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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
11

A psycho-educational model for the development of inner strength of entrepreneurs in Southern Africa

Hattingh, Rene 31 March 2009 (has links)
D.Ed. / Entrepreneurs are people who have the ability to see opportunities and create energy when others fail to see possibilities. They are people who help to create positive experiences and thriving communities through their ventures. In the process entrepreneurs would inevitably experience challenging times. In fact, the challenges they may encounter might lead the average man on the street to believe that the venture is not viable. One of the differentiating characteristics of successful entrepreneurs is that they see opportunities and pursue them in situations where most people believe the odds are against any success (Bolton & Thompson, 2004:21; Haskins, 1998:2; Kuratko & Hodgetts, 1989:102). During these challenges, the entrepreneur will find him or herself in a lonely place, as there are few people who would be able to believe in the success of the venture, let alone be able to give support and encouragement. This situation motivated the study into the life stories of the entrepreneur from the perspective of psychology of education. A study that sets out to establish which personal qualities these people draw from; to identify the qualities and characteristics these people have in common and to describe a psychoeducational model for the development of these qualities. The primary research goal of this study is the description of a psychoeducational model for the development of entrepreneurs in Southern Africa. To achieve this goal, the following objectives were pursued, namely: a. To gain an understanding of the life story of a successful entrepreneur. b. To develop a psycho-educational model based on this understanding. c. To describe guidelines for the operationalisation of the model. In an undertaking to meet the above objectives, a theory generative, qualitative, explorative, descriptive and contextual research design were executed. The fieldwork was done by having semi-structured phenomenological interviews with successful entrepreneurs. The results obtained from the interviews were analysed and categorised and a literature study was carried out.
12

Organisational culture as a driver of business success

Naidoo, Shamla 03 October 2011 (has links)
D.Comm. / Organisations are becoming increasingly aware of the pervasive impact that culture has on its success. Corporate cultures exhibit certain characteristics that are collectively created through years of interaction, and which unconsciously direct the activities of its employees. Research indicates that culture plays a pivotal role in an organisation, and has the ability, either to make a positive contribution to the organisation‘s success, or to be a liability. Culture is also crucial in fundamental change efforts. In current times, social, cultural, political and technological forces constantly challenge organisations to reassess and redefine their strategies. In order to counter these challenges, the focus of many local companies has been on improving their capabilities and growing skills, as they are expected to compete and survive in a dynamic business world. One of the ways to achieve this is to obtain leverage from culture, a driving force in the organisation. To this end, this study seeks to explore the role of culture in driving business success. It is anticipated that the knowledge generated from this inquiry will afford new insights, and inform higher corporate practice. The research employed a qualitative case-study methodology. Participants of this study included a purposefully selected group of eight employees who occupied various managerial roles in the organisation. Semi-structured interviews were conducted, and thematic analysis was employed in analysing the resultant data. The key findings highlighted the role of culture in driving the organisations past success. However, these cultural traits proved to be questionable for continued success. In order to remain competitive, the changing environment and global challenges compelled the company to redefine its strategies, and introduce innovative measures to achieve its objectives. Strategy compelled the company to move forward to adapt to the ever-increasing environmental changes, but culture posed a constraint on learning and change. Further findings are also presented, and recommendations are made for future research and business practices.
13

Determining the impact of leadership on the success of entrepreneurs

Mtshibe, Nomaswazi January 2013 (has links)
The Eastern Cape Province has been cited as the second poorest province in South Africa. The impact of entrepreneurship on the economy, with respect to socio-economic development, has placed increased pressure on entrepreneurs to operate effectively. Moreover, entrepreneurs are required to adopt and adapt to leadership practices that lead to business success. Business success is largely dependent on the leader. The importance of this study may, thus, be attributed to the need for entrepreneurs to possess the necessary leadership attributes for the efficient running of a business. The primary objective of this study was to improve the success rate of entrepreneurs in the Eastern Cape Province. This was done by determining the impact of selected leadership attributes on the success of entrepreneurs. More specifically, this study investigated how the success of entrepreneurs is influenced by leadership attributes (the dependent variable), namely, leadership style, vision, networking, risk-taking and ethics (the independent variables). In order to achieve the research objectives, the researcher used the inferential statistical approach, specifically, hypothesis testing. The first step was to conduct a literature review on factors that influence entrepreneurs. This entailed the barriers to success, critical success factors, the impact of the SMME sector on the economy, as well as the selected leadership attributes. Secondly, the quantitative research method was used to assess the perceptions of entrepreneurs with regards to the influence of the leadership attributes on their businesses. This was done through an empirical survey, namely a self-administered questionnaire that was distributed to a sample of 100 entrepreneurs who are based in the Eastern Cape Province and have been operating for a minimum of three years. Out of the envisaged 100 respondents, 89 questionnaires were completed (89% response rate). The data obtained from the empirical survey was then analysed statistically and the descriptive statistics were presented by using graphs and tables. The results of the empirical survey revealed that although all the above-mentioned independent variables contribute towards increasing the success rate of entrepreneurs, networking and ethics exert the most significant influence. Based on the findings of the literature review and the results of the empirical survey, this study made recommendations on areas of improvement for entrepreneurs in order to increase their success rate. Suggestions were also made for possible future research.
14

Factors that will determine and influence organizational success in the year 2000 and beyond : a theoretical view

Nel, Marthinus Jakobus 14 September 2012 (has links)
M.Comm. / This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
15

A study of the life patterns of the senior managers in China and of the elements leading to their success

Chong, Chung-him, Timothy, 莊重謙 January 1988 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
16

The strategic intent of entrepreneurs within entrepreneurially led companies and the preconditions for their success or failure

