Ke ya rona (it is ours): a review of the levels of community engagement towards the sustainable development of community arts centers in South Africa focusing on shared ownership.Monnakgotla, Palesa January 2018 (has links)
A research report submitted to the Faculty of Humanities, University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of Master of Cultural Policy and Management, 2018 / This research report assesses the extent of community engagement practiced at Sibikwa Arts Centre in Benoni and Funda Community College in Soweto. This is done to ascertain the effectiveness of community engagement in terms of shared ownership of the community and the community art centre managers; it also determines its contribution to the sustainable development of the community and the arts. This is necessary because South African community art centres are recognized as dysfunctional as they have been utilized for purposes other than the arts and are noted as experiencing managerial problems, leadership problems, as well as that of insufficient funding. Therefore, the factors of community engagement that are examined in this research are the method/s used, the objective of the method/s, the effectiveness of the method/s according to Arnstein’s ladder of citizen participation and the effectiveness in terms of community and sustainable art development. The report concentrates on measuring the centres engagement with their surrounding communities, and how this has directly contributed to the operations of the centres. Based on the case studies and drawing parallels from international case studies, the report proposes a developed model of community engagement that could be implemented broadly in South African art centres in an effort towards the progressive functioning of community art centres. / XL2019
01 January 1978
The concept of interorganizational field refers to the pattern of relationships or the context within which organizations negotiate or compete to accomplish their goals. This paper examines the proposition that the type of interorganizational field shapes and· influences interactions between organizations. To explore the nature of any contextual effects, a hypothesis is extracted to represent each of four subareas of the literature: the transaction or exchange, the resource dependency, the communication, and the division of labor subareas. Non-verification of the hypotheses indicates the extent and the manner in which interorganizational fields can affect relations between organizations. A case study of these hypotheses is presented for one type of interorganizational field, a federation of social service agencies. The federation includes eight organizations which delivered services and an administrative component to facilitate interagency coordination. The data, which were gathered from project documents, monthly records, and a series of interviews of representatives from each of these organizations, permit analysis of the federation's two-year tenure. Analysis of these data leave three of the four hypotheses not verified, with only the hypothesis on communication between organizations being upheld. These findings suggest that the ''norms of rationality” alleged to govern organizational decision-making are actually assessed according to characteristics of the interorganizational context. More generally, the conclusion is that the interorganizational field level of analysis merits further examination as a causal context. By specifying the nature of this context, it ultimately is possible to theorize whether the effects of variables across fields are linear or curvilinear, and whether interaction effects exist.
Keast, Frederick Dalton
01 January 1980
This dissertation addresses the following research question. Do the criteria by which organizations assess the benefits of entering into interagency agreements vary by city? Employing data obtained from 183 human service agencies in six western cities, organizational emphases on two classes of goals as they relate to the decision to interact with other agencies are assessed as functions of six organizational variables and city. The organizational variables include organizational goal, reliance on federal sources for funding, and a range of environmental uncertainty measures. The two classes of organizational goals studied are: first, those which directly accrue to the agency itself, and second, those which accrue directly to entities outside the organization. Findings suggest that while emphases on intraorganizational goals are invariant between cities, those pertaining to extra-organizational entities may well vary between locales. These findings bear theoretical implications for the future study of organizations, and practical implications for entities seeking to develop programs or regulations for application across broadly defined jurisdictions.
The influence of national culture on organizational structure, process and strategic decision making : a study of international airlinesRieger, Fritz January 1987 (has links)
No description available.
