D.Com. / Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.

No description available.

Thesis (Ph. D.)--University of Toronto, 1996. / Includes bibliographical references (leaves 189-202).

A crucial limitation of research on strategic planning is that it has always viewed strategic planning as a single process in a corporation. In practice, strategic planning in complex multi-business corporations has evolved into a network of multi-level and multi-unit strategic planning processes. This makes it challenging for managers and strategists to undertake the activities needed to run those strategic planning systems effectively. The interactions between strategy practitioners as they enact those planning processes play a crucial role in determining effectiveness of the planning process as a whole. Therefore, this thesis is based on a conceptual framework that represents strategic planning as a network of collaboration amongst quasi-independent processes taking place across multiple levels and units. This thesis adopts an embedded design within two in-depth case studies and one pilot case study to examine the strategising activities, practices and interaction dynamics of strategic planning within the M-form based firms. The result articulates the dynamics of strategy practitioners’ interactions in a series of four generic interaction patterns: (1) the Bilateral Scheme, (2) the Cohesive Facilitation Scheme, (3) the Ambassadorial Coordination Scheme, and (4) the Supervisory Driven Scheme. The result also sheds light on the extended roles of strategic planning within a multi-level and multi-unit environment, and on how different actors contribute to the vertical and horizontal aspects of strategic planning. The findings of this research have implications for both theory and practice. This thesis mainly contributes to strategy as practice perspective, strategic planning literature, organisational theory, situated learning literature, sensemaking perspective on practice, power theory, and agency theory. Theoretically, this study introduces a new method for examining the practice of strategic planning based on studying strategic planning links between practitioners representing horizontally as well as vertically differentiated units. In doing so, I have represented strategic planning as a multi-unit as well as a multi-level process, and hence have been able to show how it operates as a network of collaborative relationships and activities. This extends the view of strategic planning prevailing in the literature, which portrays a largely hierarchical, vertically-based structure. Practically, the results provide managers and practitioners with an illustration of how different practitioner roles and managerial levels contribute in distinctive ways to strategic planning from both horizontal and vertical perspectives. It is apparent from my investigation of the case study firms that their planning and decentralised decision-making mechanisms are linked together heterarchically as well as hierarchically.

In reaction to intense global competition and increased customer demands, business firms are continuously engaged in activities to increase the effectiveness of their businesses. To be effective business firms must reduce costs, improve the quality of their products and respond quickly to the new opportunities in the market place. These activities often require the restructuring of such businesses. The restructuring of businesses often takes the form of strategic alliances, outsourcing, vertical integration, mergers or acquisitions. It is not only businesses that undergo restructuring, but recently also higher education institutions. The South African higher education system has undergone a complex restructuring process of merging universities, technikons, colleges and technical schools. This transformation of higher education in South Africa has been regulated by the Higher Education Act (101 of 1997). This restructuring took form of mergers between technikons and universities to form new higher education institutions and has been directed at correcting past educational discrimination and at ensuring equal opportunities for higher education. High levels of negativity, demoralization, demotivation and disempowerment due to higher-education restructuring have been reported, not only in South Africa, but also in other countries. Despite the above-mentioned problems identified in the restructuring of higher education world-wide, a lack of quantitative research appears to exist on the human dimension involved in the process. The main objective of the study is to improve the strategic management of the post-merger process at higher education institutions in South Africa by investigating what influence the present restructuring process exerts on the motivation, organisational commitment and job performance of their staff. The sample consisted of three hundred and twenty-nine (329) staff members from the three merged universities in South Africa. The empirical results revealed the following: To improve the strategic management of the post-merger process at universities, management needs to focus on the managing of organisational commitment, as it is the strongest determinant of the employees’ performance intent; To manage organisation commitment, management must manage especially the employees’ identification with the organisational culture of the new institutions; after organisational commitment, management must focus on employee motivation which includes increasing the employees’ satisfaction with their remuneration packages, their peer relations and their growth factors; and, To manage the employees’ identification with the organisational culture of the new institutions, management must manage employees’ perceptions about increased student access, successes in merger goal achievement and fairness of workload dispensations. The main contribution of the study is the empirical support produced for elements which should be focused upon in strategy execution, namely the interplay among employee job performance, organizational commitment, organizational culture identification and motivational rewards. By doing so, the study provided the empirical foundation for a model that could be used to strategically manage the post-merger process at universities.

