The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))

Text in Afrikaans / Hierdie studie is onderneem om die invloed van die veranderingsproses op die funksionering van 'n welsynsorganisasie te bepaal. 'n Literatuurstudie en empiriese studie is onderneem. Die navorsing het aangedui dat die redes vir verandering hoofsaaklik ekstern van aard is, dat 'n hoe persentasie respondente nie altyd die noodsaaklikheid of rede vir verandering verstaan nie, en dat die meerderheid die kommunikasieproses en deurgee van inligting nie altyd duidelik beleef nie. Die ondersoek dui verder aan dat die motivering van grondvlak maatskaplike werkers deur die bestuurders nie onderskat moet word nie. Die deurgee van inligting is positief ervaar, maar die werkers sou meer ondersteuning daarvan van die bestuur wou ervaar. Tydens die studie is daar 'n beperkte mate van weerstand gevind. Weerstand by werkers word egter beperk indien hulle ervaar dat hulle deel van die proses is, voorberei word op verandering, sekuriteit nie be"invloed word nie en hulle oor die nodige redes vir verandering ingelig wor / The purpose of this study was to establish the influence of the process of change on the functioning of a welfare organisation. A literature and empirical study was done. Research showed that reasons for change were primarily of an external kind, that a high percentage of respondents not always understand the necessity or reasons for change, and that most of the respondents experienced the communication channels and information not always as open and clear. The research shows that motivation of ground level social workers by managers must under no circumstances be under-estimated. The way in which information was given, was experienced positively, but workers needed more support with it from management. During the research a limited degree of resistance was further found. Resistance experienced by workers became less when they were part of the process, are prepared for change, their security not threatened and the reasons for change are known to them. / Social Work / M. Diac. (Maatskaplike Werk-rigting)

The purpose of this research was the evaluation of the American Strategic Duration Perspective, generally accepted and often criticized for being performance based shorttermism, to the detriment of its long term economic sustenance. The study sampled three hundred and thirty one corporate strategic leaders in three categories, namely; American, Japanese and Japanese-American. The survey instrument was a written, cross sectional, questionnaire. The study evaluated the American Strategic Duration Perspective in contrast to; the Japanese Strategic Duration Perspective, generally accepted as long-termism, secondly, by measuring Japanese-American SDP. adaptation made in relation or response to the American Operating Environment. The traditional Japanese-American Strategic Duration Perspective is Japanese long-termism. Thus, JapaneseAmerican SDP. adjustment to the American Operating Environment would "objectively' demonstrate whether the American Strategic Duration Perspective was an appropriate subjective (Japanese-American) perception or not. The data reflected that not only had the Japanese-American sample become more American in Strategic Duration Perspective, but that the Japanese had themselves shortened their SDP. "independent" of the American Operating Environment. These facts supported the status quo American Strategic Duration Perspective. Further, the shortening of Strategic Duration Perspective by the Japanese sample reflects a broader, global trend toward an increasingly RealTimestrategic management model / Economic and Management Sciences / D. BL.

Text in Afrikaans, summary in Afrikaans and English / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses moet dryf en dat die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat verandering vanwee ekstreme invloede wel voorkom. Verwarring ten opsigte van wie die rol en verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit, toeganklikheid en objektlwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit organisation. A literature and empirical study were conducted. Literature indicated that change in organisations is a reality and that organisations need to appoint change agents in order to facilitate the change process. Research has shown that change in not-for-profit organisation was caused by external influences and indicated that confusion exists as to whom the role and responsibility of change agent belongs to. Respondents indicated that they were generally positive about the frequency and way in which change was communicated but they indicated both positive and negative behavioral reactions to change. The transformational leadership style is highlighted as the best leadership style to manage change. The transformational leadership style with leadership behavior such as integrity, approachability and objectivity motivates respondents to participate in the change process. Research also indicated that respondents have leadership potential and have a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation. / Social Work / M.Diac. (Maatskaplike Werk-rigting)