The Effects Of Risk And Trust On The Achievement Of Sustainable Competitive Advantage From B2b E-commerce Trading RelationshipsHampton, Clark J 01 January 2011 (has links)
This dissertation consists of three interrelated studies focusing on the use of business-to-business (B2B) electronic commerce (e-commerce) to facilitate supply chain transactions. B2B e-commerce enabled supply chains produce substantial savings for organizations by reducing the amount of time and money necessary to negotiate contracts, processes orders, and pay suppliers. However, doubt exists as to whether reduced transaction costs are a sustainable competitive advantage for organizations. The advent of widespread and cost effective B2B e-commerce enabled supply chains coupled with increasingly complex, dynamic, and global competitive markets are encouraging organizations to form long-term relationships with their trading partners to achieve sustainable competitive advantage from improved supply chain performance. Competition is no longer restricted to large firms and end-product producers, but now encompasses the extended organizational supply chain. Using three separate, but related theories, these studies investigate 1) the factors affecting satisfaction with B2B ecommerce trading relationships, 2) the antecedents and effects of risk and trust on assurance desirability in B2B e-commerce partnerships, and 3) the impact of enterprise risk management procedures on the achievement of sustainable competitive advantage from B2B e-commerce enabled transnational alliances. Critical to achieving sustainable competitive advantage from B2B e-commerce capabilities is the existence of long-term mutually satisfying buyer—supplier iii relationships. The first study examines the antecedents of relationship satisfaction between B2B e-commerce trading partners. Using the relational view of the firm, a theoretical model is developed to investigate the direct and countervailing effects of trust and risk on relationship satisfaction. In addition, the indirect effects of justice and commitment on relationship satisfaction are also investigated. A field survey is used to collect data from 205 industry professionals concerning B2B e-commerce trading partnerships. Structural equation modeling is used to evaluate the hypothesized model relationships. The results support all hypotheses and indicate good model fit with strong explanatory power. This study contributes to the accounting information systems and strategic management literature by investigating the interactive but independent roles of risk and trust within B2B e-commerce trading relationships. The second study examines the integrative effects of power, risk, and trust, along with their antecedents, on the desirability of assurance over a trading partner’s ecommerce processes. Using the resource advantage theory of competition as a foundation, a research model is developed to examine the relationships among the various trading partners and organizational factors that drive demand for a high information governance structure such as assurance. A field survey is used to collect data from 205 industry professionals to enable the evaluation of the complex relationships in the overall research model using structural equation modeling. The results support all hypotheses and provide good model fit, strong explanatory power, and strong support for the theory. This study expands the literature on management control systems within interorganizational relationships by addressing three contemporary concerns in the literature: (1) the minimal consideration of the impact of information technology in these iv relationships, (2) the minimal consideration of the impact of variances in the relative power of the trading partners, and (3) the need to consider the dual influence of risk and trust. Globalization places greater emphasis on the development of transnational alliances. The greatest benefits from alliances are derived from high-level information sharing, but risk escalates with information sharing. The purpose of the third study is to examine the influence of enterprise risk management (ERM) on risk and trust associated with transnational alliances and the resulting impact on interorganizational information sharing. Survey data is gathered from 200 senior-level managers monitoring transnational alliances. Structural equation modeling is used to test the hypothesized relationships. The results provide strong support for the hypothesized relationships and the overall research model, showing that high ERM leads to decreased risk, increased trust, and improved information sharing.