Submitted in partial fulfillment of the requirements for the Degree of Masters in Business Administration, Business Studies Unit, Durban University of Technology, 2008. / Telkom SA, over the last decade and a half, has undergone major change in terms of the manner in which it does business. From being a state-owned company to becoming a para-statal, to being run by foreigners and, finally, being run by local leaders within the company, Telkom SA has transformed as a company. The objective of this study was to investigate the impact of change implementation on staff turnover in Telkom SA by reviewing the following key issues: The implementation of change within Telkom SA, benchmarked against international best practices; the communication of change/re-structuring initiatives by management in Telkom SA; the effect of change implementation on staff turnover; and the effect of change implementation on employee morale and retention. The rationale of this study is to allow Telkom SA management to review their current implementation strategy of change management initiatives in Telkom SA. Thereafter, it will provide guidelines for improvements in change implementation for the management of Telkom SA. Staff turnover and employee morale can negatively impact service delivery and financial performance of a company, so these recommendations are aimed at improving service delivery and financial performance. The study was descriptive, cross sectional and quantitative, involving the application of a questionnaire, via e-mail and personal interviews, with a sample of staff from the core planning section in the Network Infrastructure Provisioning division, where a high staff turnover rate existed. The questionnaire focused on assessing the impact of the implementation of change management processes on staff turnover at Telkom SA and was developed from the literature review. Data was analysed using the Statistical Package for the Social Sciences (SPSS), Version 15 for both descriptive and inferential statistics. The findings show that a significant percentage of respondents were v vi dissatisfied with the way management had handled issues related to change implementation, communication, turnover, morale and retention. With this in mind, recommendations on ways to reduce the impact of the key issues on the organisation were made. These included the recommendation of lean methodology in order to deal with the first three key issues, namely, implementation, communication, and turnover. Thereafter the ‘four cores of credibility’ model was recommended to improve employee morale. Finally recommendations were made on ways to improve employee retention. The overarching issue that has come to light is that although management is, to a degree, communicating change implementation, there is a noticeable lack of engagement with employees. The onus, therefore, lies with leadership to lift the levels of engagement with employees, thereby reducing the impact of change implementation on the organisation by increasing the level of transparency in the organisation. Improving communication would lead to improved trust, which would then result in improved employee morale, ultimately leading to a reduction in the staff turnover rate.

The management of physical healthcare assets is vital for efficient delivery of healthcare services along with improving quality and productivity, amidst significant structural and funding re-organisation within the NHS. Capital allocations are under pressure and advanced strategic planning of healthcare infrastructure is required to maintain services. In doing so, the complexity of multiple interacting systems and mixed stakeholder expectations and competencies need to be addressed. The relationship between stakeholder public consultation and estates strategy development in theory and practice is poorly understood and further theoretical development is required to advance our knowledge in Strategic Asset Management (SAM). This thesis adopts an interpretivist paradigm, and an abductive approach with a case study design methodology. Data were collected from six case studies comprising 91 participants (focus groups and workshops); 6 unstructured interviews; 907 questionnaires; and observations resulting in over 30 hours of transcribed data, along with web-based document analyse (desk studies) within 149 NHS Trusts. The data were further analysed using thematic analyses. Findings reveal how localised conditions within individual healthcare Trusts influence the ways in which national initiatives are interpreted and incorporated; these impact existing ways of developing an estates strategy and in some cases, have implications on the usability of associated healthcare infrastructure spaces. This had clear implications on existing SAM practice, which were diverse, driven by individual project team competencies and associated project management practice. In practice, more focus was given to technical competencies (knowledge of SAM datasets and tools) and behavioural competencies were downplayed. Thus, the integrative Strategic Asset Management (iSAM) framework developed in this research, established a unique baseline to develop SAM plans from a complex interaction of care, estates and transport, providing a valuable resource for healthcare planning teams. Stakeholder consultation should be selective (representative sample) and the content of consultation should be appropriate at various SAM stages. Trusts should clearly indicate how their plans have been influenced, given the feedback from stakeholder consultation. Thus, moving it from a tick box exercise, to one that adds value in the decision making process. Empirical findings revealed that although literature promoted tools and methods to facilitate SAM, in practice, these were hardly used and most teams within English healthcare Trusts were not aware of best practice tools and solutions. Structuration theory was further used as a heuristic device to theoretically triangulate the empirical findings and contribute to a nuanced understanding of SAM within healthcare Trusts. In doing so, a middle range theory for integrative SAM (iSAM) was developed. It revealed that a dynamic system of individual action and organisational structure both constrained and enabled SAM. It was evident that the process of SAM is an open, emergent process of sense making rather than a pre-determined and closed process following prescriptive rules. This thesis has advanced knowledge in SAM and has raised the importance of front end project management within English healthcare Trusts. The new integrative and interdisciplinary iSAM framework facilitates the development of estates strategy and stakeholder consultation decision-making within healthcare Trusts.

