Thesis (MBA)--University of Stellenbosch, 2011. / Ground handling is a key component of the air transport logistics supply chain as it facilitates the mobility of cargo and people from one destination to another. Ground handling facilitates international trade hence its existence is critical to the competitiveness of a nation. Airline businesses usually overshadow ground handling due to the historical dominance of airlines in the aviation industry. The importance and effectiveness of the ground handling function as part of the air transport business is fast becoming a global issue as the industry is slowly emerging. The following tenets of ground handling are fast becoming key issues in the air transport business: passenger handling, cargo handling, handling ramp handling, baggage handling, equipment, safety, security, and human resources. Ground handling players are mainly concerned with productivity, profitability and maximising returns on investment. Dwindling revenue, unsustainable profit margins, low productivity and low customer satisfaction and loyalty are terms no shareholder or business leader wants to hear. This research will give insight into ground handling best practices that are a panacea for the industry. The ground handling business is time sensitive and requires massive investment. Therefore, sustainable best practices are the right ingredient for customer loyalty and business success. The focus on ground handling in South Africa and Zimbabwe will help in assessing the level of development in each country. This will aid in recommending best practices for the industry taking into account different country-specific risks and operational conditions. There are few studies in the field of ground handling and it is an industry not many individuals know about. Many ground-handling executives admit that the industry absorbed them by accident and not by design. They only realise the importance of the industry when they are in it. This research is a practical study meant to bring out solutions to the industry.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The improvement of economic growth and development is a strategic priority for the South African government. It is important in all developing economies, but more so in South Africa due to the abnormally high levels of poverty, unemployment and income inequality. Substantive failure in addressing these circumstances may lead to social unrest in a democracy that is still in many respects in its infancy. AsgiSA is an initiative that was launched in 2006 as a further development on the first two developmental strategies followed post 1994, namely the Reconstruction and Development Programme and the Growth, Employment and Redistribution strategy. This research study sets out to examine the background to AsgiSA, its binding constraints and challenges facing the initiative. In doing so, the report draws comparisons with two other successful developing economies, namely Chile and Malaysia. These countries were chosen because of the social, economic and political similarities they share with South Africa. The report examines the concept of binding constraints as espoused by AsgiSA and focuses specifically on the volatility and level of the rand, the skills constraint and the regulatory environment. The research shows that there is no compelling evidence that a particular level of the rand should be targeted. The volatility of the rand is however a constraint to economic growth as represented by export growth. The shortage of suitable skills in the labour force is found to be a significant constraint to economic growth and development. The origin of this skills constraint is found in a combination of the economic and political history. South Africa's economic and political development path did not promote a diversified and skilled labour force which is well placed to capitalise on the opportunities of global trade. The lack of educational advances after 1994 has not improved this dilemma, and in recent years immigration has exacerbated the problem. Together with the skills constraint, the current regulatory environment acts as a significant constraint to economic growth. The regulatory burden is increasing and it was found that the burden is disproportionately carried by medium and small enterprises. A comparison with the successes of Chile and Malaysia shows that government has a very important role in facilitating economic growth in developing countries. Market oriented policies aimed at regulatory reforn, liberalisation and integration with the world economy lead to superior economic growth and development. The