Facing global challenges in the knowledge economy, the competitiveness of business organisations has transformed dramatically in recent years. With the increase in the significance of knowledge sharing to organisational growth, a lot of resources have been invested to the management of knowledge via technological applications. In the same line of argument, a wide range of literature has argued for the contribution of employees in the sharing of knowledge. However, there are few literature that discussed the impact of organisational factors on the integration of business processes and knowledge sharing. Given the amount of research on the importance of knowledge management to improve business processes and organisational knowledge, it becomes imperative to develop a clear understanding of the impact of organisational factors on knowledge sharing performance. Therefore, the primary aim of this research is develop and validate a functional knowledge sharing model which can facilitate and enhance organisational performance considering the impact of organisational factors for business-knowledge implementation. A conceptual framework is built based on thorough literature review of knowledge management, organisational factors, performance and in-depth discussion with knowledge experts. The proposed conceptual framework is empirically tested adopting a quantitative method with survey data using over 300 responses from manufacturing and service industries in seven countries across three continents for a comprehensive and balanced view. The data from the survey are analysed by using integrated techniques of both Fuzzy Set Qualitative Comparative Analysis (fsQCA) and Data Envelopment Analysis (DEA). The fsQCA phase of this study discussed the comparative impact of organisational factors in the seven countries where survey data were collected and formulated the input and output variables for the measurement of knowledge sharing performance using DEA. With regard to the findings of the empirical research, three main constructs (knowledge sharing, organisational factors and performance) were successfully validated as dimensional constructs. The structural paths support conceptual framework that knowledge sharing has a positive influence on organisational competitive advantage, and organisational factors such as culture has a strong contribution to knowledge sharing performance. However, the direct impact of knowledge sharing on organisational performance is insignificant when key performance indicators are not identified. Various manufacturing and service organisations will potentially benefit from applying the results of this study to their knowledge sharing practices when seeking greater integration of multi business processes with accrued knowledge. The theoretical contribution of this study includes an integrated framework and model for knowledge transformation processes, knowledge sharing processes and knowledge sharing decision making for organisational performance.

This thesis investigated the relationship between Total Quality Management (TQM) practice and hospital performance from 1997 t0 2001 in a Taiwan public hospital. In Taiwan, previous research focused on TQM practice and hospital performance in the manufacturing sector. Earlier research relevant to hospitals emphasised outcomes, such as hospital efficiency. The current study differs from the previous hospital research by examining comprehensive organisational performance, including financial and non-financial performance. The objective was to gain insights into ways in which the managers of hospitals might use the findings to enhance the hospital performance levels. The Malcolm Baldrige National Quality Award (MBNQA) 2001 health care criteria for performance excellence were used as a research instrument to measure TQM practice and hospital performance. Data were collected using triangulation method, that is a self-assessment questionnaire, focus group interviews and documentation that is Government Annual Reports. Multivariate Analysis of Variance (MANOVA) and Multiple Regression Analysis were utilised to analyse data from questionnaires. Findings from focus group interviews were coded and categorised. Findings from documentation were used to verify and validate the progress of hospital performance. The quantitative findings indicated that the demographic characteristics of employees had no significant impact on TQM practice, nor on hospital performance. Elements of TQM, however, were important determinants of overall hospital performance, the more committed the TQM practice, the better the hospital performance. The qualitative findings indicated that, for Hospital A, effective TQM would be accomplished through incremental organisational change. This research makes a contribution to both academic knowledge and hospital practice. It bridges the research gap in the relationship between TQM practice and hospital performance and also offers a solid foundation for future academic research. The study also provides short and long-term recommendations about quality improvement to both the manager and hospital A.

