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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

The impact of compensation practices on intrapreneurial behaviour

Madu, Ugochukwu Obed 02 November 2012 (has links)
As business environments become more complex, with varying degrees of uncertainty, organizations must become more entrepreneurial in order to identify emerging and new opportunities for sustained superior performance. Several factors can promote/enhance corporate entrepreneurship within organizations. This research study examined the role of compensation practices in the process of elevating employees‘ intrapreneurial behaviour. Drawing on the agency theory, hypotheses relating actual and desired compensation practices to elevated employees‘ intrapreneurial behaviour were empirically examined among different employees from various organizations. The moderating role of department‘s risk control on the relationship between desired compensation practices and elevated intrapreneurial behaviour was also examined. Empirical data were collected from 209 respondents in different organizations via a survey questionnaire. The measures included actual compensation practices, desired compensation practices, actual intrapreneurial behaviour, elevated intrapreneurial behaviour, and department‘s risk control. The main analytical techniques used in this study were t-test for dependent/related groups, canonical correlation and moderation regression analyses. The findings of this study indicated that non-monetary compensation practices were the best predictors of elevated intrapreneurial behaviour and that department‘s risk control did not moderate this relationship. However, it is unknown how the selection of industries will affect this study‘s findings. In addition, desired compensation practices explained only 25% of the variance in elevated intrapreneurial behaviour, suggesting that compensation systems are not enough to elevate employees‘ intrapreneurial behaviour. Compensation systems should be an integral part of an overall entrepreneurial strategy of an organization.
2

Integrated cultures, perceived managerial competencies and organisational performance : a Malaysian context

Yeo, Amy Chu-May January 2006 (has links)
Understanding `culture' has become an essential mantra of organisational activities. Managers today are facing this challenge of how to bring about changes in the way they manage, leading to sustainability and growth of organisations. The magnitude of effectiveness relies greatly on managers' skills and competencies. Hence, this study takes on a new dimension of integrating a more complex contingency linkage of cultures and competencies of managers with corporate performance, in a Malaysian context. Little is known about the synthesis of using these two components from evidence of previous research. This gap is filled in this research by embarking on two phases of empirical study. A mixed methodology was employed to triangulate the two approaches (qualitative and quantitative). This method allows researcher to be more confident of their results, provides new ways of capturing a problem to balance with conventional data-collection methods as well as counter-balances strengths and weaknesses of one approach with another. The first phase using a case study method aimed to get a feel for the key issues before embarking on a survey, which is the second phase of the study. It involved two cases based on public listed companies in Malaysia using in-depth interview with managers. The interview results revealed characteristics of strong cultures, variations in Hofstede's four dimensional cultures and perceived managerial competencies required for managers. The second phase based on positivist approach using survey instrument to collect data from a sample of 276 managers. The survey was carried out to elicit data on the perception of managers gathered from ten public listed companies (five locally controlled and five multinationals) in relation to cultures and the competency level of managers. Results of the second phase indicate that cultures, using Hofstede's (1980,1990) classifications at both national and organisational perspectives, correlate significantly with managerial competencies and organisational performance. However, findings also revealed that companies having strong cultures as indicated by high consistency drawn from the perception of managers appear to have a profound impact on managerial competencies and were predictive of organisational performance. It is also interesting to note that the factorised components of key-value and hardwork; emotional involvement and build (ie. ability to build frameworks/models/forms on the basis of information) orientations; participative decision and interpersonal respect as well as work goals have significant influence over performance. Evidence from the case studies implied that these elements reflect culture strength of organisation and therefore, contribute to positive organisational performance. The congruent effect on organisational performance was more apparent between organisational culture and managerial competencies than cross-cultural construct. By establishing an empirical linkage between cultures, managerial competencies and performance, the research provides fresh support for human capital requirements in the Malaysian's public and private enterprises.
3

The perceptions of South African Broadcasting Corporation employees about the organisation's turn around strategy.

