The present landscape presents numerous challenges for the firms operating in this 21 st century arena, as it is quite volatile. This landscape is global in nature, as the barriers to competition have been broken down between countries. The challenges of the global economy are immense. Strategic leadership emerges as the most effective way through which firms can achieve satisfactory performance in this competitive landscape. As companies attempt to sustain competitive advantage so as to maintain strategic competitiveness and earn above average returns, they need to practice effective strategic leadership. The aim of this paper is to establish how firms could use effective leadership to ensure that they are able to deal with the challenging situations facing them. Only through this, can they respond appropriately and quickly in the complex global competitive environment. The challenges facing companies of the 21 st century will be identified. Namibia Breweries Limited will be used as a case study of a firm in the developing world currently facing enormous challenges due to globalisation. Various analytical tools will be used to determine the company's competitive position. Also, the company's competitiveness will be evaluated against that of its major competitor, South African Breweries. The role strategic leadership could play to enable Namibia Breweries Limited to maintain competitiveness while facing the challenges of globalization will be established. The model by Hitt, Ireland, and Hoskisson will be adopted. These authors have come up with a model that highlights six critical components for effective strategic leadership. When a company's leadership effectively complete the activities called for by these components, they can become a source of competitive advantage. Furthermore, strategic leadership can be a source of competitive advantage for firms when competitors find it difficult to understand and imitate the processes involved with it. This advantage is significant, as it would enable firms to achieve strategic competitiveness. The study will establish how Namibia Breweries Limited could implement these components to achieve effective leadership, given their particular environment and the particular challenges facing them. Recommendations are made on how Namibia Breweries Limited can implement the components to improve on its competitiveness, using the proposed model. Suggestions are made with regard to what the company could do to ensure they maintain a good strategic position. The analysis indicates that the company, Namibia Breweries Limited, faces a giant in the industry. The South African Breweries presents major competition to the Namibian breweries and the leadership has a big role to play to ensure that the company maintains strategic competitiveness and is able to earn above average returns despite the major challenges it faces. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2005.

DS Leathers, a leather manufacturing venture is faced with a challenge of penetrating the highly competitive leather industry. This study attempts to investigate what it will take for DS leathers to succeed, how can DS Leathers become more effective than its competitors in creating, delivering and communicating customer value? The study investigates the needs of DS Leathers prospective customers, analyzes the leather industry dynamics, key success factors and DS Leathers resources. A customer-focused company first investigates what its potential customer's desires are, and then builds the product or service. It was therefore pertinent for DS Leathers to pursue this exercise in order to be able to make informed strategic marketing decisions. The study lays a foundation and a framework for DS Leathers marketing management by reviewing a set of core concepts that are perceives as being fundamental to creation solid foundation for successful marketing. Concepts discussed include the development of marketing strategies and plans, capturing marketing insights, connecting with customers, building with strong brands, shaping market offering, delivering value, communicating value and creating long - term growth. The findings are that the industry is highly competitive with a lot global players. It is recommended that DS Leathers should focus on footwear and furniture segments, initially supplying the local government whilst developing its skills and its brand. The conclusion reached is that DS Leathers can achieve success by investing towards its attitudinal resources and superior skills, developing them into distinctive competencies for delivery of superior value. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Although higher educational institutions the world over are beginning to recognize the importance of knowledge management, such institutions are still on the “very first steps of the long ladder” in addressing, evaluating and implementing the benefits of knowledge management with particular reference to the human resource management sector. Knowledge management is a viable means through which higher educational institutions could gainfully capitalize on its intellectual and social capital. Implementing knowledge management principles could bring about improved human resource efficiency and effectiveness and a resultant improved performance at higher educational institutions fostering a culture of excellence. Institutions of higher learning should therefore embrace knowledge management principles and practices in order to adequately address the challenges in a society that is becoming increasingly knowledge based. Relevant knowledge for human resource managers could be located at three different places. Individual knowledge is acquired through personal work experiences. Secondary knowledge could be attained through others insights, experiences and perceptions. Finally, much valued codified knowledge could be found in knowledge repositories. The realistic value of knowledge could be derived through the combination of all three approaches. Against this backdrop, this study explores knowledge management as a strategic tool for human resource management in higher educational institutions. Specifically, the dimensions such as organizational culture, organizational performance, technology, management support, and the institutions mission and vision will be evaluated to understand knowledge management within higher educational institutions. A questionnaire/survey was administered to a sample representing senior, middle and junior human resource managers at selected higher educational institutions in South Africa, Mauritius and India. In addition, a semi-structured interview was conducted with executive managers responsible for the human resource function in the higher educational institutions. The study investigated the impact of policies, systems and processes that the higher educational institutions implemented in support of knowledge management and knowledge sharing. A triangulated research approach was adopted through the administration of survey questionnaires amongst human resource managers, conducting semistructured interviews with executive managers, and a comprehensive literature review backed up with a review of the findings of similar studies. The outcomes of the study demonstrate that significant benefits could be derived by HEI’s in adopting an integrative approach between the human resource and knowledge management functions. The research results provide convincing arguments to support the integration of human resource management and knowledge management initiatives in HEI’s and affirms the assumption that these two disciplines are mutually inclusive. Whilst the HRM function at HEI’s have demonstrated that they have the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realize the full benefits of this endeavour. The research culminates in providing important recommendations and guidelines, as well as the development of an integrated normative model on how human resource departments at higher educational institutions could embrace knowledge management as a strategic human resource management tool. The study confirms that an effective knowledge management strategy for human resource management that is aligned to the organizations’ strategic objectives is imperative in the 21st century organizational era, and more specifically for higher educational institutions in South Africa. / Thesis (Ph.D.)-University of KwaZulu-Natal, Westville,

