Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature and the results of pilot studies, a six dimensional model of trust in senior management - consisting of dispositional, cognitive, affective, social and behavioural intent dimensions - was tested using confirmatory factor analysis (n = 416). The results clearly supported the convergent and discriminant validity of the measurement model. For example, all model fit indices were above minimum recommended values and all items loaded at significant levels on their specified factor.The measures were successfully cross- validated in a sample from a different organization (n = 249). Next, models portraying alternative structural relations between the dimensions were examined, before deriving a model which successfully summarized the data in a theoretically plausible way. The model showed trust in senior management, defined in terms of behavioural intentions, to be directly influenced by affective reactions and perceived social norms. Cognitive assessments about the overall effectiveness of senior management were shown to have an indirect influence on trust. This structural model was successfully cross- validated on an independent sample. The attitudinal dimensions of the model were shown to hold, longitudinally, over a twelve month period (n = 257).In contrast to previous cross-sectional research, disposition did not influence trust in senior management over time. In terms of determining the organizational consequences of trust in senior management, the results showed that trust in senior management influenced cynicism toward change ++ / over a twelve month time period. Theoretical implications and the practical implications for the diagnosis and management of trust in senior management are discussed.

This study investigates the role of mentoring and social capital in managing gender diversity at the senior management levels of the National Health Service (NHS) in Scotland. Although the NHS employs a large number of females, they are not fairly represented at the senior managerial levels. The objectives of this research are: to explore whether there is a relationship between equal opportunities and managing diversity; to identify whether it is more difficult for females to progress to senior managerial levels compared to males; to investigate whether access to mentorship is likely to facilitate the career progression of females; and to analyse whether access to social capital is likely to assist the career progression of females. Hence this thesis is aimed to develop a framework for Human Resource Development (HRD) professionals to help to facilitate the career progression of women to senior managerial roles. The data for the study were collected from the senior level managers, who worked for one of the 14 NHS health boards in Scotland, namely, the NHS Tayside. Questionnaires and semi-structured interviews were the primary methods of data collection. Some documentary data on gender and ethnic diversity at the senior levels were also collected from the organisation. The questionnaires were sent out to 633 male and female senior managers, 242 complete responses were received. This gave a response rate of 38.23%. A total of 13 interviews were conducted, 10 of the interviewees were females and three were males. The areas that the research investigated were the relationship between equal opportunities and managing diversity, differences between male and female career progression, and the role of mentoring and social capital in female career progression to senior managerial positions. The analysis of the findings revealed that there is a positive relationship between equal opportunities and managing diversity. It confirmed that females find it more difficult to progress their careers to senior managerial levels compared to their male counterparts. Moreover, it established that there is a positive correlation between mentoring and female career progression. Similarly, a positive correlation is also found between access to social capital and female career progression. This thesis makes a number of contributions to theoretical and practical knowledge in the areas of Human Resource Management (HRM), Human Resource Development (HRD), Equal Opportunities (EO) and Managing Diversity (MD). To the best of the researcher’s knowledge no similar studies were conducted in the context of the NHS in Scotland. It contributes to the theory of diversity management by proving that there is a positive relationship between equal opportunities and managing diversity. It also offers original empirical evidence in support of the theories of human capital and social capital. It provides the Human Resource (HR) managers, practitioners, policy and decision makers, at an organisational level, a greater understanding of managing diversity in general and managing gender diversity in particular. This will help them to introduce and implement effective policies and initiatives to facilitate gender diversity at senior managerial levels.