Wong Lai Fong Yvonne. / Thesis submitted in: July 2005. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2006. / Includes bibliographical references. / Abstracts in English and Chinese. / ABSTRACT --- p.ii / ACKNOWLEDGEMENTS --- p.iv / TABLE OF CONTENT --- p.v / Chapter CHAPTER 1 --- INTRODUCTION / Chapter 1.1 --- Motivation --- p.1 / Chapter 1.2 --- Common explanations of economic success --- p.2 / Chapter i) --- Explanation from Neoclassical Economic Perspectives --- p.3 / Chapter ii) --- Explanation from the Statist Perspective --- p.5 / Chapter iii) --- Limitations of Neoclassical and Statist Perspectives --- p.7 / Chapter iv) --- Importance of the interorganizational relationships perspective --- p.10 / Chapter 1.3 --- The Research --- p.11 / Chapter i) --- The choice of studying the software industry --- p.11 / Chapter ii) --- Research questions and significance --- p.12 / Chapter 1.4 --- Thesis Layout --- p.13 / Chapter CHAPTER 2 --- LITERATURE REVIEW: THE STUDY OF INTERORGANIZATIONAL RELATIONSHIPS AND THEIR IMPORTANCE TO THE IT INDUSTRY / Chapter 2.1 --- Importance of Social Networks --- p.15 / Chapter 2.2 --- Theories in the Network Approach I - Social Embeddedness: The Fundamental Building Block of the Network Approach --- p.17 / Chapter 2.3 --- Theories in the Network Approach II - The Social Network Approach --- p.20 / Chapter 2.4 --- Theories in Network Approach III - Factors affecting the formation of networks --- p.22 / Chapter i) --- Prior ties or pre-existing network --- p.22 / Chapter ii) --- Expectations from social networks --- p.23 / Chapter iii) --- Incentive schemes by government - industry promotion schemes nurturing public-private or private-private partnership --- p.26 / Chapter iv) --- IT clusters --- p.29 / Chapter 2.5 --- Theories in Network Approach IV ´ؤ Interorganizational Alliances and Social Capital --- p.31 / Chapter i) --- Interorganizational alliances and organizational outcomes --- p.31 / Chapter ii) --- Enhanced performance through social capital --- p.33 / Chapter 2.6 --- Mechanisms: From Interorganizational Relationships to Performance --- p.34 / Chapter i) --- Client acquisition --- p.35 / Chapter ii) --- Capital Accumulation --- p.36 / Chapter iii) --- Product Innovation --- p.37 / Chapter iv) --- Interorganizational Learning --- p.39 / Chapter 2.7 --- Implications from the Literature Review --- p.42 / Chapter CHAPTER 3 --- RESEARCH OBJECTIVES AND METHODOLOGY / Chapter 3.1 --- Introduction --- p.43 / Chapter 3.2 --- Research Objectives --- p.44 / Chapter i) --- Research Questions --- p.44 / Chapter ii) --- Propositions --- p.45 / Chapter 3.3 --- Definition of Concepts in the Proposals --- p.46 / Chapter i) --- Performance --- p.46 / Chapter ii) --- Interorganizational relationships --- p.47 / Chapter iii) --- The mechanisms affecting performance by IOR --- p.48 / Chapter iv) --- Factors affecting IOR --- p.50 / Chapter 3.4 --- Methodology --- p.52 / Chapter 3.5 --- Chapter Summary --- p.58 / Chapter CHAPTER 4 --- INDUSTRY OVERVIEW AND THE NATURE OF INTERORGANIZATIONAL RELATIONSHIPS --- p.60 / Chapter 4.1 --- Introduction --- p.60 / Chapter 4.2 --- Mode of Production of the Software Industry in Hong Kong --- p.60 / Chapter 4.3 --- Performance of the Software Industry in Hong Kong --- p.61 / Chapter i) --- Definition of the Software Industry --- p.61 / Chapter ii) --- About the Industry --- p.62 / Chapter iii) --- Performance Indicators --- p.64 / Chapter 4.4 --- Performance of the Software Firms in Hong Kong --- p.70 / Chapter 4.5 --- Nature of Interorganizational Relationships in the Software Industry --- p.71 / Chapter 4.6 --- Summary Remarks of the Chapter --- p.81 / Chapter CHAPTER 5 --- INTERORGANIZATIONAL RELATIONSHIPS AND PERFORMANCE --- p.1 / Chapter 5.1 --- Performance and Network Position of Firms --- p.82 / Chapter 5.2 --- Case Studies --- p.88 / Chapter i) --- A peripheral firm with negative performance: Company L --- p.88 / Chapter ii) --- Node firm with negative performance: Company C --- p.94 / Chapter iii) --- Node firm with a positive performance: Company A --- p.98 / Chapter iv) --- Node firm with a positive performance: Company M --- p.104 / Chapter 5.3 --- The Mechanism ´ؤ Resource-based perspective --- p.110 / Chapter i) --- Client acquisition --- p.110 / Chapter ii) --- Capital Accumulation --- p.112 / Chapter iii) --- Product Innovation --- p.117 / Chapter iv) --- Interorganizational Learning --- p.118 / Chapter 5.4 --- Concluding Remarks of this Chapter --- p.121 / Chapter CHAPTER 6: --- FACTORS CONDUCIVE TO NETWORK DEFICIT / Chapter 6.1 --- Introduction --- p.122 / Chapter 6.2 --- Pre-existing Ties --- p.123 / Chapter 6.3 --- Government --- p.128 / Chapter 6.4 --- Intensity of Competition --- p.134 / Chapter 6.5 --- Cluster Effect --- p.137 / Chapter 6.6 --- Concluding Remarks --- p.138 / Chapter CHAPTER 7: --- CONCLUSION / Chapter 7.1 --- The Hong Kong Story: IOR and Performance --- p.140 / Chapter 7.2 --- Research Limitations --- p.144 / Chapter i) --- Difficulty in Explaining a Negative Story --- p.144 / Chapter ii) --- Effect of the Economy --- p.145 / Chapter iii) --- Response Rate --- p.146 / Chapter iv) --- Time Factor --- p.147 / Chapter 7.3 --- Discussion and Further Research --- p.149 / APPENDIX I: LIST OF IT ASSOCIATIONS IN HONG KONG --- p.AI-1 / APPENDIX II: INTERVIEW OUTLINE --- p.AII-1 / REFERENCES --- p.R-1
The changing pattern of dependency of a residents' organization : from initiation to consolidation /Lo, Kwok-kuen. January 1986 (has links)
Thesis (M.S.W.)--University of Hong Kong, 1986.