Matlala, Clement 06 September 2012 (has links)
Organisational change, particularly turnaround strategies have always been perceived differently, and received with mixed feelings by employees. The primary aim of this research was to explore the perceptions of SABC employees about the organisation’s turnaround strategy. The study employed a qualitative research design and conducted semi-structured interviews with ten employees and four key informants from the SABC’s radio-park in Auckland Park. A thematic content analysis was used to analyse the data that was received from the participants. Employees’ perceptions that emerged from a thematic content analysis of the study were, a need to balance organisation’s needs with the needs of all employees, employees’ concerns about their job security, relationships and communication gaps between management and general employees and employees’ different and vague understanding of the turnaround strategy. The main findings of this study were, SABC employees understood and perceived the turnaround strategy to be a cost cutting mechanism by the organisation to reduce its operational costs, the participants also indicated that they did not participate in any decision making regarding the turnaround strategy. The main conclusion drawn from the study is that the SABC should have allowed its employees to fully participate in the entire process of the turnaround strategy and use the strategy as a learning opportunity for its employees.
4

The influence of effectuation and technology orientation on firm performance in the renewable energy sector of South Africa

Heydenrych, James Andrew 28 August 2013 (has links)
Thesis (M.M. (Entrepreneurship and New Venture Creation))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2013. / This research study analyses a conceptual model investigating the effect of firms’ choice of effectuation or causation processes in strategy formation and firm performance, the effect of firms’ technology orientation in firm performance, and the relationship between effectuation and technology orientation. The study employed a quantitative approach, surveying data from 73 firms in the renewable energy sector of South Africa, using measurement instruments extracted from prior research. By means of multiple regression analysis, the study found that of the effectuation processes, the use of pre-commitments is significantly and positively associated with firm performance. Furthermore, it was found that a pioneering technology orientation is significantly and positively associated with firm performance. The study also found evidence to support the hypothesis that effectuation is closely linked with pioneering. The study contributes to the field of effectuation research by continuing to move the field towards an intermediate phase, by providing valuable insight into the practicalities of the quantitative analysis of effectuation and the problems that arise therein, in particular, issues surrounding measurement aspects. Moreover, by examining performance differentials, this study seeks to increase the relevance of effectuation theory and expand it from a theory of mere description of entrepreneurial behaviour to a theory that identifies performance-enhancing measures. For practitioners and policy makers, this research provides valuable insight into the drivers of entrepreneurial success and the fostering of entrepreneurial activity both in start-ups and existing corporations to spur innovation, productivity, and growth in the economy.
5

Corporate entrepreneurship and organisational performance in the information and communications technology industry

Nkosi, Thokozani 27 September 2012 (has links)
Corporate Entrepreneurship (CE) has long been recognised as a potentially viable means for promoting and sustaining corporate competitiveness (Covin & Miles 1999). Turbulence and rapidly changing knowledge - especially in the Information and Communications Technology sector (ICT) - has forced companies to become more entrepreneurial in order to capitalise on new business opportunities and to create value. The research study was quantitative and data was collected through an online survey, which used closed-ended questionnaires. The questionnaires entail assessing the degree of CE in an organisation in relation to its performance. The analysis had 114 samples of companies in the ICT sector. The study indicated that there is a strong positive association between level of CE and company performance. Companies that sustain their businesses and are able to prosper are likely to have a high level of CE. The most important contribution of this study is the testing of CE theories in the South African context. The ICT managers can contribute to entrenching CE by being the champions in creating the environment that stimulates entrepreneurial behaviour.
6

Strategic human resource management and oganisational performance : a study of the university administrators in Cyprus