Abstract: This study focuses on the role of senior management in the knowledge transfer process during an acquisition of a private, alternative faith-based school by a public provincial school board, both located in Canada. To keep the anonymity of these organizations in this study, the organizations were given pseudonyms. These were « Biblical School », for the private alternative faith-based school and « School Board », for the public provincial school board. The organizations came together in July of 2015, in a deal that was officially referred to as an « acquisition », with the School Board as the acquiring organization. However, the acquisition negotiations began several months earlier. In the agreement, the Biblical School would gain access to resources held by the School Board, while the School Board would take over the two campuses belonging to the Biblical School. Additionally, the School Board would be responsible for the provincial school program, whilst the Biblical School would be left with some responsibilities, including alternative faith-based education programs and some logistics components. Senior managers from both organizations were involved through all the stages of the acquisition, from the negotiations, to the transfer of knowledge during the transition. This thesis focuses on these roles by studying the perceptions of senior managers, middle managers, teachers and support staff, drawn from both organizations. In order to clarify the role of the senior managers in the knowledge transfer process during an acquisition, the literature review explores the concept of mergers and acquisitions, the knowledge transfer, the role of senior management and the proximity factors in the knowledge transfer process during an acquisition. Under mergers and acquisitions, the literature helps understand the concept and the importance of supporting organizations to transfer or consolidate their assets, including knowledge. In the following section, the literature reveals th e definition of knowledge transfer, how it can be achieved, the factors that affect it and its importance in mergers and acquisitions. Then, in the role of the senior management component, the literature identifies the role of senior managers in supporting an effective transition in a merger, or an acquisition. Finally, the factors of influence regarding the role of senior managers in the knowledge transfer process during an acquisition are revealed in the literature as geographical, cognitive and organizational proximity. Nonetheless, time is also mentioned in the literature as a major factor of influence. The aim of this qualitative and exploratory study is to understand the role of senior management in the knowledge transfer process during an acquisition. It is based on a case study carried out within the two institutions previously mentioned, where semi-structured interviews were conducted with a total of 29 participants. The results of the study help the researcher to identify the pillars around the role of senior management and in the process meet the three objectives of the study which are : a) to describe and understand the role of senior management in the knowledge transfer process during an acquisition, b) to highlight the best practices of senior management in order to improve the knowledge transfer process during an acquisition, and c) to identify the factors that influence the role of senior management in the knowledge transfer process during an acquisition. From the results emerged a model that illustrates the role of senior managers in the knowledge transfer process during an acquisition. The model includes the categories, strategies, best practices and factors of influence surrounding the role of senior management in the knowledge transfer process during an acquisition. First, the model presents the role played by senior managers in the knowledge transfer process during an acquisition, which is divided into three main categories; knowledge management, communication management, and transition management. These categories are viewed through the lenses of the pre-acquisition and post-acquisition phases. Each category is divided into different strategies. The strategies under the knowledge management category are identified as: 1) performing research on the acquired organization, 2) creating and implementing the knowledge transfer plan, and 3) providing resources for the knowledge transfer. These strategies fall under both pre and post-acquisition phases. Next, the strategies related to the communication management category, which also fall under both pre and post-acquisition phases, are primarily identified as: 1) setting up communication channels, 2) setting and communicating expectations clearly and transparently, and 3) being receptive to the employees’ ideas and concerns. In the last category, the strategies under transition management are underlined as 1) be ing physically present and organize meetings, 2) offering employees support during the transition, and 3) providing the necessary tools during the transition. These strategies fall only under the post-acquisition phase. Second, the model highlights the best practices of senior managers in the knowledge process during an acquisition. These best practices are divided into three main categories: forecasting, relationship building, and training. Each category of best practices is linked to a specific category related to the role of senior management. Forecasting is linked to the knowledge management category, relationship building to the communication management category and training to the transition management category. Under relationship building, the perceived best practices are creating and partaking in relationships between employees in both organizations, encouraging an open-door and teamwork culture and showing appreciation to employees. Under forecasting, creating a plan to support the transition, assigning someone on-site to manage the transition and learning from previous experiences are revealed as the perceived best practices. Lastly, under training, identification of employees’ levels of knowledge, the offer of training programs to facilitate the knowledge transfer and providing expert speakers, trainers and mentors, are revealed as the perceived best practices. The model also showcases four factors of influence around the role of senior management in the knowledge transfer process during an acquisition. These factors are: geographical proximity, cognitive proximity, organizational proximity and time. Under geographical proximity, distance in relation to physical presence and distance in relation to communication flow are identified as the two characteristics that affect the role of senior managers. Also, in terms of cognitive proximity, shared knowledge vs knowledge gaps and employees’ professional experiences, are revealed as the main cognitive proximity characteristics that should be taken into consideration when looking at the role of senior managers in the knowledge transfer process during an acquisition. Additionally, similarities or dissimilarities of the organizational cultures and the similarities or dissimilarities of the organizational structures are identified as the organizational proximity characteristics. Lastly, the time factor, including time adequacy and transition timeline, is identified as another factor that affects the role of senior managers in the knowledge transfer process during an acquisition. In conclusion, the theoretical contributions of this study are to improve the understanding of the relationship between the knowledge transfer process and mergers and acquisitions, to enhance the understanding of the role of senior managers in the knowledge transfer process during an acquisition, to improve the understanding of the theoretical bridges between the role of senior managers in the knowledge transfer process during an acquisition and proximity factors and finally, to contribute to the understanding of the time factor around the role of senior management in the knowledge transfer process during an acquisition. The study also presents practical contributions, including useful ideas and actions around the role of senior managers, the best practices and the factors of influence in the knowledge transfer process during an acquisition.