Tendencies such as the increasing spread of market globalisation, new technological developments, the reduction of product life cycles and aggressive competition, are generating high levels of environmental changes and uncertainty for organisations of all types (Volberda, 1996; Sanchez, 1997). These circumstances require rapid responses through adaptations of organisational attitudes and capabilities, which lead to innovative management approaches and organisational methods (Bueno, 1996: 262). Traditional sources of competitive advantages are changing and it is imperative to deploy new strategies to successfully compete under changing external conditions. For example, flexibility is emerging as a competitive weapon that allows organisations to counteract current market evolution and competitive levels (Ahmed et al., 1996; Volberda, 1996). Flexibility is a broad concept that can refer to operational issues such as manufacturing flexibility, or to strategic decisions such as alterations in the organisation's product-market combinations. All these factors are associated with the organisation's efforts to adjust available means to external challenges. Regardless of the specific response adopted by organisations, it is broadly believed that environmental dynamism forces managers to pay increasing attention to the management of the organisation's social issues (Wright and Snell, 1998). From a managerial point of view, human resource management activities used by organisations in the new competitive landscape are changing. This can be seen, for example, in job descriptions. Nowadays individual contributions to organisational goals are being substituted by team accomplishments. Furthermore, technological advances (e.g. the introduction of Internet in companies) are making it difficult to assess and manage employee performance in the workplace. As a result High Commitment Management (HCM) is emerging as the optimal system to manage the employment relationships in modern organisations. HCM is a particular approach to human resources management characterised by certain features such as the emphasis on the development of employee skills, job enrichment and the provision of equitable incentives. A number of authors in recent decades have demonstrated the impact of HCM on organisational outcomes. From an employee-based perspective, organisations require a new type and level of contribution from their workforce. In order to successfully compete under dynamic conditions, people's performance of a fixed set of prescribed tasks is no longer considered adequate. Instead, competitive advantage comes from employees who are engaged in broad open-ended and interdependent roles (Campbell, 2000; Parker, 2000). In sum, from an individual perspective, human resource flexibility is a key success factor in current competitive environments. However, to date no accepted definition of human resource flexibility has been put forward; attempts should be made to provide this concept with a more solid theoretical background (Looise et al., 1998). In this study, I propose a conceptualisation of HR flexibility based on the premises of the Resource-Based View of the firm (RBV) (Wernerfelt, 1984; Barney, 1991; Amit and Shoemaker, 1993). Similarly to the role that value, rareness, inimitability and non-substitutability play in the consideration of resources as strategic assets (Barney, 1991), flexible resources are characterised by certain features, such as their applicability to a variety of uses or the ease with which they can be modified (Sanchez, 1995). One of the aims of this research is to apply these concepts to the conceptualisation of human resource flexibility.All things considered, social factors are essential to the successful deployment of organisational flexibility, as are the activities used to manage employees (Dyer and Shafer, 1999). Not only are individual responsibilities different in dynamic environments, but also the human resource activities used by organisations to manage their workforce will alter. The present study focuses on these two questions and analyses their interrelationships.The general purpose of this research is to examine the contribution of HCM to organisational performance by considering the role that human resource flexibility plays in this relationship. That is, I question whether a high commitment approach is important to determine the workforce's flexibility and to what extent a flexible workforce enhances organisational outcomes.

The general aim of the study was to determine the effect of employee engagement on performance in a form of quality in the petrochemical industry. This type of study has never been conducted within this particular environment and as such a valuable contribution could be made to more effective performance management within this context. Two questionnaires were administered, namely the Utrecht Work Engagement Scale (UWES) and Total Quality Management. A response rate of 83% was obtained from a sample of 200 employees. The data showed a statistically significant positive relationship between employee engagement and TQM dimensions. The data also showed that there were some significant differences for various demographic groups and their level of engagement. Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage. Limitations within the study were identified and recommendations for future research were made. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The primary objective of this research is to review the value of business events in the performance of an organisation. Business events are categorised as part of the business tourism sector of the tourism industry. This sector is a strong financial contributor to many nations’ economies. The sector, sometimes also known as the M.I.C.E industry or meetings industry, focuses on creating business events to fit the knowledge needs of organisations across a wide range of industries. The business events are of several genre including exhibitions, training seminars, conferences, congresses and trade shows and all have been created for the purpose of helping organisations improve individual competitive advantages by learning from peers, competitors, suppliers and customers. The financial outcome of holding business tourism events is typically measured by such indicators as the number of business event venues booked, the number of business tourism visitors to a country attending business events, the number of hotel bed-nights sold that relate to business events, the number of add-on packages in the way of transport, entertainment and leisure tours used by business event attendees. Countries including South Africa have specific national policies to attract globally rotating business events to their own