Hoppas, Costas A. January 2013 (has links)
Nowadays, organisations are seeking to understand how one of the last truly competitive resources, their human resources, can be managed for competitive advantage (Allen and Wright, 2006). As Wright and McMahan (2011) state, today an organisation’s human resources have become more important than ever to their success. Consequently, a better understanding is needed of the role of HRM in creating better organisational performance. Although, human resource management practices have continued to be the focus of strategic HRM research (Combs et al., 2006), human capital has received little attention (Takeuchi et al., 2007), and human resource behaviours have received even less (Sun et al., 2007). This study theoretically develops and empirically tests a conceptual model that describes how the system of HRM practices is likely to have an impact on organisational performance. Drawing on the Resource Based View, the Behavioural Perspective and the Social Exchange Theory, the study provides a conceptual framework consisting of five constructs through which the underlying mechanisms linking the system of HRM practices and organisational performance are examined. It is proposed that HRM systems improve organisational performance by strengthening human capital and employee attitudes and behaviours (employee commitment). Primary data was collected from public and private universities in the Republic of Cyprus. The empirical analysis investigates the interrelationships between multiple independent and dependent variables that exist in the relationship between the perceived system of HRM practices and organisational performance. The study also intends to test the Resource Based View (RBV) and Social Exchange Theory at the higher education sector, by examining the level of human capital and employee commitment as mediating mechanisms through which a system of HRM practices affects university performance. To analyse the data and test the proposed hypotheses, Multivariate Analysis of Variance (MANOVA) and Structural Equation Modelling (SEM) were employed. Goodness-of-fit measures were utilised to assess the structural fit of the overall model. As the aim of the study was to test and investigate the structural model that explains the relationship between the five constructs, standardised path coefficients and the significance of the hypothesised relationships were utilised to test the postulated hypotheses in a causal diagrammatic form. The results of the analyses revealed that the perceived system of HRM practices has significant positive effects on both, the level of human capital and employee commitment. In addition, the analysis indicated that the level of human capital has significant positive effects on employee performance, while at the same time employee commitment has also significant positive effect on employee performance. Moreover, the impact of employee performance on organisational performance was found to be positive and statistically significant. The analysis also revealed that the perceived system of HRM practices has a significant positive and direct impact on organisational performance. Finally, the relationship between employee commitment and organisational performance is significant and direct. Interestingly, the model indicates no significant direct impact between the level of human capital and organisational performance. The current research can be considered as pioneering in the area of strategic HRM in higher education, since it demonstrates that the simultaneous use of the Resource Based View and the Social Exchange Theory can provide empirical evidence for examining the mediating role of organisational resources (the level of human capital) and employee attitude and behaviour (employee commitment) as well as employee performance at university-level education. In addition, the results of this thesis contribute to the existing body of research and knowledge and provide recommendations regarding the role of the perceived system of HRM practices as an organisational mechanism that may help universities to configure valuable bundles of committed administrative employees who are equipped with high level of knowledge, skills and abilities (KSA’s).
7

An empirical investigation into the role of knowledge management in effective corporate decision-making

Al-Dujaili, Mohammed Assi Ahmed January 2012 (has links)
One of the most significant keys to value creation comes from placing emphasis on producing knowledge. The production of knowledge must a major part of the production strategy. This study aims to harness the concept of knowledge management (KM) as an essential element in the creation of sustainable competitive advantage for organisations. Accordingly, this research seeks to highlight the concept of knowledge management systems (KMS) as an essential element, in which the decision support system (DSS) and organisational performance (OP) are elements that control the survival of organisations in the marketplace. The industry requires creative thinking to generate innovation, learning and excellence in knowledge cognition and knowledge inertia, as well as knowledge acquisition (KA), and spending in three types of DSS: the group decision support system (GDSS), executive support system (ESS) and the expert system (ES). It also requires investment in experience inertia and in work teams for the purpose of access to cross-pollination of the information between the employees and to find new ideas about the industry. This study aims to investigate the issues and factors which affect the utilisation of KM as a tool for effective decision-making (DM).Therefore, decision models and DSSs which enhance effective utilisation of this approach will be investigated. Accordingly, a conceptual model based on the literature review and consultations with knowledge workers was developed. Studies of collaborating organisations which are active in manufacturing in Iraq and the UK were performed to validate the conceptual model and facilitate exploratory investigation regarding the relationships. Data was collected using personal interviews with managers and knowledge workers at the enterprises, in addition to use of the questionnaire which was distributed to samples within these firms. A case study method was used in the data collection stage. These case studies could also be implemented for the mechanical, systems engineering, and manufacturing industries. This is because the findings have been tested where the primary objectives of this study investigate KM gaps in the manufacturing industries generally. This study has also addressed the examined objectives by providing an explanation of several issues, identifying the key sources of KM and the corresponding factors. According to the study, KM is found to occur most strongly over the stages of manufacturing and on which high level KM mainly occurs. Furthermore, this study ties together the concepts of KM, DSS and performance as a way of creating sustinable competitive advantage for the firms. Similarly, the study examines the current use of KM tools and assesses the most prominent methods. This study explores the role of KM in industrial firms and the limitation of obstacles to avoid the gaps. Thus, this study proposes a businesslike framework and creative method, explaining comprehensively how KM must adjust in order to align employees' ideas with the firm's larger goals effectively and strategically, which will reduce the lack of harmonisation between the polarisation and implementation of KMS to those firms. The study identifies high correlation between KM and OP, in addition to identifying high correlation between computer-based DSS and OP.
8

