating unit contributes according to its core competency. Fully achieving the advantages of a virtual extended enterprise requires comprehensive collaboration, which enables tight business-to-business connection. By applying Internet technology to integrate information system and process across companies, collaboration creates a new business model to achieve a competitive edge. This research is concerning the collaborative progression upon Taiwan notebook computer manufactures, with the framework of "TEMPLET assessment checklist" and "IBM e-business Collaboration Tool/supplier collaboration module". Enriching with papers analysis, case study, and industry observation from years of experience, this study aims at exploring current development status quo, further, examining thoroughly the difficulties industry has encountered. Assessing the preparedness for virtual enterprise by TEMPLET'S four evaluation criteria "information, people, process and technology", we learn that companies in study have accomplished substantial readiness. Having the long-term cooperation with international leading enterprises, the companies have been transforming themselves from local manufactures to service-oriented global manufactures. Evaluating readiness for e-business and collaboration with suppliers by IBM e-business Collaboration Tool/supplier collaboration module, we find that both supply chain management and e-procurement have been applied pervasively in association with the companies' dedication to supply collaboration for years. Although design collaboration is still in its infancy, its relevant applications are attracting attention nowadays. The companies have benefited from collaboration at certain degree, nevertheless, the existing collaboration are only limited in front-end data exchange, instead of back-end system integration. This research concludes the major difficulties the companies facing are as below: 1. The readiness of suppliers' information technology is quite different. 2. The platform standard is not mature yet. 3. The companies' internal operations involve considerable human intervention. 4. Sharing concern exists upon business confidentiality and sensitive information. 5. The definition ofworkflow and business rule is too onerous to get through. 6. Government's policy is not ready yet. 7. The circumstances for design collaboration is not in prepared state. Towards knowledge-based economy, Taiwan's IT (information technology) industry is exploring how to integrate the advantage of brand (contracted manufacture brand/own brand), innovation, software, services in order to outperform the average competitors. In these years, the industry has set a solid foundation at transactional interconnection system. In the coming years, the industry will move to cross- enterprise relationship integration, such as customer database, marketing information, product design information and so forth. By fully deploying collaboration, companies are able to tight the operations of product design, manufacturing, purchase, sales activities, marketing, humor resources, and customer services together to optimize both internal and external resources. The series of collaboration enables the entire value chain highly integrated as a self- reinforcing system, and it helps companies deliver a unique value proposition. Collaboration contributes operational effectiveness and strategic positioning, but its success depends on various conditions. The evolution of collaboration is a continuous process. Though collaboration is in initial stage up to date, its development must be going on constantly, heading to real-time, end-to-end integration. Companies have to make sophisticated plan for each stage, carrying out the plan step by step for pursuing distinctive advantage. Keywords: e-business, collaboration, and Taiwan notebook computer industry.

Business need required a holistic and focussed framework for best practices in the functioning of effective virtual teams, despite the fragmented nature of empirical studies in this field. This study endeavoured to explore the best practices in the functioning of effective virtual teams against four prominent and unique themes linked to purpose, processes, people and technology. The value of this study does not vest in the existence of virtual teams, but in their orderly operation, in terms of best practice and the value proposition of effectiveness. Following an exploratory qualitative strategy, the research was conducted according to the interpretivist branch of the phenomenological tradition, with a transcendental orientation in the social research field. A qualitative multi-case research design for the empirical study was selected, resulting in a non-probability sample within the software sector of the technology industry in South Africa. An original and pre-tested Lime Survey 2.0+ electronic questionnaire instrument was utilised as the instrument to collect information within a cross-sectional time horizon, to work in synchronisation with the collaborative asynchronous electronic architecture of virtual teams. Content analysis was applied to analyse data. The main findings indicated that effective virtual teams purposefully orientate themselves toward excellence through electronic management systems, a specific value system, with a knowledge seeking focus, and a seamless linkage in electronic infrastructure, applications, and platforms which contribute to the functionality of the effective virtual team. The main recommendations were that a pre-existing, functional, collaborative, integrated, electronic management system is regarded as the primary step in founding an effective virtual team. The focus of organisational leadership should be to embrace a holistic value system approach encapsulating specific elements of excellence, such as trust and independence. Human networking practices pursuing and sustaining knowledge are regarded as the key enabler for functioning of effective virtual teams. Lastly, a focussed seamless interface between the various electronic applications, platforms and infrastructures is recommended. / Human Resource Management / D. Com. (Human Resource Management)

published_or_final_version / Urban Studies / Master / Master of Social Sciences