This thesis is a case study of six organisations and two pilot organisations to investigate the implementation of strategic planning in small charitable organisations in the voluntary sector in Edinburgh. The case studies utilised semi-structured interviews, observations and questionnaires on multiple occasions over a two-year time period. The data collected provided insight into the financial management systems utilised by these organisations and the training level attained by the financial person of each of the organisations. The findings supported the concept that the more developed the training of the financial person, the more developed the level of planning attained and the more complex the funding arrangements accessed by that organisation become. The research also supported the position that the barriers to planning were the same barriers that have been previously noted in the literature as indigenous to the voluntary sector: time, money, resources, and communication. In addition, the research developed evidence to support a listing of characteristics which are indicative of when an organisation is ready to plan more strategically. These include such items as a teamwork approach, knowing the staff and their backgrounds, knowing and planning for the training needs of staff, supporting the staff, and developing in the staff the feeling that they can talk to their supervisor. The research also developed that there are certain general characteristics, such as being aware of changes in the law, having, and being perceived to have, fair and up to date policies and procedures as being indicative of an organisation which is ready for the changes intrinsic in the implementation of strategic planning models involving continuous improvement such as the EFQM Excellence Model®. Although the organisations are not opposed to planning in general and strategic planning in particular, the need for survival by conforming to the requirements of funders takes precedence over longer term planning. Part of the impetus for this behaviour is the evocative behaviour of supporting 'the cause' for which they were founded. Frequently in the voluntary sector, 'the cause' also involves working with vulnerable groups of people. The limited progress observed in their strategic planning indicated that the period of time available for observation was too short and the measurements needed to be taken too soon.

