Thesis (Ph. D.)--University of Texas at Austin, 2003. / Supervisors: Bryan Roberts and Teresa Sullivan. Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (Ph. D.)--School of Management, Georgia Institute of Technology, 2004. Directed by Terry C. Blum. / Vita. Includes bibliographical references (leaves 71-80).

Thesis (M. Sc.)--University of Hong Kong, 1990. / Includes bibliographical references.

Thesis (D.Com. (Accounting Sciences))--University of Pretoria, 1998.

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No description available.

No abstract available. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

This research presents a qualitative case study based on grounded theory to address the research question: What can harness and release the subconscious creative potentials of people multi-individuals for responsible organizational transformation of a church? The case concerns a church in need of an organizational transformation (OT) to provide long term homogenizing and internal organizational adjustment effects. Being a religious organization, spirituality is a key variable for its OT. / Thesis (PhDBusinessandManagement)--University of South Australia.

The extensive development of change management has offered organizations appropriate strategies, effective approaches and useful concepts to realise the anticipated change. The latest change manifestation that is being given major attention by public organizations is Electronic Government, which is realised through the expansion of Information Technology and the evolution of the Internet. / This research has found that the Electronic Government initiative has affected organisational change, particularly in the areas of Strategy, Structure and People. As a result, the performance of the organization has also improved. Therefore, the Electronic Government initiative has had an impact on organisational performance. The results of this research show that Electronic Government intervenes in and affects these three variables independently or/and collectively. Any change in one variable will influence the others and this change can take place in two ways. A model framework is proposed to illustrate this interdependency of all three variables of Strategy, Structure and People within an organization, and the intervention of Electronic Government. The new theoretical framework could contribute to the overall understanding of the intervention of Electronic Government in the organisational change process and its impact on organizational performance. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005

The aim of this research was to identify environmental factors and relationships affecting employees that relate to successful privatisation in Australian organisations. The ultimate goal was to give organisations, boards and governments, valuable insights into how they might better manage employees through significant change initiatives. / Three studies were conducted. The first involved semi-structured interviews with seven steering committee members to ascertain their views on what variables contribute to successful privatisation. / The second utilised a questionnaire to poll privatisation survivors opinions on what assisted them personally with the change process. Selected participants from eight organisations undergoing privatisation were invited to complete a survey designed to measure the impact of eleven key factors. Of 120 invited participants, 78 responded. Following a simultaneous and stepwise multiple regression analysis three emerged as significant and independent predictors of employees perception of successful privatisation. These were Leadership, Positive Change and Organisational Culture and Values. These three variables accounted for 43% of the variance in employee scores of a perceived successful change process. / A follow up study was conducted to ascertain how the organisations were performing 10 years on from privatisation. / Thesis ([PhD(BusinessandManagement]))--University of South Australia, 2005