Dimensions of the interorganizational relationship between Area Agencies on Aging and Social Services Block Grant AgenciesSafewright, Marcia Porter 23 August 2007 (has links)
This research employed a model of interorganizational relations (Van de Ven, 1976) based on social action theory to examine the interagency relationships between Title III/Area Agencies on Aging (AAA) and Social Services Block Grant (SSBG) agencies across the country. The specific purpose of this study was to investigate five AAA/SSBG agency relationships using case study methodology to determine the adequacy of Van de Ven’s model in portraying the relationships. I also examined possible changes in the framework that might enhance its ability to characterize the relationships. In general, qualitative data analysis supported the model’s ability to depict the interagency relationships. The following factors were influential in the formation and continued functioning of at least three of the five interagency relationships: (a) resource needs, dependence, and exchange; (b) a commitment to serving older adults; (c) a commitment to the interagency relationship; (d) interagency communication, awareness, and information exchange; (e) interagency consensus (i.e., agreement between agency representatives on the goals and expectations of each agency in the relationship); (f) domain similarity (e.g., overlap in client populations and geographic service areas); (g) informal means of interaction and communication; and (h) perceived effectiveness of the interagency effort by agency representatives. Based upon the results of this investigation, I have proposed a revised framework that incorporates the major components of the original model but also simplifies and conceptually clarifies important relationship factors. It places more emphasis on the individuals involved in interagency relationships and is tailored to fit the special circumstances of social service agencies. An important implication of these findings for further research is the need for examining other social service agencies with the original and revised framework to further enhance their usefulness in characterizing interagency interaction. Implications for practice include the use of this information about AAA/SSBG agency relationships to improve interagency collaboration, service delivery and planning, and public policy decisions. / Ph. D.
Seeber, James J.
Call number: LD2668 .T4 1979 S44 / Master of Arts
Van der Merwe, Ilse
Thesis (MBA)--Stellenbosch University, 2012. / Many multi-business unit organisations are not adequately prepared to deal with and capitalise on the opportunities that exist because they have a multi-faceted company structure. Increasingly, organisations are combining their efforts to exploit business opportunities and collaboration is becoming a key strategic tool. Collaboration provides ways to tap into competencies and organisational knowledge that might otherwise be trapped in business units. It is essential that these pockets, or silos, of excellence be harnessed to promote value-creating activities. The focus of this case study is on GEA Group Companies operating within the ambit of Sub-Saharan Africa. These companies exhibit a classical multi-business unit organisation with many opportunities for intra- as well as intercompany collaboration. Informal channels for collaboration may exist, but if GEA is able to collaborate more effectively internally, growth and value creation opportunists will be easier to exploit. This study has investigated the state of the current business models of the various GEA Group companies as well as the current collaboration efforts that are in place. The study has also explored the key strengths, weaknesses, opportunities, and threats of the various business models as well the key factors influencing collaboration efforts within GEA. Based on the results of interviews and surveys that evaluated the business models and intercompany collaboration efforts, recommendations for improvements are made and an intercompany collaboration model proposed for GEA companies in Sub-Saharan Africa.
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