Throughout the years, different theories and models have been developed regarding multi-national enterprises' (MNEs') entry into foreign markets. One such model is the Organisational Model, identifying three different types of enterprise, each selecting a different mode of market entry during foreign market expansion. These are: massproduction enterprises, disaggregate-production enterprises and project-based enterprises. This model was based on studies focusing mainly on the US, Europe and Asia. Research indicates, however, that MNEs increasingly identify sub-Saharan Africa (SSA) as a region for possible expansion. In view of persistent risk within the SSA region, this study's focus is on determining which entry modes MNEs use when entering a perceived high-risk market in SSA. This research study focused on MNEs that have expanded or are currently expanding into a perceived high-risk country in SSA. A qualitative research design was selected, applying an in-depth case study analysis to six different MNEs two MNEs representing each type of enterprise as categorised by the Organisational Model. Semi-structured personal interviews were conducted with each participant. Each interview focused on elements relating to the MNE's perception of, and approach to selecting entry mode into, high-risk markets. Findings predominantly did not find support for the Organisational Model, indicating that MNEs entering perceived high-risk markets in SSA preferred different entry mode strategies and approached risk consideration differently. Some findings did confirm the literature, by indicating that MNEs consider country risk when entering a foreign market in SSA. / Dissertation (MCom)--University of Pretoria, 2016. / Business Management / MCom / Unrestricted

I organisationers begynnelse fanns en annan typ av verklighet mot den vi idag kan se. Dagens organisationssamhälle är starkt förändrat med en större globalisering och ett fragmenterat samhällsliv. Tillsammans med organisationers jakt på effektivisering och vinstmaximering skapas nya strukturer och former av organisering. Med dessa förändringar i organiseringen och organisationssamhället skapas även en ny verklighet för individer i VD-roller att verka i. Mer aktuellt än någonsin verkar också de många avhoppen och avskedanden av individer i denna roll vara. I min studie undersökte jag därför huruvida ansvar och krav på en VD är anpassade till dagens organisationssamhälle för att möjliggöra uppfyllandet av rollen. Denna frågeställning besvarar jag genom att studera vilka krav som ställs av omgivningen på individen i en VD-roll, hur individen i VD-rollen ser på sin roll och vad VD-rollen innebär i praktiken. Vad jag såg var att man i dagens organisering kan se en anpassning till den komplexitet som dagens organisationssamhälle innebär. Den ökade kunskaps-nivån i samhället och organisationerna som man kan se idag skapar en möjlighet till en ökad decentralisering som också medger en anpassning av ledarrollen. Jag såg dock en diskrepans i de krav som ställs av företagsstyrelsen på individerna i rollen mot hur de själva upplever innehållet i sin roll och där-igenom även sin person eftersom deras självidentitet påverkas till stor del av deras egenupplevelse av sin ledarroll. En diskrepans såg jag även mellan rollens praktik relaterat till både hur individen ser på sin roll samt hur omgivningen ställer krav på individen. Dessa delar anser jag bör ligga på företagsstyrelserna att arbeta med för att utforma sina krav anpassat till rollens praktik och individens egenupplevelse av rollen. Detta skulle kunna underlätta individernas möjlighet att uppfylla kraven på VD-rollen och lyckas i sitt arbete eftersom de idag har en mycket krävande arbetssituation med långa arbetsdagar och stora ansvar. / In the beginning of organisations there was a different kind of reality to what we see today. Today´s organisational society is profoundly altered with a greater globalisation and a more fragmented society. Together with the strive for increased efficiency and profit maximisation by the organisations, this leads to new structures and organisational models. These changes in the organising and organisational society also create a new reality for the individuals in a CEO´s role to operate in.  More topical than ever seem also the many defections and dismissals of individuals in this role to be. In my research I therefore studied whether responsibilities and requirements for a CEO are adapted to today´s organizational society to enable the fulfilment of the role. I reach the conclusion for this question by studying the requirements for the CEO role, the individual’s self-experience of the role and the practice of the CEO role. What I found was that an adaption to the complexity of today´s organizational society can be seen in today´s organisational models. The increased level of knowledge in society and organisations create an opportunity for greater decentralisation which also allows for an adjustment of the leadership role. I did, however, find a discrepancy in the demands made by the board of directors for the individuals in the role relative to their own self-experience of the role, and thereby also their persona as their self-identity is largely influenced by their self-experience of their leadership role. I also found a discrepancy between the practice of the role and the individuals self-experience of the role as well as the requirements made on the individual in the role. I consider these discrepancies to be the responsibility of the board of directors to ensure they are taken into account for when the requirements for the individuals in the role are defined. This could facilitate better possibilities for the individuals in the role to succeed as today´s reality includes a demanding working environment with long hours and great responsibility.