In recent decades, there has been increasing consensus that sustainable urban development is critical to the future of human societies and planetary systems. The effects of population growth and the environmental impacts of human activities are evident around the world, observable not only in the rapid urbanisation of many large cities, but also in small-medium conurbations, rural communities, and even uninhabited areas. For this reason, sustainable urban development is the theme of this licentiate thesis. The thesis focuses on the role of municipal organisations, the ways in which processes to develop strategies and policies addressing urban sustainability are organised, and how other stakeholders participate in such processes. The thesis concludes by presenting a new conceptual framework that aims to inform such strategic processes - the “five factors” influencing strategic planning processes for urban sustainability in municipalities. The five factors concern the capacity of municipalities and others to act for urban sustainability; their mandate to do so; the resources available to them; the scope of their processes and intended outcomes; and their will, individually and collectively, to pursue urban sustainability. The “five factors” concept may aid future analysis of urban sustainability processes, both in planning and implementation. The “five factors” are based upon the findings of the three appended papers and the synthesis of their results in this thesis. The first and second papers present studies of energy and climate strategy planning processes in Swedish municipalities active in a national programme, the Sustainable Municipality (Uthållig kommun). Paper 1 focuses upon the organisation of processes to develop energy and climate strategies, whereas Paper 2 reflects upon the experiences of participating stakeholders in such processes. The two papers build upon existing theoretical frameworks and present empirical data from case studies of five municipalities, based on document studies, interviews and comparative analysis, in order to make conclusions about the advantages and disadvantages of variations in the form and composition of energy and climate planning (e.g. that early involvement of stakeholders results in more comprehensive strategies). In contrast, Paper 3 presents analysis of a multidisciplinary sample of academic journal articles addressing “urban sustainability” and published during the period 2011-2012. As such, this paper focuses on how urban sustainability is practiced, observed and represented in academic literature, and considers different issues that arise as a consequence (e.g. a lack of analysis of urban sustainability governance processes in municipalities). Whereas Papers 1 and 2 observe practice, making insights with reference to specific theoretical perspectives, Paper 3 provides overview and identifies wider challenges and opportunities for research on the theme of urban sustainability. Together, the three papers highlight a number of issues that influence the development of municipalities’ strategic work for urban sustainability – the five factors. / På senare år har konsensus att hållbar stadsutveckling är kritisk-för jordens och mänsklighetens framtid vuxit fram. Effekterna av befolkningstillväxten och människors påverkan på miljön syns runt om i världen, och är inte bara märkbar i många stora städer utan även i mindre städer, på landsbygden och till och med i obebodda områden. Därför står i hållbar stadsutveckling i fokus i denna licentiatavhandling.Avhandlingen fokuserar på kommunorganisationens roll i hållbar stadsutveckling och organisering av processerna att utveckla strategier och politik som syftar till hållbar stadsutveckling. Utöver det har även deltagandet av andra aktörer i sådana processer studerats. Avhandlingen avslutas genom att presentera ett nytt begrepp som kan underlätta strategisk planering, nämligen ”de fem faktorerna”.De fem faktorerna är kommuners/aktörers kapacitet att arbeta för hållbar stadsutveckling; deras mandat att driva hållbar stadsutveckling; tillgängliga resurser som får disponeras; processernas omfattning och önskat utfall; och den individuella- och kollektiva viljan att uppnå hållbar stadsutveckling. Femfaktorsbegreppet skulle kunna bidra till framtidsanalys av hållbara stadsutvecklingsprocesser, i såväl planering som genomförande. De fem faktorerna bygger på slutsatser från licenciatsavhandlingens tre artiklar samt en syntes av dessa.Den första och andra artikeln presenterar resultaten från ett forskningsprojekt som granskade processerna kring framtagande av energi- och klimatstrategier i kommuner som deltog i det svenska nationella programmet Uthållig kommun. I första artikeln ligger fokus på organiseringen av processerna, medan erfarenheterna av deltagande intressenter reflekteras över i den andra artikeln. De två artiklarna bygger på befintliga teoretiska ramverk och presenterar en mängd empiri från fem kommuner, som erhållits genom t.ex. dokumentstudier, intervjuer. Utifrån detta harslutsatser dragits kring för- och nackdelar i utformningen av planeringsprocesser för energi- och klimatstrategier, t.ex. att processer som involverar intressenter tidigt även resulterar i strategier som är mer omfattandeI den tredje artikeln presenteras resultaten av en multidisciplinär litteraturundersökning. Vetenskapliga artiklar som handlar om ”hållbar stadsutveckling” och publicerade under perioden 2011-2012 står i fokus. Artikeln syftar till att bättre förstå hur hållbar stadsutveckling tillämpas i praktiken, hur det beaktas, hur det representeras i den akademiska litteraturen, samt vilka effekter som uppstår på grund av denna representation, såsom t.ex. ett brist på analys av governance processer för hållbar stadsutveckling i kommuner. Medan de första artiklarna behandlar praktiken med hänsyn till specifika teoretiska perspektiv, syftar den tredje artikeln till att ge en överblick och identifiera utmaningar och möjligheter inom forskningen för hållbar stadsutveckling. Tillsammans illustrerar de tre artiklarna ett flertal aspekter som påverkar utvecklingen av kommunernas strategiska arbete för hållbar stadsutveckling – de fem faktorerna.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Research in the field of strategy execution ability is limited with most strategic fields referring to execution only as an afterthought. In addition, failure rates in strategy implementation are extremely high. Even when strategy is implemented, organisations still fail to capture most of the value defined in the measures of success. This research assignment investigated current literature on strategy execution factors, models and frameworks to gain an understanding of the thoughts and findings dominant in this field. The common traits within this field were established in order to create focus areas for further research. Therefore, this investigation of the various attributes can be leveraged for strategy execution ability to create insights into their nature and the thinking patterns accompanying them. Many of the already established models and frameworks offer strategy execution as a process with flow. This research focused on the attributes that organisations can use to define strategy execution ability as an organisational competence. The attributes identified are grouped into three processes namely the strategy, people, and operations process. These processes operate in the organisation’s internal as well as external environment each with attributes offering strategy execution ability if managed well. To conclude, this study found that strategy execution ability is created by the combination of attributes that an organisation have at its disposal, specifically set up to enable strategy execution where, when and how it is required.