ability to change and even abandon strategies which prove to be unsuccessful and laden with ideology is required. AsgiSA is found to be a sound approach to economic growth and development in South Africa. With the exception of the level of the rand, the constraints identified all have significant negative influences on the economy. The document has however not been followed up with enough concrete and practical plans to give effect to its objectives. To ensure AsgiSA reaches its objectives it will be necessary for the government to act with political will and administrative competence in implementing the reforms that address the binding constraints. It is doubtful if the current government possesses the will and competence to give effect to the measures that will make a success of Asgisa. / AFRIKAANSE OPSOMMING: Die bevordering van ekonomiese groei en ontwikkeling is 'n strategiese prioriteit van die Suid-Afrikaanse regering. Belangrik vir alle ontwikkelende ekonomiee, is dit veral die geval in Suid-Afrika weens die hoe vlakke van werkloosheid, amnoede en inkomste ongelykhede. Wesenlike mislukking om hierdie probleme aan te spreek kan lei tot sosiale onrus in 'n demokrasie wat in vele opsigte in sy kinderskoene staan. AsgiSA is geloods in 2006 en is 'n uitbreiding van die eerste twee ekonomiese strategiee wat gevolg is na 1994, naamlik die Heropbou-en Ontwikkelingsprogram en die Groei-, Indiensneming- en Herverdelingstrategie. Hierdie studie het ten doel 'n ondersoek na die agtergrond van AsgiSA, die geidentifiseerde beperkings en die uitdagings van die inisiatief. Die studie tref vergelykings met twee suksesvolle ontwikkelende ekonomiee, naamlik Chile en Maleisie. Hierdie lande is gekies weens sosiale, ekonomiese en politieke ooreenkomste met Suid-Afrika. Die studie ondersoek die beginsel van bindende beperkings soos verval in AsgiSA en fokus op die vlak en wisselvalligheid van die rand, die gebrek aan vaardighede en die regulatoriese omgewing. Daar word bevind dat daar geen sterk bewyse is dat die vlak van die rand 'n langtermyn beperking op ekonomiese groei het nie. Die wisselvalligheid van die rand dien egter as 'n beperking op ekonorniese groei soos veral verteenwoordig deur groei in uitvoere. Die tekort aan geskikte vaardighede in die arbeidsmark is 'n wesenlike beperking tot ekonomiese groei en ontwikkeling. Die ontstaan van hierdie beperking is te wyte aan die ekonomiese en politieke ontwikkelingsgeskiedenis van Suid-Afrika. Hierdie ontwikkelingsgeskiedenis het nie gelei tot 'n gediversifiseerde en vaardige arbeidsmark wat die geleenthede van internasionale handel kan benut nie. Die gebrek aan vordering in die kwaliteit van opvoedkunde na 1994 en die huidige tendens van geskoolde immigrasie vererger die probleem. Tesame met die vaardigheidstekort dien die huidige regulatoriese raamwerk as 'n wesenlike beperking op ekonomiese groei. Die regulatoriese raamwerk dien as 'n las wat veral op klein en medium besighede ernstige beperkings plaas. 'n Vergelyking met die sukses van Chile en Maleisie toon dat regerings in ontwikkelende ekonomiee 'n belangrike rol speel in ekonomiese ontwikkeling. Markgerigte beleid gemik op regulatoriese hervorming, liberalisering en integrasie met die wereldekonomie lei tot hoer ekonomiese groei en ontwikkeling. Daar is ook getoon dat die vermoe om ideologiese beleid wat nie suksesvol is nie aan te pas of te laat vaar noodsaaklik vir sukses is. Die gevolgtrekking word gemaak dat AsgiSA 'n goeie vertrekpunt tot ekonomiese groei en ontwikkeling is. Met die uitsondering van die vlak van die rand het die geidentifiseerde beperkings 'n wesenlike negatiewe invloed op die ekonomie. AsgiSA word egter nie opgevolg met voldoende praktiese en konkrete planne om die doelwitte te behaal nie. Om te verseker dat die AsgiSA doelwitte behaal word is dit nodig dat die regering met politieke en administratiewe bedrewenheid hervormings deurvoer wat die beperkings aanspreek. Dit is te betwyfel of die huidige regering oor die politieke wil en bevoegdheid beskik om die nodige maatreels aan te gaan wat AsgiSA se sukses sal verseker.

