published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M.B.A.)--University of Hong Kong, 1988.

Thesis (Ph. D.)--Dept. of Anthropology, University College, London, 1999. / BLDSC reference no.: DX205694. Includes bibliographical references and abstract.

The subject of this thesis is the structure of the distribution channel of gem diamonds in the world market, and certain vertical stages of the channel are singled out for more detailed study. The main stages of the distribution structure are: the mining of rough diamonds, the largely centralized sorting and distribution of the rough, the manufacture of polished diamonds in a number world centres, the distribution of the polished gems at several bourses connected with the manufacturing centres, and the operations of the local wholesalers, jewellery manufacturers, and retailers. Three areas are singled out for more detailed study: the De Beers group, which, through the Central Selling Organisation (S.C.O.), dominates the distribution of rough; the Israeli diamond industry, the largest manufacturing and distributing centre of polished diamonds; and finally, the Vancouver retail market for diamonds and diamond jewellery, which is one of the many regional branches of the largely unexplored retail end of the distribution channel. Chapter II provides a base for all that follows by describing in detail the four parameters that are basic for the appraisal of a polished diamond: colour, clarity, cut and weight. An Appendix studies the increment in the price per carat of a polished diamond as the weight of the stone increases. It is found, for example, that the traditional squaring rule gives results close to, but consistently higher than, the actual prices. Chapter III studies the prevailing modes of production in the diamond-producing countries, the historical evolution and present activities of the diamond-cutting centres, and the operations of the major trading centres. It is found that certain characteristics of the diamond-cutting industry make it an ideal field for cottage industries and small firms, working in places situated far from either the mining, the distribution, or the consumer centres. Certain recurrent patterns in the creation and development of local cutting industries are discussed. Chapter IV focuses on the development of the Israeli diamond industry. Since the first years of the State of Israel, the exportation of polished diamonds was seen as one of the main sources of foreign currency, and expansion of the industry was energetically supported by the Israeli government. The main factor limiting the growth of the industry, however, was the supply of rough diamonds. The chapter studies the changing relations between the C.S.O. and the Israeli industry, governmental protection of the industry, and the export figures. The second half of the chapter is devoted to a detailed description of the actual trading at the Israel Diamond Exchange at Ramat Gan. Chapter V studies the role of the C.S.O. in the world market, in the frame provided by the history of the De Beers group. The C.S.O.'s avowed policy of stabilizing prices for. the benefit of the industry as a whole is measured against the recent and on-going developments in the world market, characterized by steeply rising prices, speculative trading and relative shortages of rough, and some tentative explanations are proposed. Chapter VI, finally, describes the Vancouver wholesale and retail diamond markets. Since diamonds are sold by retailers almost exclusively as part of pieces of jewellery, a survey was made of Vancouver jewellery stores to find out the relative popularity and average selling prices of the main types of diamond jewellery. The method employed in this survey involved appraising and counting the jewellery pieces displayed, and direct enquiries from the salesmen. The survey was complemented by sales figures and other information on the buying preferences of Vancouver jewellers, furnished by a local wholesaler. The results were tabulated and compared with published Canadian and American data, and explanations were proposed for the differences found. The chapter concludes with a list of questions for future research on the retail market for diamond jewellery. / Business, Sauder School of / Graduate

Thesis (Ph. D.)--Lehigh University, 2000. / Includes vita. Includes bibliographical references (leaves 140-152).

A dissertation submitted to the Faculty of Engineering, University of the Witwatersrand, Johannesburg, in fulfilment of the requirements for the degree of Master of Science in Engineering. Johannesburg, 1993. / Since the discovery of diamonds in South Africa, Government has played an active role in the establishment of a local processing industry, aimed at the adding of value to locally mined rough diamonds. This study evaluates the influence of Government support and regulation in the performance of South Africa's diamond industry. Statistics were supplied mainly by the South African Diamond Board, the Minerals Bureau and the departments of Finance, and Trade and Industry. Discussions with prominent diamantaires were also undertaken to contrast statutory reporting with informally sourced facis. South Africa's diamond industry undetperforms, particularly the processing industry which benefits from State support at the expense of the other diamond sectors. Government's indirect support of the processing sector cannot be justified in view of its dismal performance. The entire diamond industry should be deregulaled, and State involvement in the processing sector (with special emphasis on the taxation structure) re-evaluated. / GR 2016

This study forms a unique study of South African diamond laws as developed in the context of the South African constitutional dispensation. This study is therefore a contribution to legal research and academia which forms an in depth consideration of international trade practices that influence the diamond industry which is used in this study specifically as a sample market. The diamond industry in South Africa provides a relatively comparatively small but resilient source of economic activity through trade in diamond products as luxury items and items used for industrial purposes. It is therefore crucial that laws related to the regulation of this industry are comprehensively and analytically studied for the purposes of understanding South African national and international diamond trade regulatory framework. This is done with the aim of illustrating that there has been a significant shift of prevailing wisdom in the South African diamond trade industry. It is now evident that more constitutionally justifiable and internationally sound diamond trade practices have been adopted and applied. This study not only serves to benefit South Africa as a diamond producing country but it will also add required knowledge related to the international trade context particularly having regard to the fact that South Africa plays a significant role in the global economy and its diamond trading activities do not occur in a vacuum. Therefore the international trade aspect of this study lends it a dual purpose analysis of diamond regulation laws. 1 Report of Task Team Appointed by the Minister of Minerals & Energy to Analyze the Memoranda and Evidence Laid Before The Commission of Inquiry into the South African Diamond Industry, 20 December (1999). Chapter 5. This was stated in the submissions by Mr. L.A. Lincon, a director of De Beers. He stated that South Africa had 10% by volume of the world total of around 105 million carats. South African mines are no longer major producers of all desired qualities. As a result it was agreed in 1992 that rough diamonds destined for South African factories could be provided from the CSO’s (Central Selling Organization) full range of diamonds available in London from sources world-wide. / Thesis (LL.D.)-University of KwaZulu-Natal, Durban, 2009.

