La Teoría del comportamiento indica que la toma de decisiones es el motor que da vida a la organización, en donde para la Alta Gerencia una correcta toma de decisiones debe ser respaldada por confiables fuentes de información, ya que al consolidarse esta como un recurso fundamental en este proceso, permitirá elegir y tomar decisiones rápidas y certeras en las organizaciones. Esta información se ha obtenido muchas veces a partir de la transferencia de conocimientos adquiridos de los diferentes procesos de aprendizaje, con el fin de que ayude en tomar la mejor decisión, para lograr buenos resultados y para que la empresa sea sostenible en el tiempo. En esta investigación se analizaron diferentes métodos con el fin de demostrar el riesgo en el proceso de tomar alguna decisión por parte de la Alta Gerencia, ya que ante una decisión todos los grupos de personas que conforman la organización se verán afectados. De modo que, muchas veces las organizaciones se encuentran en una incertidumbre en no saber qué alternativa escoger y qué riesgo puedan correr. Lo que significa que la Alta Gerencia deberá de concentrarse al usar sus experiencias y conocimientos para poder escoger la mejor decisión en base al futuro de su organización. Finalmente, esta investigación pasará a analizar el proceso de toma de decisiones y su efecto para los intereses de una organización de servicio con el objetivo de ser sostenible en el tiempo. / The Theory of behavior indicates that decision-making is the engine that gives life to the organization, where for senior management proper decision-making must be supported by reliable sources of information, since by consolidating this as a fundamental resource in This process will allow to choose and make quick and accurate decisions in organizations. This information has been obtained many times from the transfer of knowledge acquired from the different learning processes, in order to help in making the best decision, to achieve good results and for the company to be sustainable over time. In this investigation different methods were analyzed in order to demonstrate the risk in the process of taking some decision by the Top Management, since before a decision all the groups of people that make up the organization will be affected. So, many times organizations are in an uncertainty in not knowing what alternative to choose and what risk they can run. This means that Senior Management should concentrate on using their experiences and knowledge in order to choose the best decision based on the future of their organization. Finally, this research will analyse the decision-making process and its effect for the interests of a service organization with the aim of being sustainable over time. / Trabajo de Suficiencia Profesional

For those interested in studying the effects of stakeholder theory on organizational performance, the establishment of measures that represent both explicit and implicit claims on the firm’s outputs is vital. While net organizational capital (NOC) has been shown to represent the value of the firm after honouring implicit claims of stakeholder groups, practical application requires the use of surrogates such as net intangible assets (NIA). Attempts to extend research in this area by establishing additional surrogates, segment sales (SS) and research and development intensity (RD), which can be easily calculated and reflect operating characteristics of the organization being observed. Concludes that RD is a reasonable indicator of the firm’s NIA for both bond upgrade and downgrade situations, but that SS can be viewed as a surrogate for NIA during upgrade situations. Both, however, can provide great insights to the researcher and can be used to assist in classifying firms with respect to stakeholder group influence.

Employees who choose to leave employment cause significant challenges for organizations. Compounded challenges exist when employee retention strategies are not effective, affecting job satisfaction and personnel replacement costs as the organization continues to lose qualified and valuable staff. This single case study, built on a psychological contract theory framework, was focused on effective employee retention strategies to reduce voluntary turnover in a for-profit, higher education institution located in the Midwestern United States. The population consisted of 12 employees, 6 Student Success employees and 6 Student Success managers, who shared their unique perspectives. Methodological triangulation was achieved through semistructured interviews with the 12 participants, review of the institution's archival data, and examination of the institution's mission statement. The data analysis process consisted of a manual and systematic coding procedure for the 3 sources of inquiry. Three strategies emerged in the findings: relationship management, work environment, and career development. Moreover, participants agreed that the employee-employer relationship was critically important to job satisfaction and developing effective retention strategies. The study has implications for positive social change, in that higher educational institutions may apply the findings to create a more enjoyable work environment and retain happier employees, thereby promoting financial, economic, and social improvements for communities.