Momentous choices and opportunities have opened up in South Africa since a settlement was successfully negotiated and a new political and constitutional dispensation was created. Events such as the constitutional negotiations and the establishment of reconstruction and development initiatives have placed a renewed emphasis on development management, process facilitation and the development of policy. This study provides an overview of the broad field of policy studies and specifically focuses on policy process models. In particular, this study centres on the further development of the generic process model and provides an overview of the application thereof to the operational environment. From this, simulation exercises and case study material have been developed as policy learning methodologies. Institutional arrangements for policy processes and the institutionalisation of policy and related support capacities at intergovernmental and organisational level receive particular attention. The study demonstrates the application of the generic process model by applying the framework to a case study based on the provincial demarcation exercise. This study concludes that policy management, as a cross-cutting, lateral methodology, in conjunction with similar methodologies, such as strategic planning, research methodology and project management, should be regarded as a critical tool, by the academic community and development practitioners alike, for improving the decision-making capacity of government, the private sector and civil society. / D.Litt. et Phil. (Development Administration)

The purpose of this study was to explore the practices and processes executed by middle managers as practitioners during the implementation of strategy. In order to do that, this study investigated the problem of strategy implementation, analysed existing literature, identified the gaps, and explored the roles of middle managers in terms of strategy practices and processes, specifically in the South African Defence Evaluation and Research Institutes (DERI) context. Resources, time and effort are applied to formulating strategy but less of these to the execution of the strategy which includes the emotions, motivations and actions that are intangible during the implementation of strategy. The study therefore attempts to answer the following research question: What practices and processes are employed in strategy implementation in DERIs in South Africa? The literature study was undertaken with the objective of mapping the research problem and to highlight, through critical discussion, the latest work done on the subject of this study. The gap in relation to research work was identified and the contribution is clear that not much work has been done in this environment. Research is a systematic process where information on a specific topic is gathered in order to increase understanding of that phenomenon. A qualitative study was performed and data was obtained from several institutes through interviews, documents and questionnaires in order to build a rich database that could be analysed for the required output. Engagement with the first level of management as well as the next level management teams ensured that a representative population group was used during this study. The data was organised, categorised, interpreted, identified, synthesised and generalised. The quotations identified from the text were coded through inductive coding and grouped into categories until a logical theme, category and concept was formed. The objective of this research was to investigate, identify and understand what the strategy practices and processes are that make highly technical and scientific institutes execute strategies successfully. The study provided insight into and clarity on the complexity of the strategy implementation process as executed by middle managers, particularly in the South African context. The link was explored between formulation and implementation as applied by middle managers as practitioners and the practices and processes in use were identified. It was demonstrated that the outcome of this research is applicable to the research problem and also provides an understanding of the phenomenon, namely strategy practices and processes in use at the Defence Evaluation and Research Institutes. It can therefore be concluded that the research objective was achieved. / Business Management / D.B.L.

This study investigated the planning, implementation and monitoring of sustainability principles in Buffalo City Municipality (BCM), in the Eastern Cape Province. It also analysed how reporting on sustainability principles was done at this municipality. The research was conducted as a qualitative case study that used analyses of documents, questionnaires and interviews to gather data. All respondents were involved with BCM, some as municipal officials in key positions in the different directorates and others as councillors. The study was contextualised within the area of sustainable development at local government level. The focus was on how the mandate of sustainable local development at local government level was met in BCM. The focus was on the planning, implementation and monitoring of stipulations of Local Agenda 21 and sustainability principles. The study focused on the provision of basic services; inter-generational equity; integration of economic, social and environmental aspects; community involvement; institutional capacity building; partnerships, and global links. The study established that Buffalo City Municipality incorporated sustainability in its vision. There was a lack of common understanding of the meaning of sustainability. Sustainability principles featured prominently at the integrated development planning phase but were less explicitly mentioned in the implementation, monitoring and reporting phases. Sustainability principles were subsumed in the developmental goals of the municipality. The study also highlighted the need for a strategy to have an institution-wide implementation of sustainability principles which would incorporate raising awareness about sustainability and its value.

