While research in the area of strategy is diverse and widely diffused across different areas of interest within the domain of strategy, the academic interest in the process of strategy-making still remains current (Szulanski, Porac and Dos, 2005:xiv). Some researchers deem the amorphous boundaries and inherent pluralism in the field of strategy as benefiting scholars and practitioners to thrive as a community without being constraint by a dominant theoretical or methodological ‘straight-jacket’ (Nag, Hambrick&Chen, 2007:952). It became evident from the literature review that academic discourse on the process of strategy-making renders little academic agreement and is explained in diverse and opposing ways. This study endeavored to unite various views into a single description of strategy-making processes. A continuum of diverse strategy-making approaches is crystallized from literature. Various and divergent views on strategy-making are grouped together and associated with extreme views in this range of approaches to strategy-making. These extreme views represent the rational planning approach to strategy-making on the one end and the emergent approach to strategy-making on the other end. Issues influencing the choice of strategy-making approach, hinging on the perceived advantages and disadvantages of these approaches, are also investigated. The study set out to describe the dominant approach/es to strategy-making followed in South African organisations. This is done through qualitative and quantitative research exploring the research questions and hypotheses. Furthermore, defying critique on research methodology typically followed for strategy research (with dominance of qualitative research methods), this study made use of mixed method research. This enabled quantitative data (from questionnaires) to be corroborated with qualitative data (from interviews). Results were also quantified and a spread of data analysis techniques applied to provide the most reliable and valid results and conclusions. This study describes, applies and tests an array of strategy-making approaches categorised according to extreme views. The study therefore shows that reflecting only on one aspect or extreme of strategy-making to the exclusion of other views when conducting strategy research, training on strategy or practicing strategy distorts the truth and reality of strategy-making and cripples the application of strategy in general. / Thesis (DCom)--University of Pretoria, 2008. / Business Management / unrestricted

In the current day and age, South African organisations are faced with many unique challenges in striving to manage an increasingly diverse workforce. The purpose of this study was to develop guidelines for effective diversity management in South African organisations. In order to understand what effective diversity management means in South African organisations as well as the various contextual factors at play, a qualitative approach to the research was utilized through the core methodology of Grounded Theory. In the first stage of the research, relevant literature on the subject was scrutinized. This included an overview of the conceptualization of workforce diversity, theoretical models for the management of diversity, barriers to effective diversity management and best practice methodology in the field of diversity management. After identifying key points from the literature relevant to the study, a semi-structured in depth interview schedule was developed and the elements from literature used to guide the discussions with participants during the data collection phase. Purposive sampling was used to identify participants and criteria defined by which participants were selected. Participants were approached for the purposes of obtaining their inputs to the study in their capacity as subject matter experts within the field of diversity management. Interviews were conducted until a point of data saturation was reached. Data was analyzed according to coding methodology and with the use of a systematic coding tool, ATLAS.ti. Three main themes were identified from the data, namely Diversity philosophy, Contextual factors influencing diversity and Diversity actions. During the discussion of results, findings were compared with the most prominent elements identified from literature. Subsequently, the researcher was able to identify guidelines for effective diversity management in South African organisations. The aim of the guidelines is to assist diversity practitioners in South African organisations in understanding effective diversity management, prioritizing diversity initiatives and making decisions that will enhance the effect of diversity on the business. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

Many scholars, consultants and practitioners have recently focused their attention on ownership as a psychological phenomenon. It is theorised that formal ownership can produce positive attitudinal and behavioural effects through psychologically experienced ownership, and that the psychological sense of ownership may form an integral part of the individual’s relationship with the organisation. It is suggested that the presence of psychological ownership among organisational members can have a positive effect on organisational effectiveness and promote staff retention. Psychological ownership is defined as a state in which individuals feel as though the target of ownership or a piece of it is “theirs” (i.e. “It is mine!”). The main aim of the study was to explore psychological ownership from a theoretical and content validity perspective in order to develop a multi-dimensional measure of psychological ownership for South African organisations. The measure could be utilised as both a measurement and diagnostic tool to determine psychological ownership. The research methodology followed an extensive literature review of scholarly articles. A multi-dimensional framework for psychological ownership was developed, consisting of promotion-orientated and prevention-orientated psychological ownership dimensions. Promotion-orientated psychological ownership consists of six theory-driven components: self-efficacy, self-identity, sense of belonging, accountability, autonomy and responsibility. Territoriality was identified as a preventative form of psychological ownership. A panel of nine scholarly experts evaluated the validity of items and the entire theory-based instrument. Lawshe’s (1975) quantitative approach