Thesis (MBA)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Zimbabwe’s land-reform process has been widely debated and severely criticised, yet seldom been analysed at greater depth. In the transition from startup small-holding farmer to the long-run goal of commercial farmer, Zimbabweans currently experience a phase of increasing “contract farming”. New farmers are producing for contractors who buy up their produce at predetermined prices. Ideally, these contractors or agribusinesses also help the smallholders to get the seeds and fertiliser, obtain the necessary equipment, help with the production technology and assist in other ways. On the basis of interviews with 25 farmers and 12 agribusinesses in different regions of the country, the study tries to asses the merits, risks and preconditions for success of contract farming. The responses from both sides of this contract farming system suggest that overall success will largely depend on the effective co-operation between the two sides and the facilitation of the process by relevant government departments and/or supportive NGOs. Ideally, the lessons to be learned from these transitional reform processes are directly relevant for land reform and agricultural development efforts in other African countries. / AFRIKAANSE OPSOMMING: Zimbabwe se grondhervormingsstelsel is in die jongste tyd wyd bespreek en skerp gekritiseer, maar dit is selde in groter diepte ontleed. In die oorgang van beginners-kleinskaal-boerdery tot die lang-termyn oogmerk van kommersiele boerdery word die land tans gekenmerk deur ‘n vinnig toenemende proses van “kontrak-boerdery”. Nuwe boere produseer vir kontrakteurs wat hul produksie teen voorafonderhandelde pryse opkoop. Op hul beste voorsien dié kontrakteurs ook die saadgoed en kunsmis, verskaf die nodige toerusting, help met die produksie-tegnologie en voorsien ander take. Op die grondslag van diepte-onderhoude met 25 kleinboere en 12 landboubesighede in verskillende dele van die land, probeer die studie die meriete, risikos en suksesvoorwaardes van hierdie stelsel van kontrakboerdery te bepaal. Terugvoering van die twee kante van dié stelsel toon dat sukses grootliks afhang van die effektiewe samewerking en interaksie van die twee partye tot die stelsel asook ondersteuning deur die betrokke staatsdepartemente en ander ondersteunende organisasies. Lesse geleer uit hierdie studie van Zimbabwe se hervormingsproses behoort direk relevant te wees vir soortgelyke hervormingsprosesse in ander Afrikastate.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The natural environment has gained intensified importance in recent years (Stern, 2007) as the depletion of free natural resources and creation of non-intentional by-products speeds up. Especially air quality-related issues such as carbon dioxide emissions caused by non-intentional by-products from fuel combustion intensify the pressure on nature and thereby on human beings. Global commitments to greenhouse reduction by different nations, manifested in the Kyoto Protocol, increase the pressure on the economic environment as they force nations and in particular companies to reduce their greenhouse gas emissions to the agreed levels. This means that companies unable to meet the emission targets are forced to acquire additional emission rights. This has an impact on the value of a company. The lower the emissions, the more emission rights can be sold on the carbon markets. Furthermore, the less natural environmental risk a company is exposed to, the higher its value. In general, the risk reductions result from creating benefits for the natural environment. This research project shows how the natural environment impacts on the value of a company. It considers the green value, described as the overall tradable benefit from the reduction of non-intentional by-products, of a small liquid-petroleum-gas (LPG)-converting company. It is assumed that emission benefits created through the reduction of relevant marketable byproducts will lead to emission credit notes, equal to emission rights, offered to companies at the carbon spot market. This enables the companies participating on the carbon market to buy additional emission rights. This non-empirical report focuses on a study of the theory. Topics such as the global natural environment, awareness of natural environment and willingness to pay for higher quality of the natural environment, traditional valuation, and environmental accounting give an understanding of the subject. In addition, personnel communication was used to discuss relevant market expectations and prospects. The outcome is a valuation approach to determine the potential value of companies. The intention is to show that the value goes beyond a purely financial approach. From the valuation procedure performed one can easily see that the value of a company is strongly influenced by the green value component derived from valued environmental benefits. / AFRIKAANSE OPSOMMING: Die natuurlike omgewing het in die afgelope paar jaar toenemend belangrik geword (Stem, 2007) namate die uitputting van gratis natuurlike hulpbronne en die skep van toevallige neweprodukte toeneem. Veral kwessies wat met die gehalte van lug verband hou, soos koolsuurgasvrystellings wat deur toevallige neweprodukte van brandstofverbranding veroorsaak word, verhoog die druk op die natuur en dus ook op die mens. 