This research study evaluated and assessed the extent to which strategic management processes integrated economic, environmental and social sustainability elements in the fiveyear strategy (2012) of Elundini Local Municipality (ELM). The study focused on three areas of strategic management, that is, environmental analysis, strategic direction and strategy formulation. The study also looked at possible reasons for sustainability integration in ELM strategy or lack thereof and also recommended possible solutions. The literature reviewed revealed that there was adequate basis for municipalities to integrate sustainable development in their strategies even though sustainability was noted as an evolving, complex and changing phenomenon. Local Agenda 21 principles, national legislative & policy framework, regulations and other relevant guidelines were found to be adequate for municipalities to develop credible sustainability strategies. The objectives of the study were achieved by data collected through the review of existing literature; the review of ELM Five Year Strategy (2012-2017); and SIAT-based questionnaires that were filled in by ELM employees. The results of the study showed that economic and social sustainability activities were identified most in the ELM strategy compared to environmental sustainability. The study then mainly recommended the review of the current strategy in order to improve all areas of strategy formulation; introduction of Economic, Social and Environmental sustainability – Strengths, Weaknesses, Opportunities and Threats (ESEs-SWOT) for internal analysis as an improvement of SWOT analysis; introduction of Sustainability Integration and Strategic Management Framework (SISMF) as an improvement to existing framework.