to content validity was applied in this study. The instrument was administered to a non-probability convenience sample N = 712). The sample comprised employed professional, highly skilled and skilled individuals in various South African organisations operating in both the private and public sector. The sample was randomly split into two subsets. A sample of n = 356 was used for the development of a model and the remaining half was used for validating the results that were attained from the first half. Exploratory factor analysis was performed on the one subset n = 356). Parallel analysis signified four significant factors. The study resulted in a four-factor measure comprising 35 items that was named the South African Psychological Ownership Questionnaire (SAPOS). The four factors of the SAPOS were labelled Identification, Responsibility, Autonomy and Territoriality respectively. Results of the second-order factor analysis confirmed the existence of two distinctive dimensions: promotion-orientated and prevention-orientated psychological ownership. Promotion-orientated psychological ownership comprises three components: Identification, Responsibility and Autonomy. Territoriality was identified as a dimension of preventative psychological ownership. Examination of internal consistency revealed highly satisfactory Cronbach alpha coefficients for all four factors (Identification: _= .939; Responsibility: _= .871; Autonomy: _= .874; Territoriality: _= .776). Confirmatory factor analysis on the second subset of the sample (n = 356) confirmed the four-factor model. The chi-square/df ratio (1.7), CFI (.904), RMSEA (.045), and SRMR (0.59) values met the minimum recommended standards, indicating a reasonable fit. According to the results, all items demonstrated adequate convergent validity. Examination of the variance-extracted estimates confirmed discriminant validity within the model. Evidence of criterion-related validity was provided. Promotive psychological ownership was positively related to affective commitment and job satisfaction and negatively related to turnover intentions. Independent sample t-tests and the analysis of variance technique indicated that differences exist between employees varying in biographical variables with regard to the specific dimensions (Identification, Responsibility, Autonomy and Territoriality) underlying the concept of psychological ownership. The theoretical relevance of this study is its expansion of the five-dimensional theorydriven measure of psychological ownership developed by Avey and colleagues (2009). This study expanded on their theoretical model by adding two additional promotionfocused dimensions, namely Autonomy and Responsibility. The existence of a new measure will further contribute to the body of knowledge by filling the void for such a measuring instrument for South African organisations. The methodological relevance of this study is the contribution of a multidimensional scale evidencing substantial reliability and validity for evaluating people’s psychological ownership toward their organisation. The practical relevance of this study is the contribution of a multi-dimensional measure of psychological ownership that can be utilised by Human Resource professionals and managers for clarifying psychological ownership of employees within the specific context of a multi-cultural society such as that in South Africa. Understanding and utilising the measure has the potential to increase staff retention and productivity. If a sense of psychological ownership can be created among employees by addressing the factors measured by the instrument, an enhanced workplace can be established, ensuring sustainable performance during uncertain economic times. / Thesis (PhD)--University of Pretoria, 2011. / Human Resource Management / unrestricted

Current literature reflects escalating concerns regarding the potential organisational damage that can result from overloaded and under loaded workforces. Overloaded and under loaded workforces have been linked to poor employee well-being, reduced productivity, dissatisfaction and higher turnover rates. This study aimed to develop a scale for the measurement of workload within South African organisations. The initial scale contained six dimensions and a total of 71 items. These items were then sent to subject matter experts in order to determine their content validity. The survey was then completed by 224 employed individuals. An exploratory factor analysis (EFA) was performed and six factors were indicated. The overall reliability of the scale was highly satisfactory with inter-correlations between scale items. The results suggest that the South African Workload Scale (SAWS) is a promising instrument for the measurement of workload within South African organisations. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Myburgh, T 2010, A workload inventory for South African Organisations, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02212012-115206 / > C12/4/64/gm / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

After the first democratic election that took place in South Africa in 1994, numerous changes occurred within the labour force. The labour force has become increasingly diverse with individuals from different races, genders and ages now fulfilling various positions within organisations. Consequently, organisations have become more focused on managing this diverse workforce and eliminating stereotypes, and consequently discrimination that accompanies this diversity. Stereotypes that are formed within organisations can be based on various criteria and, if not addressed, can lead to various negative consequences for both the individual and the organisation. It therefore seems that stereotypes are an important topic to research, specifically within the unique South African context. The objective of this study was to explore the prevalent stereotypes and the experiences thereof among individuals working in selected South African organisations. Within the social constructivism paradigm using an emic perspective, qualitative research from both a phenomenological and hermeneutic approach was employed to achieve the objectives of this study. Both purposive and convenience sampling was used for the purpose of this study after utilising a multiple case study strategy. Employees of selected South African organisations (N = 336) were involved in this research study. These organisations formed part of the following