Ippaso, Robert A., rai@thenaturalsource.com January 2002 (has links)
The study is the result of a 'journey of discovery'. The fruits of an analytical and purposely open-minded process, which sought neither to prove nor disprove some pre-existing theory, regarding either the nature or influencing drivers of the entrepreneur and entrepreneurship; but rather progress through a subjective review of past and current thinking on the topic. Only then, armed with that insight, proceeded to both test and possibly re-discover the underlying evolutional and constituent realities of this most elusive of subjects. The desired resultant goal of this process is to help define a methodology by which to better identify the principle traits that make up successful entrepreneurial companies and most importantly, the individual entrepreneur(s) that lead them. Should such benchmarks show reliability of purpose, they would certainly help provide both the Institutional and Venture Capital community with a better and more insightfid understanding and evaluational mechanism of venture ready Entrepreneurs thereby leading to a streamlining of their funding processes. This process of discovery commenced by drawing on existing literature and defining what was to be one of the principal subject matters for analysis - the nature of entrepreneurship itself and specifically whether entrepreneurship was an 'art' or a 'science'? Was it learned or instinctive? And whether its existence could actually be formulated, and thereby predicted. The results of this initial process were revealingly rather ambiguous. For while alluding to the existence of a workable methodology by which to deliver an insight into the potential success or failure of an entrepreneurial venture, the contention that a commonality of entrepreneurial characteristics and predispositions existed were almost entirely dismissed. As a result, the subsequent research sought to test this perception and to identify the key constituent characteristics and motivars of the successful entrepreneur. To do so, a multi-dimensional entrepreneurial model was formulated and, in turn, tested through the development of a three tiered qualitative analysis methodology. Firstly, one that encompassed a relatively broad-based pool of approximately 45 entrepreneurs from pre-selected Small Medium Enterprises. From this number 12 subjects were in turn further tested utilising pre-defined methodologies; with four of them actually subjected to in-depth one on one interviews and subsequent analysis. Contrary to conventional thought, the evaluational amalgam of this qualitative process significantly revealed a reliably high degree of commonality of specific traits among entrepreneurial subjects reviewed. In addition, an exciting and valuable insight into the mind of the entrepreneur was revealed; one that within the study is described as the 'third dimension' of entrepreneurial motivation, and one that the author contends could unlock the door to an even deeper understanding of this most elusive of subject matters and form a strong basis for further research.
17

A study of managers in Hong Kong :

Luk-Ho, Wai Mei Vivienne. Unknown Date (has links)
Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2002.
18

Rethinking immigrant success : the case of four South Asian entrepreneurs in Toronto /

Mehta, Krishan, January 2005 (has links)
Thesis (M.A.)--University of Toronto, 2005. / Includes bibliographical references (leaves 83-89).
19

Entrepreneurship and business innovation /

Thompson, Alan. January 2006 (has links)
Thesis (Ph.D.)--Murdoch University, 2006. / Thesis submitted to the Division of Arts. Bibliography: leaves 111-127.
20

The relationship between leadership resilience and self-renewal practices

Venter, Celeste January 2017 (has links)
Most organisations operate in a turbulent environment characterised by volatility, uncertainty, complexity and ambiguity. Disruptive and unpredictable forces of change are key features of this environment and sustainability of organisations has become fragile and unstable. Organisations that are able to grow and thrive within this environment have adaptive capabilities to learn (Ovans, 2005) and adjust faster with more confidence compared to their competitors. Leadership is a decisive influence in the creation of a competitive advantage within thriving organisations. Leaders absorb high levels of turmoil, unpredictability and uncertainty and need to respond to regular shocks and surprises in a productive manner so that the organisation can be responsive to threats and opportunities. The ability of leaders to offer this type of leadership is determined by their own levels of leadership resilience. Leadership resilience is a capability that can increase or diminish depending on the leader’s ability to learn and adapt following unexpected disruptive experiences, continued adverse conditions or while dealing with persistent pressure. Practices associated with self-renewal offer leaders, opportunities to develop disciplined intentional processes of change and adjustment. These are based on a state of awareness regarding one’s level of internal well-being, energy and balance, aimed at replenishing or strengthening resilient qualities and protective factors. Leadership development programmes can make a significant contribution to sustained leadership being effective, by developing personal strengths and strategies that can buttress tough resilience capabilities in leaders. The main research problem in this study was to explore the relationship between leadership resilience and self-renewal practices. To address the main and identified sub-problems, a literature study was conducted focusing on the main components of resilience with specific reference to resilience in leaders, while exploring self-renewal practices that can be used by leaders to improve their resilience. A web-based survey with a questionnaire was administered to a target group consisting of middle and senior managers who have participated in leadership development programmes at the Leadership Academy of the Nelson Mandela Metropolitan University Business School. The survey was a self-reporting instrument that included the Leadership Resilience Profile developed by Dianne Reed and Jerry Patterson (2009) as well as a section focused on self-renewal practices that included physical, spiritual, cognitive and socio-emotional renewal practices. The results from the empirical study revealed that the levels of leadership resilience are related to the self-renewal practices of leaders. The study identified spiritual self-renewal as most significant to leadership resilience. Higher levels of resilience were demonstrated with regard to value-driven leadership, optimism, courageous decision-making and self-efficacy. Senior managers reported higher levels of self-efficacy as compared to their counterparts at middle level management. The study identified adaptability, perseverance and social support as resilience capabilities that leaders should grow. In general, lower scores were obtained for self-renewal practices than for resilience levels. Leadership development initiatives that integrate resilience capabilities and self-renewal practices will create an adaptive resource within organisations. Supporting the development and maintenance of strong leadership resilience capabilities will contribute to the development of adaptive organisations that are able to navigate turbulent conditions with confidence.

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