Thesis (Ph. D.)--Illinois State University, 1985. / Title from title page screen, viewed June 21, 2005. Dissertation Committee: Mary Ann Lynn (chair), Ken Strand, J.H. McGrath, Donna Bruyere, David Livers. Includes bibliographical references (leaves 72-77) and abstract. Also available in print.

Thesis (DR. P.H.)--University of Michigan.

Thesis (PhD.) -- Bond University, 2007. / "A research report submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy"-- t.p. Bibliography: leaves 116-131. Also available via the World Wide Web.

Dissertation Helmut-Schmidt-Universität/Unversität der Bundeswehr Hamburg, 2008. / Includes bibliographical references.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed on Aug. 24, 2006). PDF text of dissertation: 221 p. : ill. ; 1.58Mb. UMI publication number: AAT 3208108. Includes bibliographical references. Also available in microfilm, microfiche and paper format.

D.Phil. / The importance of entrepreneurship in economic development is hardly disputed since entrepreneurs launch successful businesses, which create employment, expand markets, and increase production and services, which can revitalize social and productive networks to bring vigour into communities (Luiz, 2007). Recently, empirical studies were conducted that provided evidence that supports the common understanding that Entrepreneurial Orientation (EO) leads to superior Firm Performance (FP) (Covin & Zahra, 1995). EO as a topic in the entrepreneurship literature is much debated and deliberated. A plea has been made to explore the antecedents External Environment (EE), Internal Organisation (IO), firm demographics, and founder/owner/manager biographical data of EO. The key focus of this study is to provide research evidence for the predictive model EO - FP and the relationship(s) of the antecedent’s: Owner/Manager Biographics, Firm Demographics, EE, and IO factors might have with a firm’s EO – FP.

Orientation: In theory, effective remuneration contracts will link executive remuneration with organisation financial performance and provide strong incentives for executives to operate organisations and behave in ways that will be in the shareholders’ best interests. Many proclaim that this is not happening as CEOs continue to be rewarded even when their respective organisations are performing poorly. Research purpose: The purpose of this research study was to take advantage of the available information on executive remuneration data and establish the best link (correlation) between executive remuneration and organisation financial performance between 2008 and 2012. Motivation for the study: The motivation for the research study was due to the acknowledged challenge encountered by organisations in finding a balance between executive remuneration that will be enticing enough to keep executives in the employ of the organisation and not overpaying them, especially when organisation’s performance is not favourable. Research design approach and method: The research was a quantitative, archival study, conducted over a seven year time period. The primary statistical techniques used in the study included: multiple correlation analysis, bivariate regression analysis, multiple regression analysis and stepwise regression analysis. Main findings/results: The primary finding was that the relationship between executive remuneration and organisation financial performance has been experiencing a decline since the 2008 Global Financial Crisis. The decline has predominantly been due to a move by executives away from performance related elements of the remuneration contracts, creating disconnect between what executives are being paid and the performance of the organisation. The findings point out to the fact that, to a large extent, remuneration contracts for executives are predominantly no longer shaped by what would be optimal for an organisation and its shareholders, but are also influenced by the natural propensity of executives to influence their own remuneration contracts. Practical managerial implications: The results suggest that there is a need for superior organisation performance measures and innovative remuneration policies that need to be developed which will be in synchronism with the longterm strategic plans of an organisation. Contribution/value add: The study provides a key insight with regard to the fact that without any performance based elements with the executive’s remuneration, it is going to be difficult to justify the high remuneration packages of executives. In the long run, a dilemma arises for board of directors as they become reluctant to either reward executives for superior performance or punish them for poor performance. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