employment sectors: banking, higher education institutions, mining, municipalities, nursing, police services, primary and secondary schools, and restaurant industry. Data was collected by making use of semi-structured interviews, and data analysis was achieved by means of thematic analysis. The results of this study indicated that individuals working in selected South African organisations are familiar with the meaning of stereotypes and that they are consciously aware of the origin of stereotypes. Results indicated that although not all of the participants have had direct experiences with stereotyped groups, they are well aware that stereotypes are also caused by indirect sources. The results of this study also illustrate that various stereotypes exist within selected South African organisations. It was explored on an out-group and in-group level. It was found that not only do employees stereotype others (out-group), they are also well aware of being stereotyped themselves (in-group). The most prevalent stereotypes were based on race, gender, age, occupation, and other work-related dimensions. Stereotypes based on race, gender and age were based on the internal dimensions of diversity. Stereotypes were also based on the external and organisational dimensions of diversity and included occupation, physical appearance, position, qualification, and duration in organisation. Interesting to note is that with in-group occupational stereotyping, most employees felt they are also stereotyped on their internal dimensional characteristics (race, gender and age). Stereotyped occupations include: academics, administration staff, educators, engineers, finance, human resources, librarians, mining, nursing, police and restaurant waitrons. The findings of this study also showed that when individuals experience in-group stereotypes, they react to these stereotypes on a cognitive, behavioural or emotional level. Results indicated that participants mostly reacted to stereotypes in a cognitive manner and most of these experiences were negative in nature. Recommendations with regard to future research and practice were made. Managers within organisations should eliminate stereotypes from organisational practices and decision-making by not focusing on irrelevant personal differences, but rather on performance-related information. Employees should be trained and educated by the organisation regarding stereotypes and the effects thereof. Employees should also be provided with an opportunity to interact with diverse people within the organisation. / PhD (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

After the first democratic election that took place in South Africa in 1994, numerous changes occurred within the labour force. The labour force has become increasingly diverse with individuals from different races, genders and ages now fulfilling various positions within organisations. Consequently, organisations have become more focused on managing this diverse workforce and eliminating stereotypes, and consequently discrimination that accompanies this diversity. Stereotypes that are formed within organisations can be based on various criteria and, if not addressed, can lead to various negative consequences for both the individual and the organisation. It therefore seems that stereotypes are an important topic to research, specifically within the unique South African context. The objective of this study was to explore the prevalent stereotypes and the experiences thereof among individuals working in selected South African organisations. Within the social constructivism paradigm using an emic perspective, qualitative research from both a phenomenological and hermeneutic approach was employed to achieve the objectives of this study. Both purposive and convenience sampling was used for the purpose of this study after utilising a multiple case study strategy. Employees of selected South African organisations (N = 336) were involved in this research study. These organisations formed part of the following employment sectors: banking, higher education institutions, mining, municipalities, nursing, police services, primary and secondary schools, and restaurant industry. Data was collected by making use of semi-structured interviews, and data analysis was achieved by means of thematic analysis. The results of this study indicated that individuals working in selected South African organisations are familiar with the meaning of stereotypes and that they are consciously aware of the origin of stereotypes. Results indicated that although not all of the participants have had direct experiences with stereotyped groups, they are well aware that stereotypes are also caused by indirect sources. The results of this study also illustrate that various stereotypes exist within selected South African organisations. It was explored on an out-group and in-group level. It was found that not only do employees stereotype others (out-group), they are also well aware of being stereotyped themselves (in-group). The most prevalent stereotypes were based on race, gender, age, occupation, and other work-related dimensions. Stereotypes based on race, gender and age were based on the internal dimensions of diversity. Stereotypes were also based on the external and organisational dimensions of diversity and included occupation, physical appearance, position, qualification, and duration in organisation. Interesting to note is that with in-group occupational stereotyping, most employees felt they are also stereotyped on their internal dimensional characteristics (race, gender and age). Stereotyped occupations include: academics, administration staff, educators, engineers, finance, human resources, librarians, mining, nursing, police and restaurant waitrons. The findings of this study also showed that when individuals experience in-group stereotypes, they react to these stereotypes on a cognitive, behavioural or emotional level. Results indicated that participants mostly reacted to stereotypes in a cognitive manner and most of these experiences were negative in nature. Recommendations with regard to future research and practice were made. Managers within organisations should eliminate stereotypes from organisational practices and decision-making by not focusing on irrelevant personal differences, but rather on performance-related information. Employees should be trained and educated by the organisation regarding stereotypes and the effects thereof. Employees