This dissertation reports an investigation of the relationship between board strategic management functions and organizational performance. This dissertation provides a framework for understanding the influence of boards of directors in decision making, planning, control and operation, and financial performance of the firms. Based on the conceptual framework, it is argued that an effective board of directors will have a positive relationship with performance. Four hypotheses stemming from the conceptual framework were used to relate boards' strategic management functions and organizational performance. The research was conducted in Malaysia, and the organizations used for the study were public enterprises. Forty-two firms in three industries of the manufacturing sector were selected for the study. These firms were building materials, food, and wood-based. industries. Boards' strategic management functions, the independent variables, consisted of the boards’ role in decision making, planning, control, and board operation. Organizational performance, the dependent variable, was operationalized by using financial indicators: return on assets, profit margin, average rate of growth in profit, average rate of growth in assets, and average rate of growth in sales. Correlation, multiple regression, and t-test analyses were used to confirm or reject the four research hypotheses. Besides these analyses, the dissertation provided information on the profile of the boards of directors of the three industries in six different areas: size, age, occupation, educational level, specialization, and business experience of the directors. The findings showed that there was no consistent pattern in the relationship between board strategic management functions and organizational performance for all the three industries. The data analysis failed to support the conceptual framework which indicated that there should be a positive relationship between an effective board and organizational performance. The results of the dissertation were discussed with respect to major findings and significance to management theory and practice. The dissertation concluded with a discussion on the limitations of the study and suggestions for future research. / Ph. D.

A recurring debate in the Business Policy literature has centered on the nature of the relationship between strategy and structure. One school argues that the fit between context and structure determines straté9Y„ while opponents contend that management values determine strategy which, in turn, shapes structure. Litschert and Bonham (1977) have attempted to reconcile these viewpoints with their integrative model of strategy formation. The main premise of this model is that organizational slack moderates the contingent nature of strategy formation. When slack is high, the model predicts that strategy will be based on management values and that a loose fit will occur between structure and context. When slack is low, however, the necessary tight fit between context and structure will determine strategy. This study tested the Litschert-Bonham model by comparing the strategies used by organizations with varying levels of slack within two different industries. lt was determined that an organization's absolute level of slack was significantly related to choice of strategy. However, the strategies of high-slack firms were not necessarily more diverse than were those of low-slack firms within a similar context. Moreover, low-slack firms in different contexts tended to follow the same strategy - a finding which was opposite the model's prediction. Two secondary objectives of the study involved the clarification of measurement issues surrounding two of the model’s major components: slack and strategy. ln the former case, Marino and Lange's (1983) absolute slack indicators were compared to Bourgeois’ (1981) slack measures. The former absolute measures were consistently related to strategy while the latter relative measures failed to reach significance. Finally, a multivariate procedure called cluster analysis was utilized to divide the sample firms into five strategic groups. These five empirically derived strategy types clearly related to Glueck’s (1980) conceptual typology of corporate level strategy. This was the first study to offer empirical support for Glueck’s widely cited typology. / Ph. D.

