This research inestigates and examines the relationship between innovation success, internal organizational factors, local cultural factors and external environmental factors in the Malaysian ICT industry. From the responses of 122 local and multinational companies operating in Malaysia, the independent variables having positive relationships with innovation success are external ecconomic environmental factors and leadership organizational factors, while independent variables having negative relationships with innovation success are collectivism local cultures and external social environmental factors. The findings also indicate that these factors do not influence the innovation on an individual basis, but they are working in unison.

Thesis (M. Psych.Org.)--University of Queensland, 2004. / Includes bibliographical references.

Thesis (Ph.D.)--Victoria University (Melbourne, Vic.), 2009.

Thesis (Ph.D.) - University of Queensland, 2006. / Includes bibliography.

Dissertation (PhD)--University of Stellenbosch, 2006. / Bibliography. Also available via the Internet.

Thesis (MPhil)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Organizational Knowledge Creation is a core activity of Knowledge Intensive Organizations. In the area of Knowledge Management, a number of theories have been developed about organizational knowledge and how this knowledge is developed and leveraged. The majority of these theories share a taxonomic approach to organizational knowledge and usually describe the various kinds of knowledge found in organizations and how these different kinds of knowledge interact. These descriptions represent the mainstream view of Knowledge Management and typically a contingency argument is made for matching types of knowledge with a particular organizational design, management style, or strategy for managing the various kinds of knowledge content. Parallel to the development of Knowledge Management theory is the development of Organization Theory likening organizations to interpretation or sensemaking systems. Knowledge also stands central in these theories of organization, but knowledge is viewed as a collective accomplishment intertwined with organizational practices. It is therefore clear that the Knowledge Creation perspective belongs to a different worldview from the Sensemaking perspective regarding organization. The thesis seeks to bridge the divide between these two different views of organization by describing the Knowledge Creation process in terms of the Sensemaking worldview. It accomplishes this by critically reviewing the mainstream theories of Knowledge Creation. Next organizational Sensemaking is described, focusing on the context of everyday organizational Sensemaking and in particular on Arguing as a Sensemaking process. It is proposed that Arguing is a process that creates new knowledge. Viewing Knowledge Creation through the lens of Sensemaking as Arguing addresses a perennial issue in the mainstream Knowledge Management theory, namely the justification of newly created knowledge to ensure that it is robust, without giving up on a pluralist epistemology in favour of an objective view of knowledge. Arguing is a site where claims are made, challenged, and defended. The Sensemaking process of Arguing therefore provides a description of the Knowledge Creation process which includes knowledge justification. In addition, a Sensemaking view of Knowledge Creation takes as its model social interaction, rather than linear product development and is therefore much closer to the everyday process of innovation as incremental improvement than the radical innovation process that inspired most theories of Knowledge Creation in the Knowledge Management literature. / AFRIKAANSE OPSOMMING: Organisatoriese kennis-skepping is ‘n kern aktiwiteit van Kennis-intensiewe Ondernemings. ‘n Aantal teorieë is ontwikkel in die veld van Kennisbestuur wat handel oor organisatoriese kennis en hoe hierdie kennis ontwikkel en benut word. Die meerderheid van hierdie teorieë deel ‘n taksonomiese benadering tot organisatoriese kennis en beskryf gewoonlik die verskillende soorte kennis wat in organisasies gevind word en hoe hierdie soorte kennis verband hou. Hierdie benadering verteenwoordig die hoofstroom-siening van Kennisbestuur en lei tipies tot ‘n kontingensie argument vir die pas van tipes kennis by spesifieke organisasie ontwerpe, bestuurstyle, of strategieë vir die bestuur van verskillende soorte kennis-inhoude. Parallel tot die ontwikkeling van Kennisbestuursteorie het daar in Organisasie Teorie ontwikkelinge plaasgevind wat organisasies benader as interpretasie— of singewingsisteme. Kennis staan ook sentraal in hierdie teorieë van organisasie, maar kennis word gesien as ‘n kollektiewe totstandbrenging wat verweefd is met die praktyke in organisasies. Dit is dus duidelik dat die Kennis-skeppingsbenadering en die Singewingsperspektief organisasies met verskillende wêreldbeelde benader. Die tesis poog om die kloof tussen hierdie twee wêreldbeelde te oorbrug deur die proses van Kennis-skepping te beskryf vanuit die perspektief van Singewing. Dit word gedoen deur die hoofstroom Kennisbestuursteorie krities te beskou. Daarna word Organisatoriese Singewing beskryf deur spesifiek te fokus op die alledaagse konteks van Organisatoriese Singewing en spesifiek op Argumentering as ‘n Singewingsproses. Daar word aangevoer dat Argumentering die proses is waardeur nuwe kennis geskep word. ‘n Singewingsperspektief op Kennis-skepping het ‘n aantal voordele. Die fokus op Argumentering spreek ‘n leemte in Kennisbestuursteorie aan, naamlik die proses waardeur nuutgeskepte kennis geregverdig word om te verseker dat dit robuust is, sonder om die pluralistiese epistemologie van Kennisbestuursteorie te laat vaar. Argumentering is ‘n proses waardeur aansprake gemaak, uitgedaag en verdedig word. Die perspektief op Singwing as Argumentering bied dus ‘n beskrywing van Kennis-skepping wat die regverdiging van kennis insluit. Verder neem die Singewingsperspektief op Kennis-skepping sosiale interaksie as basismodel eerder as die lineêre produk-ontwikkelingsperspektief. Dit is dus nader aan die alledaagse prosesse van inkrementele verbetering as die radikale innovasie-prosesse wat die inspirasie vir hoofstroom Kennis-skeppingsteorie is.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.

Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.

This article unpacks the notion of institutional complexity and highlights the distinct sets of challenges confronting hybrid structural arrangements. The framework identifies three factors that contribute to the experience of complexity - namely, the extent to which the prescriptive demands of logics are incompatible, whether there is a settled or widely accepted prioritization of logics within the field, and the degree to which the jurisdictions of the logics overlap. The central thesis is that these "components" of complexity variously combine to produce four distinct institutional landscapes, each with differing implications for the challenges organizations face and for how they might respond. The article explores the situational relevance of an array of hybridizing responses and discusses their implications for organizational legitimacy and performance. It concludes by specifying the boundary conditions of the framework and highlighting fruitful directions for future scholarship.

M.Com. (Business Management) / "In the three short decades between now and the twenty first century, millions of ordinary, psychologically normal people will face an abrupt collision with the future. Citizens of the world's richest and most technically advanced nations, many of them, will find it increasingly painful to keep up with incessant demand for change that characterises our time." (Toftler, 1983:18.) More than ajlecade and a half has passed since Alvin Toffler wrote his best seller, Future Shock. The year 2000 is less than 10 years away. Future shock is something each of us lives with every day. Things change around us constantly - from there the saying: "the only constant in life is change". As individuals, our lives become more and more complicated. As managers, we face increasing pressure and uncertainty (Manning, 1987:1). One of the most important skills a manager can have in his of her repertoire these days is the skill to manage change (Burke et a/.,1991:87). Managers must manage today's business effectively while creating a new and radically different kind of business for tomorrow. It's a daunting task, but it's one that cannot be postponed - the future simply won't wait (Manning, 1987:1). Within the South African context great challenges face management. South Africa is faced with addressing major political, economic and social imbalances. Traditionally, the business community has often been reluctant to play an upfront role in the political realm. The business of business is business, was a commonly heard adage. In 1988, the formation of the Consultative Business Movement was a small sign that business was starting to take seriously it's role in a changing society (Eloff, 1992:12).