country. While hotels, transport and other tourism activities glean substantial financial benefit from the hosting of business events, the outcome of these events in terms of the new knowledge created for organisations is the primary objective of this research. As knowledge is intangible the value of knowledge is hard to understand in terms of past performance such as financial statements but it is seen in the literature review that there are many beneficial implications of seeking knowledge not limited to risk management through informed decision making. New knowledge has the ability to change the future work-place behaviour of employees in turn affecting the performance of an organisation. Lewin (1951) summarised that the level of   behavioural change from the influence of new knowledge attained at an event is a function of the people at the event and the environment of the event. Understanding these variables speaks directly to managing the intangible value created from business events. Thus Lewin’s formula as applied to business events is considered a link in the value chain of intangible asset creation in this research. Knowledge is an intangible asset of every organisation often documented in formal normative managerial actions such as policies, processes and databases and also held informally by individual employees who have personal skills and abilities. Measuring the change in knowledge value through an intervention such as a business event has relevance in terms of valuing the contribution of business events to improving organisational performance. A secondary objective of this research was then to review the current use of the Kirkpatrick-Phillips return-on-investment model in relation to its effectiveness in defining knowledge objectives and measuring their effect on intangible asset creation. The model is the business events sector recommended methodology to set the objectives and key performance indicators that define the degree of success of the business event for an organisation. The utility of this model in helping to manage organisational knowledge value derived from business events is reviewed. The relevance of business events to future organisational performance improvement is understood by analysing firstly an organisation’s perspective of the value of business events and then the perspective of an employee of the organisation attending business events. The findings of the literature review guided the design of both the qualitative and quantitative surveys that were used to explore the way knowledge flows from events into organisations. These surveys fulfil the third and fourth objectives of the research. To understand the flow of new knowledge through an organisation many functions and hierarchies of command, a systems thinking methodology was applied in that it is assumed that all units of the organisation add value at their own level and this value accumulates upwards towards the overall value of knowledge for the organisation in creating competitive advantages. The literature review firstly highlighted the role of creating opportunity for socialisation at events as pivotal in improving an organisation’s knowledge. Then systems methodology tool of viable systems diagnosis suggested a theoretical viable systems model of what a healthy, successful organisational knowledge system would look like. The methodology was then applied to distil the secondary data reviewed to 12 variables each composed of many other variables that act within this theoretical model. The 12 variables were included in semi-open ended questions of a qualitative research instrument that interviewed 18 managers who either design or attend business events. The qualitative responses and the system of the 12 variables were then used to guide the creation of the quantitative instrument. The quantitative research produced 354 useable questionnaires that were statistically analysed by exploratory factor analysis. The latent factors identified were used in the design of a structured equation model (SEM). The SEM indicated that organisations rely on socialisation activities such as business events to create new knowledge. The SEM also indicates that employees of an organisation may well consider business event activities from a personalised perspective of their own continued professional development needs which may not always align to those of the organisation suggesting the alignment between organisational and personal goals as critical in maximising the value attained from a business event. This research therefore made a valuable contribution in that it explored the value chain between the business events and their role in improving an individual organisation’s performance. This in turn implies from a systems thinking point of view to the overall performance of a country’s economy. A further contribution of this study is recommendations made to improve the ease of application of the Kirkpatrick-Phillips model and thus manage the process of socialisation and ultimately knowledge creation better. A pre- and post event extension to the model is recommended defined in a template to be used in an iterative manner to improve the management and capturing of the value of knowledge arising from the event and this fulfils the final objective of the research. / Thesis (PhD (Tourism Management))--North-West University, Potchefstroom Campus, 2013

The general aim of the study was to determine the effect of employee engagement on performance in a form of quality in the petrochemical industry. This type of study has never been conducted within this particular environment and as such a valuable contribution could be made to more effective performance management within this context. Two questionnaires were administered, namely the Utrecht Work Engagement Scale (UWES) and Total Quality Management. A response rate of 83% was obtained from a sample of 200 employees. The data showed a statistically significant positive relationship between employee engagement and TQM dimensions. The data also showed that there were some significant differences for various demographic groups and their level of engagement. Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage. Limitations within the study were identified and recommendations for future research were made. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The primary objective of this research is to review the value of business events in the performance of an organisation. Business events are categorised as part of the business tourism sector of the tourism industry. This sector is a strong financial contributor to many nations’ economies. The sector, sometimes also known as the M.I.C.E industry or meetings industry, focuses on creating business events to fit the knowledge needs of organisations across a wide range of industries. The business events are of several genre including exhibitions, training seminars, conferences, congresses and trade shows and all have been created for the purpose of helping organisations improve individual competitive advantages by learning from peers, competitors, suppliers and customers. The financial outcome of holding business tourism events is typically measured by such indicators as the number of business event venues booked, the number of business tourism visitors to a country attending business events, the number of hotel bed-nights sold that relate to business events, the number of add-on packages in the way of transport, entertainment and leisure tours used by business event attendees. Countries including South Africa have specific national policies to attract globally rotating business events to their own country. While hotels, transport and other tourism activities glean substantial financial benefit from the hosting of business events, the outcome of these events in terms of the new knowledge created for organisations is the primary objective of this research. As knowledge is intangible the value of knowledge is hard to understand in terms of past performance such as financial statements but it is seen in the literature review that there are many beneficial implications of seeking knowledge not limited to risk management through informed decision making. New knowledge has the ability to change the future work-place behaviour of employees in turn affecting the performance of an organisation. Lewin (1951) summarised that the level of   behavioural change from the influence of new knowledge attained at an event is a function of the people at the event and the environment of the event. Understanding these variables speaks directly to managing the intangible value created from business events. Thus Lewin’s formula as applied to business events is considered a link in the value chain of intangible asset creation in this research. Knowledge is an intangible asset of every organisation often documented in formal normative managerial actions such as policies, processes and databases and also held informally by individual employees who have personal skills and abilities. Measuring the change in knowledge value through an intervention such as a business event has relevance in terms of valuing the contribution of business events to improving organisational performance. A secondary objective of this research was then to review the current use of the Kirkpatrick-Phillips return-on-investment model in relation to its effectiveness in defining knowledge objectives and measuring their effect on intangible asset creation. The model is the business events sector recommended methodology to set the objectives and key performance indicators that define the degree of success of the business event for an organisation. The utility of this model in helping to manage organisational knowledge value derived from business events is reviewed. The relevance of business events to future organisational performance improvement is understood by analysing firstly an organisation’s perspective of the value of business events and then the perspective of an employee of the organisation attending business events. The findings of the literature review guided the design of both the qualitative and quantitative surveys that were used to explore the way knowledge flows from events into organisations. These surveys fulfil the third and fourth objectives of the research. To understand the flow of new knowledge through an organisation many functions and hierarchies of command, a systems thinking methodology was applied in that it is assumed that all units of the organisation add value at their own level and this value accumulates upwards towards the overall value of knowledge for the organisation in creating competitive advantages. The literature review firstly highlighted the role of creating opportunity for socialisation at events as pivotal in improving an organisation’s knowledge. Then systems methodology tool of viable systems diagnosis suggested a theoretical viable systems model of what a healthy, successful organisational knowledge system would look like. The methodology was then applied to distil the secondary data reviewed to 12 variables each composed of many other variables that act within this theoretical model. The 12 variables were included in semi-open ended questions of a qualitative research instrument that interviewed 18 managers who either design or attend business events. The qualitative responses and the system of the 12 variables were then used to guide the creation of the quantitative instrument. The quantitative research produced 354 useable questionnaires that were statistically analysed by exploratory factor analysis. The latent factors identified were used in the design of a structured equation model (SEM). The SEM indicated that organisations rely on socialisation activities such as business events to create new knowledge. The SEM also indicates that employees of an organisation may well consider business event activities from a personalised perspective of their own continued professional development needs which may not always align to those of the organisation suggesting the alignment between organisational and personal goals as critical in maximising the value attained from a business event. This research therefore made a valuable contribution in that it explored the value chain between the business events and their role in improving an individual organisation’s performance. This in turn implies from a systems thinking point of view to the overall performance of a country’s economy. A further contribution of this study is recommendations made to improve the ease of application of the Kirkpatrick-Phillips model and thus manage the process of socialisation and ultimately knowledge creation better. A pre- and post event extension to the model is recommended defined in a template to be used in an iterative manner to improve the management and capturing of the value of knowledge arising from the event and this fulfils the final objective of the research. / Thesis (PhD (Tourism Management))--North-West University, Potchefstroom Campus, 2013