Strategic management is regarded as one of the highest forms of management activities in the South African government. Consequently it is mandatory for Heads of government departments to develop strategic plans for their departments. Despite compliance to the strategic management framework as prescribed through the Public service regulations and the Treasury regulations, service delivery targets as set out in these plans are often not achieved. This also results in the underspending of monies budgeted for the delivery of basic government services. This paper presents the findings of the study undertaken to evaluate the effectiveness of strategic management in the public service. The study employed a qualitative approach in the form of a case study research method targeting the Department of Local Government and Housing in Limpopo provincial administration. It is evident from the findings that the department is comprised of a number of elements or organizations within its environment that it is dependent on for it to achieve its objectives, and that some of these organizations are in turn dependent on the department to achieve theirs. This makes the department and organizations within its environment typical complex adaptive systems in that for them to achieve their goals, they need to adapt to one another. Failure to meet strategic plan targets in the department is attributed to (1) the government prescribed strategic choice and linear approach to strategic management that does not take into account the complexity and uncertainty of the department’s environment and the views of stakeholders; (2) the capability of management to perform the strategic management function which is questionable, (3) lack of a systems thinking approach in the department, and (4) ineffective strategic control. The study recommends a strategic management model for the Public service that will encourage management to see the department as a system that is influenced by and also influences other systems within its environment to achieve its objectives. This will facilitate the interactions between the department and its stakeholders during the formulation of strategies and the implementation thereof. Key Words: Strategic management, strategic plan, strategic formulation, strategic implementation, strategic control, complexity, complex adaptive systems, organization, strategy, systems thinking, environment, public service, resources and uncertainty. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.

21st century human resource (HR) managers face new challenges that require the management of employee resources and the management of information resources overload to support human resource management (HRM). The proposed research will examine the integrated approach that could be adopted by human resource information systems (HRISs) to identify, classify, store and evaluate human resource information assets to meet the strategic needs of HRM in the 21st century organisational era. The information assets may include databases, documents, policies, procedures, as well as the un-captured tacit expertise and experience stored in individual’s heads, in the form of knowledge. We live in an information economy powered by the human capacity to create value out of knowledge – an intangible asset that is referred to as Due to scarcity in natural resources, modern and knowledge organisations increasingly depend on the knowledge contained in the organisation to succeed and remain competitive. This study examines the perceptions of Human Resource Information System usage for knowledge management in the context of human resource management. Data for the study was obtained from a sample of 70 human resource employees employed at retail organisations within South Africa. The data was quantitatively analysed using descriptive and inferential statistical techniques. The study indicated uncertainty about the use of HRIS functions while the respondents agree with using technology as a tool for sharing information. The concept of knowledge was explored as a strategic asset for the organisation to capitalise on as a competitive advantage, and the study explained that while HR employee’s value and recognise the various forms of the knowledge assets within employees, HR employees were uncertain about knowledge challenges. Although knowledge is generally shared within organisations, the benefits must be further explained in order to gain commitment and support. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