M.Comm. / The importance of motivation for organisational success is recognised by organisations of various sizes and functions the world over. One of thebiggest challenges for organisations is to establish the motivational levels of their employees with a greater degree of certainty. The multi-dimensional nature of an individual’s motivation complicates matters, requiring in depth analysis. The objective of the research is to determine the motivating factors, from an appreciative inquiry perspective, of the lower-managerial employees in a steel manufacturing company in South Africa. Appreciative inquiry reframes relationships around the positive and the possible and is grounded on the positive organisational behaviour philosophy. This philosophy suggests that focusing on the positive rather than the negative aspects of a situation will improve organisational success and individual well-being (McShane & Travaglione, 2007). The study on motivational factors was deemed important as the company has gone through a number of organisational changes without establishing the impact thereof on the employees. Owing to the multi-dimensional nature of motivation, the literature review showed that there is no single theory or integrated model for motivation studies. The evident lack of research integration in this area presented an opportunity for the researcher to study motivation from an appreciative inquiry perspective, of which the data collection stage began with the posing of questions that are unconditionally positive. The questions were analysed using the first-level factors framework presented in the two-factor theory of motivation by Frederick Herzberg.

The relationship between organizational culture and organizational effectiveness has been the subject of much research by Daniel Denison. Much of this research has been conducted in developed countries where the environment is highly competitive, highly productive and the economies are stable. There has been the challenge however to determine if the findings of such research are relatively universally consistent. In this case the challenge is to determine if the findings hold in circumstances where the economies are less developed and more fragile than those previously studied. This research study is designed to examine the relationship between organizational culture and organizational effectiveness in circumstances typical of the English speaking Caribbean where the economies are weak and in some respects informal and to use these findings to compare with earlier findings from developed economies. The research study involves the administration of the Denison Organizational Culture Survey which was also used in the earlier studies, to persons engaged in the electronic media sector in the English-speaking Caribbean. This sector has the characteristic of competitiveness which is typical of other industries studied. The evidence points to a strong correlation between organizational effectiveness and all four of the Denison culture traits. The adaptability and the mission traits were identified as the more dominant and the organizations reflected an external focus. The results of the study indicate that notwithstanding the economic foundational differences, the findings hold true of a positive relationship between organizational culture and organizational effectiveness similar in extent to and in some cases stronger than earlier studies and as such provided support for the previous research findings.

Technological breakthroughs experienced globally have opened new avenues of opportunities; creating a virtual environment that transforms and changes businesses, organisations, social, economical and political landscapes. Such a wave of change affects all walks of life as internet connectivity gives the web a presence that engulfs workplaces and other organisational settings. In maintaining competitiveness, organisations strive to use knowledge to create value in the challenging new environment. The study aimed to develop a framework that will be used for the critical evaluation of strategies for value creation within knowledge-driven organisations using available resources. The research used mixed methods in two case studies; the first for developing a conceptual framework and the second for critiquing it. Through a literature review and observation at AB institute main venue, case study 1 identified crucial intangibles for creating value. Knowledge workers (academics and non-academics) were the study participants in primary research that used indepth interviews and questionnaires to collect data. Over four phases, the study unfolded to three neighbouring institutions for a wider representation. All the institutions covered in case study 1 were within the higher learning industry. The data were analysed and the findings revealed six features and six themes in two separate models, which formed the conceptual framework. The framework models were denoted as part A and B. Part A: the organisational Critical Evaluation of Strategies for Value Creation xv perspective shows the context within the features: ‘knowledge flow, departments, new entrants, dynamic, recognition and the deliverables’. The individual global perspective forms part B with the themes: individual commitment, emotional capital, proactive environment, workplace interaction, value creation process and endless global connectivity. The four phases of the research process in case study 1 eased data collection, in triangulation for the convergance of evidence which produced the conceptual framework. Case study 2 started in the UK and later in Tanzania was designed to critique the conceptual framework, the outcome of case study 1. Knowledge workers comprising ‘academics and non-academics’ from higher learning and other organisations formed the participantsin the 57 in-depth interviews of which had data collection under the instrument based on informed consent and confidentiality. Using mixed methods the data were analysed and findings presented as a condensed ‘qualitative knowledge’ of themes and features in ‘focused codes’ as a matrix to merge the models of the framework. The findings suggest that the framework will enhance understanding as a guide to unleash and create value; a lens for both decision makers and knowledge workers to use action research in endeavour to seize opportunities and initiatives for creating value through existing practices. It is a guide to harness ideas from interconectivity changing them into workable realities. The main contribution of the research is the developed framework and body of knowledge from the primary research findings of case studies 1 and 2.