[pt] A sustentabilidade de vantagem competitiva de uma empresa pode ser analisada por modelos dinâmicos integrativos, considerando-se aspectos estruturais do setor industrial, recursos e competências da firma. Porém, quando os distúrbios no ambiente empresarial são de grande magnitude, esses modelos podem não ser suficientes para explicar o que está ocorrendo e qual estratégia a empresa deve seguir para assegurar sua vantagem competitiva. O meio ambiente empresarial no setor de petróleo, no Brasil, vem passando por distúrbios nos moldes preconizados por Schumpeter (1934, 2000), ou seja, um contexto em que as alterações só podem ser imperfeitamente previstas pelas firmas. Nesse contexto, aquilo que ora foi válido e adaptado, provendo resultados competitivos vantajosos para a empresa, pode deixar de sê-lo, trazendo conseqüências nefastas para o desempenho da mesma. Como as estratégias são elaboradas desenhando situações futuras e como nesse tipo de ambiente essas previsões têm validade bem limitada, sua aplicabilidade fica comprometida. Assim, surge a indagação: que fatores podem levar à sustentabilidade da vantagem competitiva de uma firma em um contexto de grandes mudanças? Dentro dessa conjuntura, o segredo dessa sustentabilidade pode estar ligado não simplesmente às competências, ou ao posicionamento estratégico da firma, mas, principalmente, ao reflexo da imperfeita adaptação da mesma ao meio ambiente empresarial e, conseqüentemente, da percepção da necessidade de mudança, de aprendizado e de flexibilidade organizacional. Adotando uma abordagem com elementos sistêmicos da firma, centrada na conversação estratégica, que enfatiza a necessidade de diálogo e aceitação do pensamento dissidente do dominante, foi proposto um arcabouço de trabalho inspirado nas idéias de Argyris (1991), Brown & Eisenhardt (1998), De Geus (1997), Senge (1994) e Van der Heijden (1998), que destaca os seguintes fatores críticos para a sustentabilidade de vantagem competitiva em ambientes em transição: sensibilidade ao meio ambiente, capacidade de aprendizado e de flexibilidade organizacionais. Utilizando-se o método de estudo de caso, aplicado à Petrobras no segmento E&P, procurou-se verificar quão explícitos na empresa estão fatores, críticos para a sustentabilidade de vantagem competitiva, considerando seu ambiente em contínua transição. Da análise do padrão de respostas obtido na pesquisa, bem como da observação da dinâmica da empresa nesse período, foi possível concluir que os fatores enfatizados no arcabouço de trabalho estão presentes na empresa. Porém, parte dos mesmos ainda permanece latente, muito em razão da transição organizacional sofrida recentemente pela Petrobras ainda não estar consolidada. A pesquisa permitiu identificar um outro fator crítico para o sucesso da empresa na fase pós-transição: sua capacidade de aceitar o pensamento dissidente e dele retirar aquilo que não é percebido pelo perfil dominante, especialmente sinais ambientais fracos. De fato, dentro do contexto de consolidação da transformação organizacional recém implementada na Petrobras, observou-se que ainda existe espaço para uma maior aceitação do pensamento dissidente. / [en] The sustainability of the competitive edge of a company can be analyzed by integrative dynamic models, taking into consideration structural aspects of the industrial sector and the company s resources and its competence. However, when disturbances in the business environment are of substantial magnitude, such models may not be enough toexplain what is happening and what strategy the company must pursue to ensure its competitive advantage.The business environment in the Brazilian petroleum sector has been undergoing disturbances of the form proclaimed by Schumpeter (1934, 2000), that is to say, in a context in which companies can only imperfectly predict alterations. In this context, that which was valid and adapted, up to now, to provide advantageous competitive results for a company, can no longer be so, bringing tragic results for its performance. Since the strategies are devised by drafting out future situations, and since suchpredictions have a very limited validity in this type of environment, applicability becomes compromised. The question then arises: what factors can lead a firm tosustainability of competitive edge in a context of great changes? Within such a situation, the secret of sustainability might not be merely linked to a company s competence or to strategic maneuvering, but could be mainly connected with the indirect influence of its less-than-perfect adaptation to the business environmentand, as a consequence, with its perception of the need to change and to learn, and with its organizational flexibility.In adopting a systemic approach to the company, centered on strategic conversation, which emphasizes the need for dialogue and accept ance of thinking that is dissident to predominant ideas, a study framework was proposed inspired by the ideas of Argyris (1991), Brown & Eisenhardt (1998), De Geus (1997), Senge (1994) and Van derHeijden (1998), which points out the following critical factors for sustainability of competitive edge in an environment in transition: a sensitive concern for the business environment; a capacity for learning; and organizational flexibility. Using the case study method, applied to the E&P segment of Petrobras, one sought toidentify critical factors for sustainability of the competitive edge of the company, with due consideration of its continually-changing business environment.From an analysis of the standard of replies obtained in the survey, and also from observing the dynamics of the company during the survey period, it was possible to conclude that the factors emphasized in the study framework are present in the company. However, some of those factors are still latent, very much due to fact that the organizational transition recently undergone by Petrobras is not yet consolidated. The research survey enabled identification of one other factor critical to the success of the company in the post-transition phase: its capacity for accepting dissident thinking and being able to extract from it what is not perceived by the dominant profile, especially weak environmental signs. Indeed, within the context of consolidating the organizational transformation recently implemented at Petrobras, one can see that space still exists for a greater acceptance of dissident thinking.