'n Wereldwye verbintenis tot die vermindering van die kweekhuis-effek deur verskillende lande, wat in die Kyoto Protokol inslag vind, verhoog die druk op die ekonomiese omgewing, aangesien dit lande, en spesifiek maatskappye, dwing om hulle kweekhuis-gasvrystellings tot by die ooreengekome vlakke te verminder. Dit beteken dat maatskappye wat nie die vrystellingsteikens kan haal nie, gedwing word om bykomende vrystellingsregte te bekom. Dit het 'n impak op die waarde van 'n maatskappy. Hoe laer die vrystellings, hoe meer vrystellingsregte kan op die koolstofmarkte verkoop word. 'n Maatskappy se waarde verhoog indien die risiko rakende die natuurlike omgewing verlaag word. Oor die algemeen is hierdie risikoverminderings die resultaat van die skep van voordele vir die natuurlike omgewing. Hierdie navorsingsprojek toon aan wat die natuurlike omgewing se impak op die waarde van 'n maatskappy is. Dit ondersoek die groen waarde, wat beskryf word as die algehele verhandelbare voordeel uit die vermindering van toevallige neweprodukte, van 'n klein vloeibarepetroleumgas-maatskappy. Die aanname word gemaak dat vrystellingvoordele wat geskep word deur die vermindering van toepaslike verkoopbare neweprodukte daartoe sal lei dat vrystellingskredietnotas, wat gelykstaande aan vrystellingsregte is, aan maatskappye by die koolstoflokomark aangebied sal word. Dit stel die maatskappye wat op die koolstofmark handel dryf in staat om bykomende vrystellingsregte te koop. Hierdie nie-empiriese verslag fokus op 'n studie van die teorie. Onderwerpe soos die globale natuurlike omgewing, bewustheid van die natuurlike omgewing en 'n gewilligheid om te betaal vir 'n natuurlike omgewing van 'n hoer gehalte, en omgewingsrekeningkunde dra by tot 'n beter begrip van die onderwerp. Verder is persoonlike kommunikasie gebruik om toepaslike markverwagtinge en -vooruitsigte te bespreek. Die uitkoms is 'n waardasiebenadering om die potensiele waarde van maatskappye te bepaal. Die doel is om aan te toon dat die waarde verder as 'n suiwer finansie1e benadering strek. Uit die waardasieprosedure wat uitgevoer is, kan maklik gesien word dat die waarde van 'n maatskappy sterk beinvloed word deur die groenwaarde-komponent wat deur gewaardeerde omgewingsvoordele bepaal word.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: In the highly competitive international wine markets, effective procurement of raw material could prove the difference between success or failure for a wine company. Therefore the researcher embarked on this study to create a model that will assist procurement decision makers in the South African wine industry in the strategic procurement of raw material. In order to create a model for procurement of raw material in the South African wine industry, qualitative research was conducted that included a study of literature, available material, views from experts as well as a content analysis from sample interviews. Procurement officials need to ensure that marketing forecasts are aligned with contracted procurement volumes. Cost, quality and availability should be tightly managed to minimise losses due to unallocated inventory or lack of raw material with sufficient quality or quantity to serve a marketing need. Suppliers should be prioritised in terms of strategic importance and procurement decision-makers should be crystal clear on which strategy to pursue with each quality segment and supplier in order to obtain the right quantity at the desired quantity and most economical price. Procurement decision makers need to evaluate the procurement and market environment for opportunities and threats that might impact on their ability to procure raw material from their supply base, and put measures in place to take control of possible effects of those uncertainties. This includes differentiating between grape procurement and wine procurement to leverage the advantages from both. Procurement officials must establish an action plan to limit the risk of cost, availability and quality by engaging and investing in trusting, loyal relationships with proficient suppliers with capacity. The procurement function should operate in a professional manner, building a track record of pro-active procurement and focus on loyal supplier relationships. / AFRIKAANSE OPSOMMING: In die hoogs kompeterende internasionale wynmarkte kan effektiewe aankope van rou-materiaal die verskil beteken tussen