Exploring the relationship between organisational culture, brand, and word-of-mouth referral

Farmer-Brent, Garret 06 March 2020 (has links)
The culture within an organisation affects organisational performance in a myriad of ways, but the existing research was found by this paper to only examine organisational culture’s effect on profitability. This narrow view creates a gap between culture as a starting point for performance, and profitability as an ultimate endpoint. What about everything in between that culture has an effect on? Rather than examining organisational culture in terms of how it influences profitability, this study looks at how organisational culture influences an aspect organisational performance, specifically: its effect on brand image or on word-of-mouth referral. To do so, this paper unpacks a causal chain of influences in four chapters. The research here shows how that employees situated within the culture influences customers to promise to refer the organisation to their social connections. The literature shows that organisational culture is a context that influences most facets of business, and this context is used as a filter by employees to understand how they should behave and what they should value. This paper proposes that employees receive internal brand communications within the context of the culture. Then, they conduct their service actions according to what is expected of them within this context. Customers who interact with these employees are then coming into contact with the organisational by the proxy of customer-facing employees. These interactions between customers and employees are what causes the customer to enjoy the service experience or not. The theory shows that when a service experience is enjoyed, there is likelihood of positive word-of-mouth referral. This paper correlates that and proposes that when there is a strong degree of alignment in organisational culture, employees receive internal brand communications and conduct their service actions in strong alignment of what is expected of them. This leads to customers perceiving the organisation in a way that is favourable and causes a significant number of customers to promise to recommend the organisation.
9

Running Head: experiences of implementing the balanced score card - middle managers experiences of implementing the balanced scorecard at a public organisation in Botswana

Mokgatle, Dolly G 24 January 2020 (has links)
This study aimed to explore the experiences of middle managers in the implementation of the Balanced Scorecard (BSC) at a public organisation in Botswana. The BSC is regarded as the most widely used tool in measuring organisational performance globally. The public organisation in Botswana has followed global best practice and implemented the BSC to measure organisational performance; however, the organisation is repeatedly unable to meet its set objectives. To gain an improved understanding of managers’ experiences of using the BSC, face-to-face, semi-structured interviews were conducted with eight middle managers at the public organization. Interview data were thematically analysed yielding five key themes: inconsistencies in training, the culture of the organisation, lack of communication, use of information technology and the disparity between individual and organisational performance. Based on the study findings, recommendations are offered to conduct needs analyses prior to introducing new systems, to assess the viability of such a system, and automating the balanced scorecard to reduce fatigue.
10

Social Media and Knowledge Sharing. The Impact on Social Value Creation and Organisational Performance of UK Social Enterprises

Akhtar, Gulrez January 2019 (has links)
Governments and society are looking, increasingly, to specialist organisations such as social enterprises to address complex social problems, leading to a rise in their numbers. These organisations regularly access difficult to reach, disadvantaged and disenfranchised communities and tend to be smaller in size and turnover than for-profit commercial organisations and typically more resource limited. The growth in corporate social responsibility and individual citizenship has helped to redress this limitation with essential altruistic resource donations from these external agencies to supplement traditional sources of support. Social media is the obvious medium for social enterprises to acquire knowledge and resources to support their social agendas. Following a sequential mixed methods design, a model is developed to appraise the impact of the various contributions from social media networks on social value creation. This model is predicated on the extant literature, mostly on for-profit organisations, contextualised and a questionnaire developed to represent social entrepreneurship from interviews with social enterprises in the UK. Data is collected from two hundred and thirty-one UK based social enterprises whose mission is to provide social value for their target populations. The model is validated for factors that lead from knowledge sharing due to social media networking to concomitant increases in social provision by fitting to these data. Findings demonstrate that social media use leads to increases in social value creation through knowledge sharing. The novel construct of enhanced organisational performance is shown as seminal in enabling shared knowledge gained from social media to be converted into increased social value.

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