Citizen involvement in the production and delivery of public service has been a long time topic of interest and controversial debate among scholars. Essentially, the belief has been that if citizens are actively involved in the process, public organizations and communities benefit in numerous ways that will ultimately lead to increased citizen satisfaction. The purpose of this research is to explore the relationship between citizen involvement in the production of public safety and security and its effects on organizational efficiency and effectiveness of law enforcement agencies. To test the assumption that citizen involvement is positively correlated to organizational success and organizational efficiency of law enforcement agencies, a citizen involvement index was developed and used as the independent variable in ordinary least square regression (OLS) analysis. Three separate models are developed to measure the impact of citizen involvement on law enforcement. Findings obtained through bivariate and multivariate analyses indicate mixed results. Bivariate analysis revealed that citizen involvement was negatively correlated to organizational efficiency while no statistically significant correlation was found in multiple regressions. In addition, through bivariate analyses, citizen involvement was positively correlated with crime rates reported to city police departments, whereas multivariate regression analyses indicated that citizen involvement does not have a statistically significant impact on crime rates. Both analyses, however, provided support for the positive impact of citizen involvement on crime clearance rates. Finally, findings suggested that citizen involvement in public organizations and its effects on the production and delivery of public goods and services are overestimated from the perspective of law enforcement.

The aim of this quantitative study was to develop and validate a model to measure the organisational effectiveness of a metropolitan municipality in South Africa. The literature review phase explored the concept of organisational effectiveness and the assessment thereof in both the Public and Private Sectors. The literature review indicated that there is a clear distinction between business performance (operational and financial performance) and the larger concept of organisational effectiveness, and also that the measurement of organisational effectiveness in the Public Sector differed from the measurement thereof in the Private Sector. The literature review also indicated that measures of Public Sector effectiveness could not be directly applied to measure the effectiveness of Private Sector organisations. From the literature review a proposed theoretical model for measuring the organisational effectiveness of a metropolitan municipality in South Africa was proposed. This proposed model included organisational and behavioural variables contained in traditional approaches to organisational effectiveness, variables that were identified in previous organisational effectiveness studies, as well as variables contained in existing assessment models of organisational effectiveness. This model was then validated during the empirical phase by conducting a survey of an existing metropolitan municipality in South Africa (n = 6514) and exposing the results of the survey to Structural Equation Modelling (SEM). The confirmatory factor analysis conducted as part of SEM subsequently identified three main and 10 secondary statistically significant organisational and behavioural variables that could be used to measure the effectiveness of a metropolitan municipality in South Africa. The three main variables identified were (1) Healthy Systems, (2) Goal Achievement and (3) Service Delivery, while the 10 secondary variables identified were (1) Diversity, (2) Training & Development, (3) Rewards & Recognition, (4) Management Practices, (5) Internal Functioning, (6) Work Environment, (7) Interpersonal Relations, (8) Workforce Equity, (9) Customer Satisfaction and (10) Vision & Mission. It was thus recommended that metropolitan municipalities in South Africa could use this validated model as an assessment framework to measure their current organisational effectiveness, to identify aspects which need to be rectified to improve effectiveness, and to compare and benchmark their municipality in order to learn from other metropolitan municipalities to improve their effectiveness. / Industrial & Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance. / Business Management / D.B.L.