Purpose The objective of this study is to shed some light on performance measurement issues relevant to current practices. Design-methodology-approach The performance measurement practices in terms of utilization, relevance, and availability of information are studied for a sample of 92 Portuguese manufacturing executives. Several statistical instruments were used namely multiple regression analysis, cluster analysis and gap analysis. Findings The results of this study underscore consistent patterns pointing to a lack of a broad perspective on manufacturing performance measurement. Conclusions and their implications to the theory and art of performance measurement are presented. Research limitations-implications The sample used in this study is specific in nature Portuguese executives. Thus, the results should be interpreted accordingly. Future research should test the applicability of the obtained results using other sample frames. Practical implications This study provides practicing managers with useful information regarding performance measures and measurement practices. Originality-value This study represents an important step toward refining the theory and practice of performance measurement in manufacturing organizations.

Background: Organisations are left vulnerable and susceptible to cyber-attacks due to the digitisation of information and dependency on information and communication technologies. As a result, the critical need for organisations to hinder, protect and preserve their cyberspace from multiple threats is emphasised. Due to human error being accountable for most electronic data breaches, a resilient cybersecurity culture is desired.  To minimise cybersecurity threats, a human-inclusive strategy must be implemented in the culture and the inclusion and engagement of strong leadership within senior management.   Purpose: The purpose of this study is to explore senior management’s role in cybersecurity culture and particularly, its influence on awareness training.   Method: The research is based on an interpretivist paradigm and adheres to abductive reasoning. Through the usage of semi-structured interviews and the utilisation of non-probability sampling, qualitative data was produced, and a multiple case study was conducted.   Conclusion: Senior management influences the practical implications in the organisation, such as training, as well as the assumptions and beliefs of its employees. Senior management influences the engagement, involvement, and responsibility of protecting and safeguarding the organisation's assets, and how this is reciprocated to the whole organisation. Furthermore, senior management addresses and manages the priority of cybersecurity in the organisation. Thus, employee behaviour and attitude are greatly impacted by senior management engagement and presence, showcasing a positive correlation between senior management influence and employee behaviour and beliefs.

This study was conducted to establish the challenges that Senior Management Teams face as instructional supervisors. The study begins by highlighting the statement of the problem as well as the goals. It continues by providing the historical development of instructional supervision. The study also brings an overview of instructional supervision in Botswana with particular attention to primary school environments. The mixed method approach which incorporates both qualitative and quantitative approaches guided this study. Quantitative data was captured using closed ended questionnaires while qualitative data was collected using semi-structured interviews. Field notes and audio recordings were used to record the interviews. Simple random sampling was used to select a sample of 10 schools from a population of 26 schools. A purposeful sampling was also used to select suitable participants who were directly affected by the theme under investigation. The data was analysed using tables and descriptive formats. The findings of the study reveal that there are some factors that limit the effectiveness of instructional supervision in primary schools. Evidence provided by the participants indicates that supervisors are not well trained on the area of instructional supervision, instructional supervision problems are left pending and there is no distinction between instructional supervision and teacher evaluation. The study concludes by recommending that teachers who assume supervisory roles need to be orientated on the area of instructional supervision and a blue print for instructional supervision should be produced so that supervisors can use it as a guide to improve supervision of instruction in schools. / Thesis (M.Ed.) North-West University, Mafikeng Campus, 2013