The data produced and collected by organizations represents both challenges and opportunities for the modern firm. Business intelligence and analytics (BI&A) comprises a wide variety of information management technologies and information seeking activities designed to exploit these information resources. As a result, BI&A has been heralded as a source of improved organizational outcomes in both the academic and practitioner literature, and these technologies are among the largest continuous IT expenditures made over the last decade.Despite the interest in BI&A, there is not enough theorizing about its role in improving firm performance. Scholarly investigations of the link between BI&A and organizational benefits are scarce and primarily exploratory in nature. Further, the majority of the extant research on BI&A is techno-centric, conceptualizing BI&A primarily an organizational technical asset. This study seeks to explicate the relationship between BI&A and improved organizational outcomes by viewing this phenomenon through the lens of dynamic capabilities, a promising theoretical perspective from the strategic management discipline. In so doing, this research reframes BI&A as an organizational capability, rather than simply a technical resource. Guided by a comprehensive review of the BI&A and dynamic capabilities literature, as well as a series of semi-structured focus groups with senior-level business practitioners with BI&A experience, this study develops and tests a model of BI&A enabled firm performance. Using a snowball sample, an online survey was administered to 137 business professionals in 24 industries. The data were analyzed using partial least squares (PLS) structural equation modeling (SEM). The findings support the contention that BI&A serve as the sensing and seizing components of an organizational dynamic capability, while transformation is achieved through business process change capability. These factors influence firm financial performance through their impact on the functional performance of the firm’s business processes. Further, this study demonstrates that traditional BI&A success factors are positively associated with BI&A sensing capability. This study makes several important contributions to BI&A research. First, this study addresses a gap in the scholarly literature by establishing a theoretical framework for the role of BI&A in achieving firm performance which is grounded in an established strategic management theory. Second, by drawing on the sense-seize-transform view of dynamic capabilities, this dissertation proposes a new conceptualization of BI&A as sensing and seizing organizational capabilities. Third, this research links the use of BI&A to improved organizational outcomes through the transformation of business processes, consistent with the view that the value of IT is derived from its impact on the value generating processes of the firm. Fourth, by viewing BI&A and business process change as distinct but inter-related components of dynamic capabilities, this research clarifies the role of BI&A in the dynamization of organizational processes, providing insight into the relationship between BI&A and business agility. Finally, this dissertation shows how BI&A capabilities are related to BI&A success factors identified in prior research.

Introduction: Since the 1980s and onwards, entrepreneurship and start-ups have exploded. In comparison to more established companies, firms that are defined as start- ups wanting to scale-up are coined by different sorts of vulnerabilities. These can be found in their lack of resources regarding both financial and human capital. Previous research has shown that a greater focus on the work with internal structure and routines, as well as organizational behavior (OB) can make it easier for a company to take on greater challenges and organizational complexity and at the same time be able to grow. Aim: This study aims to get a better understanding of how start-ups strive to scale up and achieve growth by working with institutionalized practices. Method: The study represents a qualitative study where empirical data is gathered from interviews that have been conducted with five managers from three different start-up companies. Results: Though all the companies fall into the same category as start-up business, there are still some clear factors that set them apart from each other. Companies 1 and 3 can be viewed as larger start-ups, while company 2 is comparatively smaller. The companies have similar goals, maximizing profit and steadily trying to grow. Both companies 1 and 3 have adopted a more hierarchical structure to better manage the growing organization, while company 2 has remained a flat organization in order not to stifle the creative flow they feel is supported by this type of organization model. Representatives from company 2 do however express concerns with accountability and the emergence of informal structures related to a lack of oversight and control. Conclusion: The results indicate that a start-up aiming to scale up will go through several phases of creating order. Therefore, with the absence of the institutionalized practices a company will be set up for failure. Working with communication on every organizational level thus becomes important where the manager has a responsibility of putting the employee in focus.

This research explored the relationship between sustainability leadership practices and employeesatisfaction in small and medium-sized enterprises (SMEs) in Germany and Swede. The objective was toinvestigate how sustainability leadership practices influenced employee satisfaction within the context ofSMEs. Ten interviews were conducted with employees and managers in first-line and middle managementpositions from diverse industries across Sweden and Germany. The study aimed to gather employees'perceptions of leadership and management behaviors, practices, and outcomes within their organizationsand determine the impact of these practices on employee satisfaction. The findings of this studydemonstrated a positive relationship between the adoption of sustainability leadership practices andemployee satisfaction. Nevertheless, out of the six interviewees who expressed some level ofdissatisfaction, five acknowledged the presence of leadership practices that were consistent with thetheoretical framework of sustainability leadership. These findings enhanced our understanding of therelationship between sustainability leadership and employee satisfaction and offered insights to improveleadership practices and employee satisfaction. The research provided valuable insights for SMEmanagers, employees, and practitioners, highlighting the significance of sustainable leadership practices inenhancing organizational performance and contributing to sustainable development.