Employee commitment is a concept that seeks to capture the nature of the attachments formed by individuals to their employing organisations. Researchers such as Porter have attempted to identify what factors influence the formation of employee commitment in individuals and how employee commitment (once formed) influences important organisational consequences, particularly employee turnover and business success. In a highly committed workplace, employees understand and agree with the company's strategic goals, are clear about how their work fits into making those goals a reality, are motivated to go beyond narrow job definitions to meet those goals and are confident that their efforts will be recognised and rewarded by their peers, managers and the organisation as a whole. A workplace with committed employees exhibits an 'all for one, one for all' spirit that encompasses both their colleagues and customers - a place where employees do whatever is necessary to ensure the continuous high performance and success of their organisation. In today's business environment, it is imperative that organisations learn to attract, motivate and retain the key talent needed to meet aggressive business goals. Committed employees are more productive and work with a focus on quality to increase customer satisfaction and the profitability of their organisation. High employee commitment also leads to superior performance. Money certainly plays a part in reinforcing employee commitment, but it is clearly not enough in today's work environment. Praise and recognition also tend to build employee loyalty and commitment. People want to feel that they make a difference. The purpose of this study was to determine whether employee commitment is an imperative for business success or not. A literature study was conducted by combining the views of different authors. Following the literature study, a survey was conducted in order to determine employee commitment levels at a wholesale company in Gauteng. The information obtained was reviewed statistically. The key results of the research findings revealed that there is a strong relationship between employee commitment and business success. The employees at the company that was studied are highly committed, and stay at the company because they want to. These commitment levels indicate a workforce that is highly committed and the employees will think twice before they leave. In chapter one, a general introduction to the study will be given, providing aims, problem statements and a description of terms to be used in the study. In chapter two, an in depth literature study will be done and the different elements of employee commitment will be identified and its importance to an organisation. In chapter three, the empirical study and statistical analyses of the data undertaken will be discussed. In chapter four, current situations will be discussed in order to form a synthesis between the literature study and the survey results. In chapter five, conclusions are made, limitations of the current research are discussed and recommendations for future research are put forward. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Employee commitment is a concept that seeks to capture the nature of the attachments formed by individuals to their employing organisations. Researchers such as Porter have attempted to identify what factors influence the formation of employee commitment in individuals and how employee commitment (once formed) influences important organisational consequences, particularly employee turnover and business success. In a highly committed workplace, employees understand and agree with the company's strategic goals, are clear about how their work fits into making those goals a reality, are motivated to go beyond narrow job definitions to meet those goals and are confident that their efforts will be recognised and rewarded by their peers, managers and the organisation as a whole. A workplace with committed employees exhibits an 'all for one, one for all' spirit that encompasses both their colleagues and customers - a place where employees do whatever is necessary to ensure the continuous high performance and success of their organisation. In today's business environment, it is imperative that organisations learn to attract, motivate and retain the key talent needed to meet aggressive business goals. Committed employees are more productive and work with a focus on quality to increase customer satisfaction and the profitability of their organisation. High employee commitment also leads to superior performance. Money certainly plays a part in reinforcing employee commitment, but it is clearly not enough in today's work environment. Praise and recognition also tend to build employee loyalty and commitment. People want to feel that they make a difference. The purpose of this study was to determine whether employee commitment is an imperative for business success or not. A literature study was conducted by combining the views of different authors. Following the literature study, a survey was conducted in order to determine employee commitment levels at a wholesale company in Gauteng. The information obtained was reviewed statistically. The key results of the research findings revealed that there is a strong relationship between employee commitment and business success. The employees at the company that was studied are highly committed, and stay at the company because they want to. These commitment levels indicate a workforce that is highly committed and the employees will think twice before they leave. In chapter one, a general introduction to the study will be given, providing aims, problem statements and a description of terms to be used in the study. In chapter two, an in depth literature study will be done and the different elements of employee commitment will be identified and its importance to an organisation. In chapter three, the empirical study and statistical analyses of the data undertaken will be discussed. In chapter four, current situations will be discussed in order to form a synthesis between the literature study and the survey results. In chapter five, conclusions are made, limitations of the current research are discussed and recommendations for future research are put forward. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The topic of emotional intelligence (EQ) and organisational culture has attracted considerable interest from both academics and practitioners for many years. Much of the interest in the two areas is based on explicit and implicit claims that both leader's emotional intelligence and organisational culture are linked to organisational performance. However, while the links between emotional intelligence and organisational performance and between organisational culture and organisational performance have been examined independently, few studies have investigated the association among the three concepts. This study examines the nature of this relationship and presents empirical evidence that suggests there is a complex relationship between emotional intelligence, organisational culture and organisational performance. The study concludes with implications for theory and practice. / Graduate SBL / D.B.L.