This dissertation investigated how senior management is motivated to commit to information system security (ISS). Research shows senior management participation is critical to successful ISS, but has not explained how senior managers are motivated to participate in ISS. Information systems research shows pressures external to the organization have greater influence on senior managers than internal pressures. However, research has not fully examined how external pressures motivate senior management participation in ISS. This study addressed that gap by examining how external pressures motivate senior management participation in ISS through the lens of neo-institutional theory. The research design was survey research. Data collection was through an online survey, and PLS was used for data analysis. Sample size was 167 from a study population of small- and medium-sized organizations in a mix of industries in the south-central United States. Results supported three of six hypotheses. Mimetic mechanisms were found to influence senior management belief in ISS, and senior management belief in ISS was found to increase senior management participation in ISS. Greater senior management participation in ISS led to greater ISS assimilation in organizations. Three hypotheses were not supported. Correlation was not found between normative influences and senior management belief, normative influences and senior management participation, and coercive influences and senior management participation. Limitations with the study included a high occurrence of weak effect sizes on relationships within the model and heterogeneity based on industry, organization size, and regulatory requirements in the sample. This study contributes to ISS research by providing a theoretical model to explain how external influences contribute to senior management belief and participation in ISS, and ultimately ISS assimilation in organizations. Empirical evidence supports the mediating role by senior management between external influences and ISS assimilation. The findings also suggest some limitations that may exist with survey research in this area. This study benefits practitioners in three ways. First, it reinforces the argument that senior management support is critical to ISS success. Second, it extends understanding of senior management's role with ISS by explaining how IS and ISS management might nurture senior management belief and participation in ISS through industry groups and business partnerships. Third, the results inform government regulators and industry groups how they can supplement regulatory pressures with educational and awareness campaigns targeted at senior management to improve senior management commitment to ISS.

Corporate governance is a highly discussed topic in financial circles. Recent corporate failures have triggered regulatory reforms where the internal audit was given a stronger position. However, this regulatory evolution also brought challenges to internal audit activity. The growing demands and pressure from stakeholders have placed internal auditors in a difficult position of having to serve several stakeholders and sometimes inconsistent ones with different agendas. That is why the aim of this thesis was to examine how regulations have impacted the internal audit within financial institutions with a special focus on internal auditors’ relations with their stakeholders. In order to achieve the aims of this study, qualitative interviews were conducted as they were considered most suitable in order to uncover a deeper meaning and significance regarding the topic. The findings in this study indicate that internal auditing activity within financial institutions faces a multitude of challenges. Beyond having to deal with traditional duties, these institutions now have to incorporate mandatory audits from regulators within their scope of practise as well. This steers them in a direction where they have to satisfy the needs of yet another stakeholder.

Technical developments are increasing at an accelerated rate, which means that IT service providers must focus on customer relationships and the quality of services they provide in the same way they handle their strategic features and processes. The management of IT services is often related to IT Service Management (ITSM) that helps IT organizations become more adaptable, flexible, cost-effective and service-oriented. ITIL is the most accepted and used process reference model within ITSM. However, many organizations experience difficulties in implementing the framework. Much of ITIL's research is about understanding, identifying and determining which factors have the greatest impact on a successful implementation. Previous research shows that there are three key aspects that all success factors fall within: senior management involvement, organizational commitment and group efficiency. Much of the research, however, has a qualitative character and takes the form of case studies, which are limited in their contributions. However, several case studies combined together can contribute to an increased understanding in the field because they can confirm or contradict other studies. This study aims to explore whether and, if so, how the above-mentioned aspects have influenced an ITIL implementation on a medium-sized IT company. The method used was a qualitative method that took the form of a case study and with semi-structured interviews, it revealed that all aspects affected the implementation in different ways and that there was an interaction between them. The senior management involvement influenced the implementation process by providing the project group with support in the form of necessary resources, enabling implementation. The management's absence also affected the implementation process, more specifically its scope, which made process use being limited to only one specific customer at the beginning, but also the use of inappropriate tools for the implemented processes. Group efficiency had influenced the implementation process, with an emphasis on understanding why the changing work methods results in better structure. This understanding was valued higher than the "traditional hard education", but also experience and knowledge in the field of work where the process acts, was considered a contributing factor. Understanding that change in work methods leads to better structure established an organizational commitment. This research contributes with increased knowledge of implementation factors in ITIL.

In 2004, the Institute of Internal Auditors (IIA) issued a paper that defined internal auditors’ role in Enterprise Risk Management (ERM) as a role that relates to measuring and monitoring performance. The present study examines how high internal audit involvement in ERM-related activities and a strong relationship between internal auditors and senior management influence internal auditors’ objectivity and independence. The present study replicates the experimental design used by de Zwaan, Stewart and Subramaniam (2011) with the manipulation of the variables of (i) internal audit’s involvement in ERM and (ii) the strength of the relationship between internal audit and senior management. Similarly to de Zwaan et al. (2011), objectivity and independence are measured by examining internal audit’s willingness to report a breakdown in risk procedures to the audit committee. The results show that internal auditors are somewhat influenced by a high involvement in ERM-related activities when reporting a breakdown in risk procedures and that internal auditors consider the guidelines issued by the IIA important to follow. Further, the results do not indicate that a strong relationship between internal auditors and senior management influences internal audit’s willingness to report a breakdown in risk procedures.