Thesis (Ph. D.)--University of Hong Kong, 2009. / Includes bibliographical references (p. 440-471). Also available online.

Thesis (M.S.)--Michigan State University. Dept. of Agricultural Economics, 2008. / Title from PDF t.p. (viewed on Aug. 4, 2009) Includes bibliographical references (p. 121-127). Also issued in print.

Thesis (Ed. D.)--University of Missouri-Columbia, 1998. / Typescript. Vita. Includes bibliographical references (leaves 121-132). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 1998. / Typescript. Vita. Includes bibliographical references (leaves 121-132). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 144-153). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 144-153). Also available on the Internet.

Thesis (Ph. D.)--University of Hawaii at Manoa, 2002. / Includes bibliographical references (leaves 106-137). Also available on microfiche.

M.Phil. (Industrial Psychology) / Orientation: Positive experiences in the workplace, such as support and work engagement, are essential for enhancing subjective wellbeing (happiness and satisfaction with life). Purpose: The aim of the study was to investigate the relationship between social support, supervisor support, work engagement, happiness, and satisfaction with life, as well as investigate whether work engagement mediates support on subjective wellbeing (happiness and satisfaction with life). Motivation: The presence of support (social and supervisor) and work engagement can spill over and affect non-work; specifically, subjective wellbeing (happiness and satisfaction with life). Individuals with high subjective wellbeing are successful across multiple life domains. Method: A cross-sectional survey was used with participants spanning across diverse organisations, ages, racial groups and occupational levels (N=789). The Work Engagement Scale (May, Harter, & Gilson, 2004), Job Demands-Resources Scale (Jackson & Rothmann, 2005), Satisfaction with Life Scale (Diener, Emmons, Larsen, & Griffin, 1985 ) and Subjective Happiness Scale (Lyubomirsky & Lepper, 1999) were used to determine the objectives of this study. Results: The results show significant relationships between happiness, satisfaction with life, social support, organisational support, and work engagement. Additionally, work engagement predicted happiness and satisfaction with life; social support predicted work engagement and satisfaction with life. Supervisor supports predicted subjective wellbeing (happiness and satisfaction with life) but not work engagement. There is therefore partial mediation, as supervisor support did not predict work engagement. Contribution: This study seeks to highlight the concept of support (social and supervisor) and work engagement as constructs that are significant in enhancing subjective wellbeing (happiness and satisfaction with life). Through organisations promoting these positive outcomes at work, enhances productivity.

Black business community participated in SA economy for survival purposes rather than for prosperity and contribution to its development at large. The rest of the black population formed a labour pool as a race-based lumpenproletariat. It is only in 1993 that BEE was introduced to dramatically reform the economy by including all races. The aim of the study was to determine BEE owned company success factors given the criticism and challenges faced. A qualitative, exploratory study was undertaken to gain in-depth knowledge from thirteen BEE experts through semi-structured interviews. The respondents were selected by way of purposive and snowball sampling and the highest combined total NAV of the BEE owned companies studied is over R92 Billion. The study found that at a macro-economic level for economic empowerment to succeed, political, psychological, economic and social powers need to be present. At a micro-economic level access to funding, skills and value creation is instrumental in ensuring BEE ownership succeeded. White corporates also had to be involved to de-racialise the economy. To this effect a model was developed which maps out a blueprint for BEE owned company success. It is the recommendation of the study that BEE-owned companies should continuously innovate to fuel growth / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

This dissertation identifies and theorizes a new form by which leaders exert their influence over subordinates: hierarchical-decentralization. To further investigate hierarchical-decentralization and its effects on team outcomes, we develop two research themes which include three independent studies. The first research theme focuses on how hierarchical-decentralization influences team processes and team performance. We conduct an experimental study (Study 1-1) and a field study (Study 1-2) on this research theme. In Study 1-1 (detailed in Chapter 2), we conceptualize hierarchical-decentralization, examine the relationship between hierarchical-decentralization and team performance, and test whether and why hierarchical-decentralization produces higher team performance than either centralization or decentralization. Through an experimental study, we found that hierarchical-decentralization was positively related to team performance, and that hierarchical-decentralization outperformed either centralization or decentralization in steering team performance. Following Study 1-1, we conduct Study 1-2 (described in Chapter 3), which aims to further explore the underlying mechanism that produces the positive effect of hierarchical-decentralization on team performance, and to identify the conditions under which the benefit of hierarchical-decentralization tends to become more noticeable. Through a field study, we found that team coordination mediated the relationship between hierarchical-decentralization and team performance. We further found that inter-team competitive intensity strengthened the positive relationship between hierarchical-decentralization and team coordination, as well as the positive indirect relationship between hierarchical-decentralization and team performance via team coordination. The second research theme focuses on the application of influence structure of hierarchical-decentralization to the research on leader-member exchange (LMX) differentiation. We conduct a field study (Study 2) on this research theme. Specifically, in Study 2 (detailed in Chapter 4), we investigate whether and why the vertical chain of influence among team members (we follow the research conducted by Burderson et al (2016) and refer it to acyclicity) would offset the detrimental effect of LMX differentiation on social relations among team members and ultimately on team performance. Through a field study covering 89 diverse working teams, we found that LMX differentiation became to be not significantly related to status conflict when a team had a high level of acyclicity and meanwhile when its team members' LMX statuses were in line with their influence levels within acyclicity. Although this relationship is not statistically significant, the negative relationship between LMX differentiation and status conflict somewhat suggests that acyclicity, when all of the most influential members within it are of the highest relationship qualities with leaders, might have the potential to turn the detrimental effect of LMX differentiation on social interactions among team members into a beneficial effect (i.e., one that reduces status conflict among team members). We further found that status conflict was negatively related to team performance, and that it mediated the relationship between LMX differentiation and team performance. The theoretical and practical implications of the two research themes are then discussed.