Thesis (M.Sc.)--Saint Mary's University, 2009. / Includes abstract and appendices. Supervisor: Camilla M. Holmvall. Includes bibliographical references (leaves 56-68).

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 108-111). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 108-111). Also available on the Internet.

Thesis (D.Com.(Human Resources Management))--University of Pretoria, 2004. / Includes bibliographical references.

Thesis (Ph. D.)--University of Oklahoma, 1994. / Includes bibliographical references (leaves 312-315).

Thesis (M. Soc. Sc.)--University of Hong Kong, 1981.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

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<p>The use of one form or another of team based work organization (TBWO) management policies and practices by firms with the aim of improving organizational performance and employee morale is well documented in popular literature. Empirical research has however found that the implementation of TBWO management policies and practices such as TB training, TB incentive schemes, participation in decision making, work teams etc. had minimal influence on the performance of firms (Locke and Schweiger, 1979).<br /> This research investigated the factors, which account for the effective implementation of TBWO management policies and practices with specific emphasis on three firms in the metal fabrications sector. The reason behind the choice of the three firms in the metal fabrication sector in the Western Cape was that these sites offered a rare opportunity to study the process of the implementation of TBWO. It was a rare opportunity because not many firms have embarked on implementing TBWO in South Africa. It was envisaged that the lessons that emerged from this study would be invaluable for firms that intended implementing workplace change. The level of analysis was the shop floor level at the firms as research has shown that this is the level that plays a critical role in the effectiveness of the TB management policies and practices implemented by the firms.</p>

Modern perspectives on strategy often attempt to address one question “whether the strategy will achieve wealth transfer or create new wealth?” While wealth transfer strategies may deliver one time gains to shareholders, they don't fundamentally change a company's long-term earning potential. These strategies don't create new wealth because they don't create new products, new markets, or new customers. The increasing difficulty of finding new wealth creation is a result of a fundamental shift in the business operating environment in which opportunities are sought after. Competing in such an environment is increasingly difficult and as a result, the value of strategic resources has shifted to more intangible resources. This study is concerned with exploring relationships that are considered to be instrumental to creating new wealth. It identifies entrepreneurial strategic posture as a widely supported approach to creating new wealth. The thesis also discusses organisational learning and structure as two intangible strategic resources that are increasingly valuable to successful strategy formulation and implementation. Furthermore the thesis considers organisational perceptions about the operating environment and seeks to relate resource configuration and strategic decision-making to these perceptions.