The aim of this quantitative study was to develop and validate a model to measure the organisational effectiveness of a metropolitan municipality in South Africa. The literature review phase explored the concept of organisational effectiveness and the assessment thereof in both the Public and Private Sectors. The literature review indicated that there is a clear distinction between business performance (operational and financial performance) and the larger concept of organisational effectiveness, and also that the measurement of organisational effectiveness in the Public Sector differed from the measurement thereof in the Private Sector. The literature review also indicated that measures of Public Sector effectiveness could not be directly applied to measure the effectiveness of Private Sector organisations. From the literature review a proposed theoretical model for measuring the organisational effectiveness of a metropolitan municipality in South Africa was proposed. This proposed model included organisational and behavioural variables contained in traditional approaches to organisational effectiveness, variables that were identified in previous organisational effectiveness studies, as well as variables contained in existing assessment models of organisational effectiveness. This model was then validated during the empirical phase by conducting a survey of an existing metropolitan municipality in South Africa (n = 6514) and exposing the results of the survey to Structural Equation Modelling (SEM). The confirmatory factor analysis conducted as part of SEM subsequently identified three main and 10 secondary statistically significant organisational and behavioural variables that could be used to measure the effectiveness of a metropolitan municipality in South Africa. The three main variables identified were (1) Healthy Systems, (2) Goal Achievement and (3) Service Delivery, while the 10 secondary variables identified were (1) Diversity, (2) Training & Development, (3) Rewards & Recognition, (4) Management Practices, (5) Internal Functioning, (6) Work Environment, (7) Interpersonal Relations, (8) Workforce Equity, (9) Customer Satisfaction and (10) Vision & Mission. It was thus recommended that metropolitan municipalities in South Africa could use this validated model as an assessment framework to measure their current organisational effectiveness, to identify aspects which need to be rectified to improve effectiveness, and to compare and benchmark their municipality in order to learn from other metropolitan municipalities to improve their effectiveness. / Industrial and Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance. / Business Management / D.B.L.

The proposed study intends to establish how procedural the reward systems are being implemented in the Limpopo Department of Health and whether claims of biases are founded. The study is aimed to determine the system’s influence on the organisation’s ability to track poor performance and to manage it. It also provides a refreshed view of the current pitfalls in the implementation of the programme, and subsequently provides indications of remedial action to recover the purpose of the performance management and development system. The study furthermore assesses the impact of performance management practices and explored the best implementable practices for effective performance management systems and best service delivery by the Limpopo Department of Health. A qualitative research approach that included interviews with HR and line managers was utilised and a quantitative research approach that included questionnaires from ordinary employees was followed. The findings are that the system cannot be linked to employee output, but an obvious benefit is employee rewards. The literature review shows that there is a general poor understanding of performance management and development system in the public service. It (Literature review. Chapter 2) further establishes that there are several challenges that hinder the effective implementation of performance management and development system in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The main finding of the study is that lack of training poses a serious challenge in implementing performance management and development systems. Many respondents indicated that employees need to be brought to awareness about the implementation of the model so that both management and employees can work towards the Department’s vision. Some suggested that management should realise our needs and arrange training for capacity building. Another employee agitated that “I am not involved in any performance management because this is used for financial gains. This is another corrupt activity?” The above-mentioned statements clearly show concerns of employees in their overall performance. / Public Administration / M.P.A.

The world has become more competitive, complex and unpredictable, and this process is continuing. Evolution is taking place resulting in organisations being pushed by strategies and pulled by increasingly assertive customers who demand more accountability and responsiveness (Kartte, 2010). In order to remain competitive in this changing world, many organisations, even financial institutions have adopted Lean principles in order to eliminate waste, reduce cost and streamline everyday processes (Spear, 2012). There have however been a number of challenges that have prevented financial institutions from implementing Lean principles successfully. The primary objective of this study is to improve the effectiveness of Lean principles within a specific financial institution. More specifically, this study will identify the effectiveness of successfully implementing Lean principles at a financial institution by investigating the influence of employee knowledge, understanding and skills, communication, motivation and ownership from management, organisational culture and the impact of trade unions in organisations as mentioned in the problem statement above. Convenience sampling was used to select a sample of sixty eight (68) employees within the specific financial institution. The sample was stratified to include senior managers, managers, team leaders and lower level employees. Questionnaires were distributed personally to the focus groups from the above categories.