Abstracts in English, Zulu and Afrikaans / The stakeholder instrument (SI) is a conceptual framework developed to complement integrated reports for value creation, transparency and accountability. It is a tool developed specifically for stakeholders to have an understanding of the integrated reports and assist them in making informed decisions. Currently, integrated reports fail to provide meaningful insights into organisations’ performance and its strategy focus, thus making it difficult for stakeholders to understand the contents of the integrated reports. The research illuminated pertinent variables synonymous with value creation. The study involved analysis of data from 42 companies trading on the Johannesburg Stock Exchange and administration of 80 questionnaires on randomly selected respondents. Significant and positive correlations between value creation and the attributes namely integrated reports; corporate governance and financial measures were established. Contributions: The results of the empirical study provide significant perceptions into the process of stakeholder value creation. The study established the significance of complementing the integrated reports in creating stakeholder value. The study, further, authenticated the stakeholder instrument as a distinct antecedent of value creation. The study further illuminated the attributes that matter to the stakeholders and assist with effective decision-making and value creation. / Ithuluzi lababambiqhaza wuhlaka olwenzelwe ukweseka nokuthasisela phezu kwemibiko edidiyelwe ukuze kuthuthukiswe ukuhlomula nokubhekelelwa kahle kwababambiqhaza (value creation), ukusebenza ngokusobala kanye nokuphendula. Leli yithuluzi elenzelwe ukuqinisekisa ukuthi ababambiqhaza bayayiqonda imibiko edidiyelwe (integrated reports) futhi libalekelele ukuthi bathathe izinqumo eziphusile emva kokuhlonyiswa ngalo lonke ulwazi olungaba wusizo kubona. Njengamanje, imibiko edidiyelwe iyahluleka ukuhlinzeka ngolwazi olubonisa ukuqonda okujulile ukusebenza kwezinhlangano kanye namaqhingasu ezigxile kuwona izinhlangano, futhi-ke lokho kwenza kube nzima kubabambiqhaza ukuqonda ulwazi oluqukethwe yimibiko edidiyelwe. Ucwaningo lwahlonza ama-variable afanelekile ahlobene kakhulu nokuhlomula nokubhekelelwa kahle kwababambiqhaza. Ucwaningo lwabandakanya ukuhlaziywa kwedatha eyaqoqwa ezinkampanini ezingama-42 ezihweba ku-Johannesburg Stock Exchange futhi kwakhishwa amaphepha-mibuzo angama-80 anikezwa ababambiqhaza abaqokwa ngaphandle kokulandela indlela ethile ehlelekile (randomly), ukuze bawaphendule. Ucwaningo lwaveza ukuba khona kobudlelwano obunohlonze phakathi kokuhlomula nokubhekelelwa kahle kwababambiqhaza kanye nezicibunjalo zenkampani, okusho, imibiko edidiyelwe, ukuphathwa nokulawulwa kahle kwenkampani kanye nezinyathelo eziphathelene nezimali. Ulwazi olusemqoka olwakhiqizwa wucwaningo: Imiphumela yocwaningo oluphathekayo futhi olusekelwe phezu kwezinto ezibonakalayo (empirical study) ihlinzeka ngolwazi olunohlonze oluzolekelela ekuqondeni inqubo yokuhlonyuliswa nokubhekelelwa kahle kwababambiqhaza. Ucwaningo lwabonisa ukubaluleka kokweseka kanye nokuthasisela phezu kwemibiko edidiyelwe enqubweni yokuhlonyuliswa nokubhekelelwa kahle kwababambiqhaza. Ithuluzi lababambiqhaza laqinisekiswa futhi njengethuluzi elicacile eliwusizo olukhulu ekuhlonzweni kobudlelwano obuphathelene nokuhlonyuliswa nokubhekelelwa kahle kwababambiqhaza. Futhi ngaphezu kwalokho ucwaningo lwahlonza izicibunjalo ezibonwa ngababambiqhaza njengezibalulekile futhi ezilekelelayo ekuthathweni kwezinqumo ngobunyoninco kanye nasekuhlonyulisweni nokubhekelelwa kwababambiqhaza ngendlela efanele. / Die belanghebberinstrument is 'n konseptuele raamwerk wat ontwikkel is om geïntegreerde verslae vir waardeskepping, deursigtigheid en aanspreeklikheid te komplementeer. Dit is 'n instrument wat spesifiek ontwikkel is sodat belanghebbers die geïntegreerde verslae kan verstaan en om hulle te help om ingeligte besluite te maak. Tans bied geïntegreerde verslae nie betekenisvolle insig in organisasies se prestasie en hulle strategiefokus nie wat dit dus moeilik maak vir belanghebbers om die inhoud van geïntegreerde verslae te verstaan. Die navorsing identifiseer toepaslike veranderlikes wat sinoniem is met waardeskepping. Die studie het ontleding behels van die data van 42 maatskappye wat op die Johannesburg Aandelebeurs sake doen en die administrasie van 80 vraelyste aan respondente wat ewekansig geselekteer is. Beduidende en positiewe korrelasies tussen waardeskepping en die attribute, naamlik geïntegreerde verslae, korporatiewe beheer en finansiële maatstawwe, is geskep. Bydraes: Die resultate van die empiriese studie verskaf beduidende persepsies van die proses van belanghebberwaardeskepping. Die studie het die belang van die geïntegreerde verslae om belanghebberwaarde te skep, daargestel. Die egtheid van die belanghebberinstrument is ook as 'n kennelike antesedent van waardeskepping bewys. Die studie het ook die attribute geïdentifiseer wat vir belanghebbers saak maak en wat help met effektiewe besluitneming en waardeskepping. / Graduate School of Business Leadership / D.B.L.

While it is acknowledged that CI is important to SMEs, it is not being practiced optimally in SMEs. The study of CI in SMEs has not been as well documented as it has been in larger enterprises. Moreover, there is no evidence of CI awareness and practices in SMEs. The purposes of this study are to, establish the level and extent of awareness and practices of CI in SMEs, identify the challenges SMEs face in implementing CI, and equip SMEs for decision making in order to help SMEs to gain competitive advantage in a turbulent global market and to enhance their economic growth. This research indicates that SMEs are aware of CI. It also indicates that while SMEs practice CI, they do so informally. It also shows that CI provides competitive advantage to SMEs. / Business Management / M.Com. (Business Management)