While there is an abundance of research that shows a direct and positive relationship betweenentrepreneurial orientation (EO) and organizational performance the relationship is far from simpleand clear. Research suggest that the relationship is complex and is contingent on internal andexternal variables that affect this relationship. This study examines the effect of EO and itsdimensions on organizational performance in SMEs in Jordan. Further, the study examines themediating effect of internal and external contingency factors such as: market orientation, strategicflexibility and environment hostility on the EO-performance relationship. Using questionnairesurvey the study collected 137 usable questionnaires and utilized PLS to analyze the data. Thestudy found that EO significantly affects performance directly and positively. The study also founda mediating effect of environmental hostility on the relationship between EO and organizationalperformance. No evidence was found to support that MO and strategic flexibility have a mediatingeffect on the EO-performance relationship. With regards to the effect and mediation effect of EOdimensions; the study found that both innovativeness and proactiveness have a significant positivedirect effect on performance. While risk taking has a significant negative direct effect onperformance. With regards to the mediation effect of market orientation, strategic flexibility andenvironmental hostility on the relationships between EO dimensions (innovativeness,proactiveness and risk taking) the study found that only EH has a mediation effect while marketorientation and strategic flexibility have no mediation effect.Specifically, the study also found that EH mediates the relationship between innovativeness andperformance. The mediation is a full mediation since there are both direct and indirect effects ofinnovativeness on performance. The study found a partial mediation effect of EH on theproactiveness-performance relationship since the direct effect becomes insignificant when themediator is added. The study also found a partial mediation effect of EH on the risk takingperformance relationship since the direct effect becomes insignificant when the mediator is added.

The purpose of the study was to research leadership during uncertainty to identify managerial implications on organizational performance and enhance the limited body of academic literature available on the topic currently. The implications regarding leadership are not limited to the COVID-19 pandemic but instead widely applicable to leadership during uncertainty overall. The pandemic simply provided an example of uncertainty, which was the context. Additionally, as mining is a global industry with widespread follow-on effects on global economies - authors believe that the results from this research are not limited to the mining industry itself and instead widely applicable to senior-level managers in multinational organizations worldwide. The methodology implemented ensures that leaders at any level can extract practical guidance from this research to determine how they may act during times of uncertainty and potential flow-on effects of their chosen leadership style.  Organizations can remain relevant, achieve long-term success and maintain the expected level of performance through uncertainty by adopting a transformational model of leadership that addresses the needs of a fluctuating environment. Uncertainty is the shortage of knowledge and information about probabilities of the future state of events. Organizational leaders need to provide the necessary guidance, inspiration, and motivation to the members because their approach influences the organizational performance. Essentially, people look up to their leaders during uncertain times. The research results showed that transformational managers could offer idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration to team members during uncertainty. These outcomes were achieved through encouraging two-way communication, providing necessary guidance and inspiration to bring out and encourage new idea generation and critical thinking.  Results of the research further showed that transformational leadership has positive effects on organizational performance. Teams functioned properly without much supervision, members remained motivated, the workforce interacted more efficiently, and creative ideas came out when leaders and managers practiced a transformational leadership style. Organizational performance increased through meeting deadlines, maintaining the flow of work, KPIs, production, and non-financial metrics such as culture and safety considerations.

Within the last 30 years, Manufacturing Resource Planning (MRP-type) computer systems have quickly evolved from basic materials requirement planning software to today's enterprise resource planning (ERP) integrated software packages that reside on client/server computer architecture. However, given the magnitude of influence these computer systems encompass, very little research has been conducted to monitor and improve how companies are actually using these MRP, advanced MRP and ERP computer systems. In practical terms, where is the typical manufacturing organization today in terms of MRP systems development? To what extent is software being applied for use in enterprise integration? A survey study of manufacturing companies in Virginia and Tennessee was conducted to evaluate the current use and performance of computer systems to support manufacturing applications. This study explores the reasons why organizations chose to use these systems, the problems and benefits derived from the MRP/ERP systems, and the characteristics of the types of companies that have benefited from the use of MRP-type systems. The survey participants evaluated the performance of their manufacturing or enterprise planning systems on the basis of data accuracy, customer satisfaction, user satisfaction, systems effectiveness, convenience, information relevance, and software reliability. Furthermore, success factors associated with organizational performance were tested and evaluated. The correlation between perceived performance was tested against the influence of upper management support, the level of emphasis on training, sources of technical expertise, and organizational experience with MRP-type systems. / Master of Science

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels. / AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.