The purpose of this research was to explore how a medium-sized, not-for-profit social services organization could strategically engage culturally diverse women in Canada between the ages of 30-50 in activities that would help to achieve the organization's strategic objectives. Research was related to determining the current state of engaging this population and the actions SOS could take to enhance engagement. Action research involved staff, volunteers, donors and representatives of other organizations. Research findings revealed a connection between engaging stakeholders and growing the organization, in particular engagement through dialogue on issues associated with orphaned and abandoned children using methods that address the diverse preferences of this population. Recommendations included targeting corporate marketing and communication efforts to create meaningful interactions, creating messages centred on issues, and developing organizational capacity to strategically plan and manage this kind of stakeholder engagement. This study was of minimal risk and adhered to RRU Ethical Guidelines.

The general aim of this study was to develop a strategic plan for a company in the dust suppression industry. Currently there is no formal process documented or analysis done within the company regarding strategic planning due to the company being founded, extensive growth taking place year on year and the urgent need for the operations to be established, in order for the company to start selling their products and services. The study was conducted among a sample of 45 junior, middle and senior management employees within this company. The data collected from the participants were collected personally via interviews and a strategic planning questionnaire and recorded electronically by the Statistical Consultation Services at the North–West University and the data were analysed by means of the Statistical Package for Social Sciences (SPSS V18). In addition to the structured questionnaires, management was also interviewed to assess their views on the strategic planning at the company. The results and findings indicated that there was some strategic planning actions lacking and that formal strategic planning that defines objectives and assessment of the various situations within the company, are not properly performed. The author was however able to evaluate and determine where the company is going over the next three years. The study draws a number of conclusions and makes recommendations with regard to strategic planning, one of which is that the company should follow a more structured and formalised approach. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

The general aim of this study was to develop a strategic plan for a company in the dust suppression industry. Currently there is no formal process documented or analysis done within the company regarding strategic planning due to the company being founded, extensive growth taking place year on year and the urgent need for the operations to be established, in order for the company to start selling their products and services. The study was conducted among a sample of 45 junior, middle and senior management employees within this company. The data collected from the participants were collected personally via interviews and a strategic planning questionnaire and recorded electronically by the Statistical Consultation Services at the North–West University and the data were analysed by means of the Statistical Package for Social Sciences (SPSS V18). In addition to the structured questionnaires, management was also interviewed to assess their views on the strategic planning at the company. The results and findings indicated that there was some strategic planning actions lacking and that formal strategic planning that defines objectives and assessment of the various situations within the company, are not properly performed. The author was however able to evaluate and determine where the company is going over the next three years. The study draws a number of conclusions and makes recommendations with regard to strategic planning, one of which is that the company should follow a more structured and formalised approach. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

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This thesis explores in detail intuition or the often neglected, non-analytical aspects of the strategic decision-making process.  In doing so, it makes a significant contribution to the existing body of knowledge on strategic decision-making. In order to fully explore the strategic decision-making process, analysis (analytical aspects) and the interaction of both intuition and analysis are also considered.  Companies involved in the present study are classified according to three types based on the results:   Analytical, Intuitive and See-Saw.  This forms a useful means of comparison between companies. A model is developed drawn from the empirical analysis, which highlights that there are various aspects within the organisational and industry environment, including analysis and intuition, which influence inter-organisational variation in strategic decision-making.  Variation in the strategic decision-making process is important to consider because it may be a source of competitive advantage for individual companies.  The applied implications of the model are also discussed. The upstream oil and gas industry, a dynamic environment characterised by uncertainty, provided the setting for the current study.  Data was collected in both Australia and the U.K.  Fifty face-to-face interviews were conducted within eleven operators and one serve company.  This information was also supplemented with documentary material.  Grounded theory (Glaser and Strauss, 1967) provided the research strategy.  It is intended the empirical results will increase the clarity and understanding of the strategic decision-making process, ultimately leading to better and more informed decisions being made.