sukses of mislukking vir 'n wynmaatskappy. Daarom het die navorser begin met hierdie studie om 'n model te skep wat besluitnemers van aankope kan bystaan met die strategiese aankoop van roumateriaal in die Suid-Afrikaanse wynbedryf. Om 'n model te skep vir die aankoop van roumateriaal in die Suid-Afrikaanse wynbedryf is kwalitatiewe navorsing gedoen, wat 'n literatuurstudie insluit, sowel as 'n studie van beskikbare materiaal, sienings van kenners en 'n inhoudsanalise van steekproefonderhoude. Aankoopsbeamptes moet verseker dat bemarkingsvooruitskattings en gekontrakteerde aankoopvolumes ooreenstem. Koste, kwaliteit en beskikbaarheid moet streng bestuur word om verliese te beperk wat kan ontstaan deur ongeallokeerde voorraad of 'n tekort aan roumateriaal met genoegsame kwaliteit of hoeveelheid om 'n bemarkingsbehoefte te bevredig. Verskaffers moet prioritiseer word in terme van strategiese belangrikheid en aankoop-besluitnemers moet kristalhelder dink oor watter strategie om te volg met elke kwaliteitssegment en verskaffer, sodat die regte hoeveelheid en volume teen die mees ekonomiese prys aangekoop word. Aankoopbesluitnemers moet die aankoop- en markomgewing evalueer vir geleenthede en bedreigings wat 'n invloed kan hê op hul vermoë om roumateriaal van hul verskaffingskorps aan te koop, en moet maatreëls in plek stel om beheer te neem oor die moontlike effek van daardie onsekerhede. Maatreëls sluit in die differensiasie tussen druifaankope en wynaankope om die voordele van elk maksimaal te benut. Aankoopsbeamptes moet 'n aksieplan vestig om die risiko van koste, beskikbaarheid en kwaliteit te beperk deur in verbintenisse te belê met lojale vertrouensverhoudings met vaardige verkaffers met kapasiteit. Die aankoopsfunksie moet op 'n professionele manier optree, om 'n beeld van pro-aktiewe aankope te bou en 'n fokus op lojale verskafferverhoudings te vestig.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: In service industries, the people are the brand and the brand is the people (Taylor, 2003:136). People are one of the dimensions that differentiate a brand (the others are product, price, place, promotion, process, physical evidence). The realisation of the brand promise depends on how the staff will live the brand in their daily activities. If staff treats customers badly, the effect on the image of the company is negative and the brand promise made to customers is not fulfilled. There are unfortunately many misguided companies that expect that a new name, fancy logo and flashy advertising campaign by themselves are enough to attract customers (Taylor, 2003:3). Culture: Several studies (De Geus, 1997; Fitz-Enz in Barret, 1998) examined the key factors contributing to corporate longevity and identified six characteristics of long-lasting, successful companies. These companies focus on more than just financial results and the identified characteristics show a strong focus on building a positive organisational culture. There are many models of organisational culture. Santam used the model developed by Richard Barret (1998), which links human needs and personal motivations with human consciousness. He consequently identified seven levels of organisational consciousness based on the view that organisations grow and develop in the same way that individuals do, according to seven well-defined developmental stages. Organisations that learn how to master all seven needs operate from a full spectrum consciousness (Barret, 2006:26). Barret (2006:26), showed that these are the most resilient and profitable corporations because they have the ability to respond appropriately to all business needs. Culture is the DNA of the company and can be seen as the driving force for all actions, decisions and belief systems of the organisation, whether at a conscious or unconscious level. Moser (2003:11) notes that, before a company can project a unique, external brand, you must first understand the company’s internal character. This internal identity, defined by values that the company considers integral to its existence, is the source from which all other aspects of the brand will, ideally, flow. Brand: According to Roberts (2005:27), on an average day, a person can expect to have been in touch with around 1 500 trademarked products. In some supermarkets there are up to 35 000 trademarked products. Because the consumer is bombarded by so many products and services, all the marketing and advertising strategies in the world mean nothing unless the consumer defines the product as a brand. Moser (2003:2) distinguishes between the internal and external parts of the organisation. The