Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1994. / Vita. Abstract. Includes bibliographical references (leaves 405-415). Also available via the Internet.

Thesis (D. Min.)--Western Seminary, Portland, OR, 2001. / Abstract. Includes bibliographical references (leaves 179-181).

Thesis (M. Div.)--Emmanuel School of Religion, Johnson City, Tenn., 2003. / Abstract and vita. Includes bibliographical references (leaves 114-119).

Thesis (Ph. D.)--Oxford Graduate School, 2001. / Includes bibliographical references (leaves [128]-137).

Thesis (Ph. D.)--Oxford Graduate School, 2001. / Includes bibliographical references (leaves [128]-137).

Thesis (M. Div.)--Emmanuel School of Religion, Johnson City, Tenn., 2003. / Abstract and vita. Includes bibliographical references (leaves 114-119).

This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning is based on the assumption that engaging stakeholders in a meaningful way will increase the benefits for both the organization and the stakeholders. The growth trend of the company investigated has resulted in complexity due to the growth of its internal and external stakeholders and the influence that their relationships can have on strategic planning. Whereas studies have identified a number of factors that can influence stakeholder relations, it has also been suggested that relationships could further be influenced by host of other stakeholder-related attributes. It is in this context that the study answers the following research questions: (1) how do stakeholders understand their responsibilities in strategic planning?; (2) how do they perceive the importance of communication and coordination to their relationship during the planning process?; and (3) how do the stakeholders‘ expectations shape the challenges faced by the company and their relationship during strategic planning? The study employs the qualitative method of research using the interview technique to collect data to gain insights into how the participants perceive and make sense of their relationships during strategic planning in their company. The conceptual dimension of the study is premised on the two streams of meaning of relationships and the dynamics of stakeholder relations during strategic planning projected in the literature. The methodological dimension is premised on the importance of lived experience as a significant source of knowledge. In this respect, the study draws on phenomenology using narrative analysis and inductive content analysis in the treatment of data. Accordingly, the study found that stakeholders bring to the table a plethora of responsibilities which have significant upward and downward influences during strategic planning. There is a consensus among stakeholders on the general importance of the relational benefits of coordination and communication. Real time coordination and communication with external stakeholders is differentially perceived within the range of poor to excellent. Likewise, there is differential perception of the relational importance of communication in terms of organizational context. Whether the coordination among stakeholders is perceived as excellent or poor, the bottom line is that stakeholder relations in the company remains a challenge. Stakeholders have multiple expectations of the company strategic plan and the strategic planning process which further raises multi-faceted challenges to the company. Based on the findings the study came up with a model that highlights the streams of thought pursued in the study. The findings affirm the view that relationships result from what transpires, happens, or occurs during strategic planning. Likewise, the inherent connectivity that results from the social nature of individuals involved in the planning process is affirmed. The former is on account of the responsibilities of the stakeholders and the latter on account of the inherent value that stakeholders place on strategic planning. The quality and extent of stakeholder relations however is moderated by extent and quality of coordination and communication before and during the planning process.

This study reports research about innovation and change in the professional practice of the staff at the Library and Information Service (LIS) staff at Curtin University of Technology, Perth, in Western Australia. The historical context of the study is Australian higher education and university libraries in the early 1990s. It reports, examines and analyzes key events and activities of the LIS staff strategic planning process both as an educational innovation and a driver of change in professional practice. The investigation of educational innovation and change is the object of the study, specifically the application of strategic planning.Literature from the 30-year history of writing and research about educational innovation and change is reviewed in terms of its relevance to the study. In addition, selected literature about organizational theory and strategic planning in libraries is presented. From this literature emerged the particular innovation and change framework, which guide the research.A justification for the selection of the particular research approach is explained and data collection, organization and analysis are described. The study uses official LIS corporate records as its primary source of data, supplemented by published materials to assist in the explanation of the particular circumstances of the LIS case.The results of the data analysis are presented in terms of the key events and activities of the LIS case. From this analysis conclusions are drawn in relation to the research questions which underpin the study and in terms of the component parts of the innovation and change framework. In particular, conclusions relate to the key organizational factors shaping the response to innovation; the characteristics of the context of change; key organizational processes helping to ensure successful adoption; the articulation of a shared vision and ++ / processes to ensure a shared vision. In relation to the innovation and change framework the change process is viewed as adoption dominated; as a move towards a learning organization; through the characteristics of the context of change and through other factors influencing change.Flowing from the research findings, recommendations are made for professional practice and further research.As a case study that reports, examines and analyses the complex dimensions of organizational change, the study is rich in detail and provides a real-life example of organizational and educational change.

Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2007. / Abstract and vita. Includes final project proposal. Includes bibliographical references (leaves 190-196, 74-78).

The study is concerned with evaluating the growth strategy of MBSA Consulting which is primarily aligned to the key principles of Black Economic Empowerment (BEE). As a black owned company practising in the field of civil engineering consulting, there is strong competition from both established companies and other BEE companies. The literature review included the general overview of South African legislation and regulation related to BEE and has also revisited the academic framework in the field of strategic management. According to the findings of the study, clients of MBSA which are mainly government departments and institutions are generally satisfied with the work of MBSA. However, they felt that MBSA should incorporate non-Historically Disadvantaged Individuals in order for them to compete with established companies which generally are owned and managed by non-HDls. The findings of the study revealed that the employee satisfaction level of MBSA employees is good and that can translate to employee encouragement to stay longer with the firm. Finally, the study concluded that MBSA's growth strategy is feasible and there is potential for this company although the issue of skills shortage in the country remains a problem. / Thesis (MBA)-University of KwaZulu-Natal, 2006.