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The purpose of this research was to investigate the effects that continuous change in the form of software upgrades have on end-users. These effects could increase upgrade implementation costs in organisations.

This study explored the management style at Durban Mill and the corresponding climate it created. The first objective was to establish the current style of management using the Managerial Grid Theory developed by Robert Blake and Jane Mouton in 1964. Blake and Mouton's Managerial grid (1975) identified five different styles of management, each differentiated by the degree of concern for people and degree of concern for production. According to Blake and Mouton (1975) the Team Leader (9,9) style of management is effective most of the time, however, one must not dismiss the other styles as depicted on the Managerial Grid (see Figure 2.1), as depending on the situation they may be the most appropriate style to use. The second objective was to identi fy the impact of this style of management on the psychological climate in the company i.e. the atmosphere in the workplace. The model used in this study to measure psychological climate was based on a study conducted by MCG Davidson (2000). Davidson's model, in itself was an adaptation of studies conducted by .lames and .Iones (1979) and Ryder and Southey (1989). The dimensions of climate identified for this study was, Leadership Facilitation and Support; Professional Organisational Esprit; Conflict and Amhiguity: Regulations and Organisation Pressure: Joh Challenge. Importance and Variety and Workgroup Co-operatioll. Frielldlilless alld Warmth. This research hypothesised that the dominant style of management in the mill is Impoverished Leader (i.e. Iow concern for people and low concern for production). Further, this style of management influences each dimension of climate as identified above. The results indicated, the two dominant management styles in the company was Team leader and Impoverished leader. According to Blake and Mouton's (1975) theory, whilst the fom1er result is positive, the latter is a less than desired style for any company to operate in. The findings in the climate section of this study revealed that there is seldom to occasionally a positive climate in the workplace regarding, leadership support and facilitation, company image, issues relating to conflict and ambiguity, regulations and job pressure and job challenge. The correlation analysis showed that management style and organisational climate are strongly related (r=0.786), variables. Management style is related to the following dimensions of climate vi z. leadership facilitation and support of employees, professional organisational esprit, con flict and ambiguity and regulations and job pressure. Poor support was found for the relationship between management style and job variety and importance and no relationship found between management style and workgroup friendliness and support. In order to improve relations between management and employees and thus contribute towards business success, a holistic approach was taken in the recommended strategy. A reengineering of the business towards a leaming organisation based Tobin's (\ 993) theory was suggested. Tobin 's theory on "Ieaming organisations," is characterised by five foundations VI Z . visible leadership, ' thinking' literacy, overcoming functional myopia, ' Ieaming' teams and managers as enablers. The recommendations cover a detailed account of the five foundations of the leaming organisation approach and the course of action to be taken at the mill to place it on the road to business success.

In the thesis, the author wanted to research the topic of implementation of cloud-based solutions in the area of Supply Chain Management. The first part is devoted to theoretical background of Cloud Computing -- different types of solutions are suitable for various kinds of business activity, and Supply Chain Management. In the second part, the author focused on an analysis of a company - FN Granum and searched for a Cloud Computing solution, which would be the best for it, taking into account current situation and future plans of the entity. Such extensive research resulted in a set of conclusions and recommendations, which may be helpful for any manager considering an implementation of cloud-based solutions into their supply chains.

No / Guest Editorial.

This research aim to develop a framework to evaluate critically the effectiveness of health and safety strategies in supply chains in the UK was achieved through a range of objectives which included a review of literature on health and safety management in supply chains and small and medium-sized enterprises, an explanation of the effect of poor health and safety performance on organisations and analysis of factors that inspire health and safety management in organisations. Other objectives are the analysis of health and safety improvement strategies, an establishment of a basis for the development of a framework, the establishment of the perception and attitude to supply chain health and safety management, and the development of a conceptual framework based on ideal and best practices as well as theory that may be used to evaluate critically health and safety strategies in supply chains in the UK. The study adopted a triangulated research approach which used a questionnaire survey to ascertain the views of respondents on some health and safety issues. These views were combined with observations of a case study organisation to underpin the basis for the framework. It was established that the reliance on regulatory measures as means of improving health and safety standards in organisations is no longer advisable. An alternative and best strategy is the use of the influences inherent in supply chain relationships. There were noticeable improvements in the relationship of the case study organisation with its suppliers, and in the general awareness of supply chain health and safety management, when the framework that was developed was tried in their supply chain.