should also be provided with an opportunity to interact with diverse people within the organisation. / PhD (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Text in English / Global and South African business challenges necessitate an increased focus on the need for effective leadership. The leaders of South African public listed organisations need to investigate new business solutions to enhance and sustain organisational effectiveness. Public listed South African organisations on the Johannesburg Stock Exchange (JSE) were selected as the organisation type for this study. This study was motivated by the need for public listed South African organisations to explore organisational leadership as a means to assist in differentiating their organisations from competitors, thereby enhancing organisational competitiveness. The primary research objective of this study was to investigate and establish an organisational leadership brand concept model for public listed South African organisations. The discussion of the literature covered the global and South African business context, the concepts of the nature of organisational leadership, brand and organisational leadership brand, and emminated in an exploratory conceptualisation of organisational leadership brand for public listed South African organisations. The pragmatic paradigm was used as the foundation of this study. The study adopted an exploratory, sequential mixed methods research approach, combining a qualitative emphasis and supportive quantitative research approach to conduct the exploratory research. The qualitative findings proposed the concepts: the nature of organisational leadership and organisational leadership brand, including stakeholders and these concepts served as the basis for designing the quantitative survey questionnaire. The quantitative results indicated reliable questionnaire items, and based on the exploratory statistical analysis of the multivariate linear regression equation, described the organisational leadership brand (OLB) concept exploratory model with the best fit. An integration of the qualitative findings and quantitative results provided the empirical support to achieve the primary research objective. The OLB concept model integrates the concepts of organisational leadership and organisational leadership brand. The study contributed across the methodological, theoretical and practical domains as follows: the nature of organisational leadership for South African public listed organisations was conceptualised; the elements comprising the concept of OLB for public listed South African organisations was described; the OLB concept model for public listed South African organisations describes the development of organisational leadership brand equity through four levels of organisational leadership brand equity development; and the OLB concept model for public listed South African organisations may assist by providing guidance for the senior leadership of organisations in establishing organisational leadership brand equity. Furthermore, the study’s research approach provides support for the use of a mixed methods research approach in the study of organisational leadership within the pragmatic context of business organisations / Industrial & Organisational Psychology / D. Litt. et Phil. (Consulting Psychology)

Global and South African business challenges necessitate an increased focus on the need for effective leadership. The leaders of South African public listed organisations need to investigate new business solutions to enhance and sustain organisational effectiveness. Public listed South African organisations on the Johannesburg Stock Exchange (JSE) were selected as the organisation type for this study. This study was motivated by the need for public listed South African organisations to explore organisational leadership as a means to assist in differentiating their organisations from competitors, thereby enhancing organisational competitiveness. The primary research objective of this study was to investigate and establish an organisational leadership brand concept model for public listed South African organisations. The discussion of the literature covered the global and South African business context, the concepts of the nature of organisational leadership, brand and organisational leadership brand, and emminated in an exploratory conceptualisation of organisational leadership brand for public listed South African organisations. The pragmatic paradigm was used as the foundation of this study. The study adopted an exploratory, sequential mixed methods research approach, combining a qualitative emphasis and supportive quantitative research approach to conduct the exploratory research. The qualitative findings proposed the concepts: the nature of organisational leadership and organisational leadership brand, including stakeholders and these concepts served as the basis for designing the quantitative survey questionnaire. The quantitative results indicated reliable questionnaire items, and based on the exploratory statistical analysis of the multivariate linear regression equation, described the organisational leadership brand (OLB) concept exploratory model with the best fit. An integration of the qualitative findings and quantitative results provided the empirical support to achieve the primary research objective. The OLB concept model integrates the concepts of organisational leadership and organisational leadership brand. The study contributed across the methodological, theoretical and practical domains as follows: the nature of organisational leadership for South African public listed organisations was conceptualised; the elements comprising the concept of OLB for public listed South African organisations was described; the OLB concept model for public listed South African organisations describes the development of organisational leadership brand equity through four levels of organisational leadership brand equity development; and the OLB concept model for public listed South African organisations may assist by providing guidance for the senior leadership of organisations in establishing organisational leadership brand equity. Furthermore, the study’s research approach provides support for the use of a mixed methods research approach in the study of organisational leadership within the pragmatic context of business organisations / Industrial and Organisational Psychology / D. Litt. et Phil. (Consulting Psychology)