A thesis submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand in fulfilment of the requirements for the degree of Doctor of Philosophy / Lack of common understanding of corporate reputation in the diamond industry in South Africa has attracted a lot of interest in this aspect of the mining industry. The recent Marikana Massacre in the platinum belt in the Rustenburg area at Lonmin Mine in 2012, together with on-going debates on resource nationalisation and negative relations between mine communities and diamond mining companies have prompted the call for more research in reputation management in the mining industry in South Africa. The purpose of this research is to define the meaning of corporate reputation in the diamond industry, to understand key perceptions of the diamond industry, to identify key effects of corporate reputation in the diamond industry and to evaluate key management approaches to corporate reputation in the diamond industry from multi-stakeholder perspectives. Mixed methods research methodology was used in this study, comprising quantitative and qualitative data collection and data analysis. Key findings include that there is no one single definition of corporate reputation. Each stakeholder has his/her unique definition which is based on his/her own assessments of the organisation, the past and future actions of the corporation, and their experience and perception of the organisation. Poor relations between mine communities and diamond companies; prospects for the collapse of the Kimberley Process (KP); violent strikes; environmental issues, including rehabilitation of old mines; poverty and high unemployment in the mining communities; failure of BEE transactions in delivering real value to the mine employees and local communities; illegal mining; the rise of synthetic un-natural diamonds and negative perceptions of the diamond industry in South Africa are the current major challenges and risks affecting the diamond industry in South Africa. This study concludes that positive corporate reputation would result in improved investor confidence, higher levels of attracting and retaining top level talent in the organisation, improved attraction of customers, better relations with communities and improved stakeholder relations. The study did not find evidence proving that a positive reputation will result in higher prices for diamond products. It found that corporate reputation management initiatives in the diamond industry are not well understood and, as a result, they are not delivering the full results as expected. ii | P a g e Effective stakeholder relations management with a special focus on community engagement including youth groups’ involvement in the mining towns; targeted social investment programmes with special focus on enterprise development and effective management of industry perceptions are identified as the most critical steps to be adopted in the diamond industry in order to improve its reputation. / GR2018

Thesis (MBA)--University of Stellenbosch, 2010. / Since gaining independence in 1990, Namibia has enjoyed a fairly stable economic performance, but its heavy reliance on its natural resources, especially its mineral resources, is at times worrisome. Historically, the country has depended primarily on diamond exports as a major source of foreign exchange earnings and state revenue. The contribution of diamond mining to government revenue has over the years declined from a high of N$1493 million in 2002 to the levels of N$821 million in 2007. Similarly, the contribution of diamond mining to the Gross Domestic Product has decline marginally from N$4.59 billion (16.9 percent) in 2006 to N$3.56 billion (13.1 percent) in 2007 respectively. It is evident that there has been a steady, but progressive decline in the proportional contribution of diamonds to the national income in relation to the other sectors of the economy. This decline can however not be directly attributed to a corresponding decline in the diamond production output, but perhaps due to a decline in diamond demand and lower prices. Based on the fact that diamond production and expansion thereof to offshore operations in particular will continue for years to come and still make significant contribution to the Namibia economy, this study attempts to formulate value addition strategies that could lead to the optimisation of the Namibia diamond economy potential, especially local benefication, as well as increased international competitiveness within the established world diamond markets. To this end, it evaluates the intricate supply and demand patterns in the world diamond market to understand how Namibia could position itself. The study found that there is a clear case for local diamond benefication as an economic imperative and that it is a feasible proposition. However, it must be approached cautiously and within a clearly defined and structured framework. It is recommended that Namibia should pursue the benefication of her unique gem quality diamonds in conjunction with external manufacturing experts and marketers in order to secure a bigger stake in the global diamond pipeline. To this end the government needs to formulate clear incentive strategies and packages for investors and also open the playing field for local manufacturers, without compromising existing relations and revenue streams. Furthermore, it is suggested that Namibia strive to maintain an amicable balance between rough exports and local benefication, whilst expanding the regulatory and enabling environment. Other proposals that will support local benefication and competitiveness of the Namibian diamond economy are diamond branding and marketing through already existing diamond marketing pioneers such as DTC International. Finally, Namibia needs to embark upon strategies to urgently increase its skills base and improve the productivity of its labour force in order to achieve the vision of a flourishing diamond benefication sector.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: De Beers Marine (Ply) Limited (DBM) is a wholly owned subsidiary of the De Beers group of companies. DBM initially operated as an exploration company, but was pressunsed to transform from a explorative venture to a sustainable and profitable company. This involves operating diamond mining vessels at an unprecedented scale. Project management techniques are used to design, construct and commission these vessels. The problem that DBM is presented with is that its projects are often completed late or under immense pressure to be completed within the allocated time. This study focuses on the performance of these projects from the perspective of scope management to analyse its effect on the outcome of the projects. Literature on project scope management was studied to determine what effective scope management processes should be in place to facilitate a project's success. DBM project data was studied to determine which scope management processes had an effect on DBM project success. The data showed that for the projects that had both quantitative and qualitative information, scope management was highlighted as instrumental in both successful and less successful projects, i.e. in DBM effective scope management contributes to project success. A lack of scope management increases the chances of a project not meeting its required project management parameters. The conclusion is that for DBM projects, there must be a strong focus on upfront scope management processes of initiation, planning and definition. The processes of verification and change control must also be in place and managed well to support the upfront processes.