La violence des patients est un problème presque quotidien auprès du personnel infirmier œuvrant en milieu hospitalier psychiatrique. Cette violence vécue dans le milieu de travail entraîne non seulement de nombreuses répercussions sur la victime, mais également sur l’organisation et ultimement les patients. Plusieurs facteurs entrent en ligne de compte lorsqu’on enquête sur les circonstances entourant une agression. Pourtant, la mise en place d’interventions qui permettraient de prévenir cette violence demeure inégale dans les milieux de soins faute de directives claires. Au vu des conséquences, les gestionnaires de soins de santé doivent reconnaitre cette problématique et contribuer à implanter des interventions pour la prévenir. Se basant sur les cinq étapes de Dobbins (2017), une revue rapide a été menée dans le but d’identifier des interventions afin de soutenir les gestionnaires dans la prévention de la violence provenant des patients en milieu hospitalier psychiatrique auprès du personnel. Au total, 147 écrits, dont 37 revues de synthèse et 110 articles empiriques ont été retenus pour l’analyse. Le modèle des causes organisationnelles d’accident de Vincent et al. (1998) permet de structurer les résultats en classant les interventions en fonction des sept types de facteur pouvant être impliqués dans un événement accidentel en contexte médical soit : 1) le contexte institutionnel; 2) les facteurs organisationnels et de gestion; 3) les facteurs liés à l’environnement de travail; 4) les facteurs d’équipe; 5) les facteurs individuels; 6) les facteurs liés aux tâches à effectuer; 7) les facteurs liés aux patients. Parmi les interventions les plus recensées dans les écrits, on retrouve des formations auprès du personnel, des salles sensorielles pour les patients, l’utilisation d’outils d’évaluation du risque de violence et la pharmacothérapie. Ainsi, en collaboration avec les équipes de soins et la haute direction, les gestionnaires sont des acteurs clés dans la mise en place d’interventions permettant une prévention proactive et systémique de la violence des patients auprès du personnel au sein des institutions psychiatriques. Toutefois, la sélection des interventions doit se faire en tenant compte de la clientèle desservie et des besoins du personnel. Les gestionnaires doivent donc être sensibles aux facteurs contraignants et facilitants présents dans leur contexte local. / Patient violence is an almost daily issue for nurses working in psychiatric hospitals. This violence experienced in the workplace has many repercussions on the victim, the organization, and ultimately on the patients. Several factors come into play when analyzing the circumstances surrounding an attack. However, implementing interventions that prevent this violence remains uneven in healthcare settings due to a lack of clear directives. Given the consequences, health care managers must recognize this problem and contribute to implementing interventions to prevent it. Based on the five steps of Dobbins (2017), a rapid review was conducted to identify interventions to support managers in preventing violence from patients toward staff in psychiatric hospital settings. A total of 147 papers, including 37 reviews and 110 empirical articles, were selected for analysis. The organisational accident model by Vincent et al. (1998) enables to structure the results by classifying the interventions according to the seven factors that may be involved in an accidental event in a medical context: 1) institutional context; 2) organisational and management factors; 3) work environment; 4) team factors; 5) individual factors; 6) task factors; 7) patient characteristics. Among the most documented interventions are staff training, patient sensory rooms, use of violence risk assessment tools, and pharmacotherapy. Thus, in collaboration with the care teams and senior management, managers are critical in implementing interventions that allow proactive and systemic prevention of patient violence endured by staff in psychiatric institutions. However, the selection of interventions must consider the targeted clientele and the needs of the personnel. The manager must be sensitive to the constraining and facilitating factors in their local context.