This thesis investigates development of generic capabilities in an RMIT undergraduate logistics degree program. Generic capabilities are those general graduate attributes that are not specifically discipline-focused, examples being communication and teamwork skills. A major research objective of this thesis is the extent to which graduates perceived that generic capabilities were developed in their RMIT logistics undergraduate program, specifically in a cross-cultural context spanning a range of organisations differing in size and ownership structure. The thesis involves two studies. In Study 1 managers from eight organisations, ranging in size from multi-national to small public and private (family-owned) companies were interviewed to develop a series of qualitative organisational case studies using grounded theory methodology. Study 2 is a quantitative survey of 31 Australian and 25 Asian (Singapore and Hong Kong) logistic graduates from 1996 to 2002. In Study 1, generic capabilities rankings in different organisations varied, depending on whether managers being interviewed were operational or human resource management specialists, but there was general agreement that communication, problem-solving, initiative and enterprise, and teamwork skills were highest priority. Study 2 results indicate that the views of both Asian and Australian graduates are in line with the management rankings, and are consistent with those reported by Australian and OECD government and industry research organisations. Both graduate groups agree that generic capabilities are covered in the RMIT logistic program, but ratings are generally in an 'adequate' to 'good' range, with no outstanding features. Although cultural diversity in the student body is seen as a major benefit, there are little data indicating a high level of Australian and Asian student networking, and a number of respondents are critical of a lack of international focus in the present program. A major issue is a n eed for more emphasis on presentation and problem-solving skills so graduates are able to carry through a project from initiation to completion.

The primary objective of this treatise is to develop a framework that small businesses can use to implement IT governance. This framework for IT 6 Governance in Small Businesses, called ITGovSB, will be based primarily on the CobiT framework and the ISO/IEC 27002 information security controls. In order to achieve the primary objective, it is necessary to understand the differences between IT governance in small businesses and larger organisations. Consequently, one of the secondary objectives of the paper is to derive characteristics that define IT governance in small businesses. Another secondary objective is to implement the ITGovSB framework at a small business to evaluate its effectiveness.

Title: Discovering the Dark Side: A Multiple Case Study of IOMC Instability in Triadic Relationships Authors: Adam Hargrave, Iqra Ashfaq Mian, and Jan Peter van der Zwet Background: Within IORs, knowledge, activities, and resources are increasing shared amongst organisation members to obtain some sort of strategic advantage. Typically, forming a triadic relationship. Therefore, IOMC practices are regularly used to shape, support and control activities across the triadic relationship, but conversely, literature has not explored the instability certain shared IOMC systems can bring to partners through its complexity, triadic complexity, and instability drivers. Therefore, the investigation of IOMC’s instability influence on triadic relationships is investigated to contribute to the academic literature and organisations studied.  Purpose: The purpose for the research conducted is to investigate the shared IOMC in triadic, inter-organisational relationships that influence instability in buyer-supplier triadic relationships. Methodology: A multiple case study has been conducted through semistructured interviews. A critical realism perspective, descriptive-exploratory, and abductive research methodology was enacted. Analysis and Discussion: The multiple cases show that complexities in the from of triadic complexity and IOMC design complexity may lead to the drivers that introduce IOMC instability in the triadic relationships. The literature discussed is linked to the empirical findings and a research model is proposed. Conclusion: The conclusion discusses the theoretical and managerial implications of the presented research and possible future research opportunities of IOMC instability in triadic relationships.

Digital transformation represents an unprecedented strategic challenge for established manufacturing companies, but the theoretical understanding of its implications is still lacking. It is accordingly difficult for management to develop an adequate digital transformation strategy and decide on appropriate organisational implementation measures. The aim of this work is therefore to address the organisational management challenges related to digital transformation of manufacturing companies through strategic digital transformation programmes. It is based on the input of 39 managers with diverse backgrounds, digital and non-digital, within the manufacturing industry. This study enhances the open systems organisational theory approach and the concepts of temporary organisations. It identifies 21 different organisational management factors that are relevant for the digital transformation of a manufacturing company. Interpretive Structural Modelling (ISM) has been applied to derive an empirical model that organises those factors according to their level of influence. The factors related to organisational leadership, internal organisational structures and operational capabilities have the strongest influence on the digital transformation challenges. This includes the understanding that in the context of digital transformation, a strategic programme cannot be conceived separately to the embedding company organisation. The practical implications of the empirical model on management are derived by this study as well. It suggests that the non-linear nature of digital transformation requires management to continuously embrace and not restrict organisational and operational complexity. Instead, focus should be placed on establishing frameworks that provide operational guidance, supported by substantial management efforts to foster commitment across all organisational levels towards digital transformation goals.