internal part of the company has to do with the company itself: how well it knows itself, what its values are, how consistently it acts in accordance with its values and what it really believes about the quality of its products and services. The external part of a company’s identity is how well it connects and relates to others. The better it knows itself and what it stands for, the better it connects with everyone who comes in contact with the brand – investors, suppliers, employees, prospects and even competitors. According to Campbell (2003:34), brand positioning is the key to success. Understanding the brand’s “positioning” statement (the blueprint of what it is, what it represents and where it is going) helps designers to interpret the brand’s personality. Positioning helps a company to define who and what it is and what it does. It explains where a company fits into the marketplace, what it has to offer that is unique and why people should care. Santam: In 2005, Santam developed its current strategy, also called the 2010 strategy. The mission and vision were condensed into a purpose statement: To be the best in everything we choose to do. The purpose statement is supported by six strategic thrusts. As part of the 2010 strategy, Santam has gone through a process of repositioning the Santam brand to become a leadership brand. Santam will remain a monolithic brand, with all aspects of the business branded “Santam”. The market in Santam can be divided into personal insurance and commercial insurance. The personal insurance market is segmented, using income and life stage as criteria. This segment can be divided into two sub-segments:  Clients who are active in the insurance market; and  Clients who are entering the insurance market. The commercial insurance market is segmented according to the size of the business (based on the number of employees) and the life stage of the business. To become a leading brand, Santam has to offer something customers want and which competitors do not offer – a unique product in the insurance market. Santam wants to challenge the industry by offering value, providing reassurance and making it easy for customers to do business with them. However, they do not want to lose direct customers (customers not dealing with a broker) and weaken their relationship with brokers Santam’s brand promise includes a proactive approach per segment. The benefit it promises to the client is that Santam will make life safer (risk management), resulting in life being nicer (rewards and other benefits through partnering with stakeholders in the value chain). Santam made use of an extensive process to identify and develop values that will support the brand positioning. Several workshops were held around the company, involving as many employees as possible. The outcome of the workshops and the new brand positioning was announced at a company-wide event, to which all Santam employees were flown from all over South Africa. The values were populated against three philosophies and were communicated at the event. The three philosophies and seven values communicated were the following:  Inspire: Passion and committed  Embrace: Care, integrity and diversity  Think Big: Inventive and excellence. The purpose of the event was to make a bold statement through showing employees that Santam cares and simultaneously communicating the new Santam brand positioning to them. After the event, the culture was measured by populating the values into Barret’s (1998:67) cultural model. The objective of the culture measurement was twofold:  To determine the gap between the current culture and the future culture that will enable the company to achieve the strategy; and  To determine how entrenched the values that were identified are. The culture survey showed the gap between what staff value personally, the current culture and the desired future values. After the measurement, the survey results were work-shopped with all business units to validate the results and to determine when to start, stop and continue actions. All these actions resulted in a values and behaviour framework (appendix 1) that can be used in a culture-transformation framework. The purpose of the framework is to develop the culture that supports the brand.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Exxaro Resources is a diversified resources company with a commodity portfolio of coal, mineral sands, base metals and industrial minerals. Exxaro acquired Namakwa Sands in 2008 to increase its market share in the mineral sands industry and to exploit synergies within its mineral sands commodity business. Effective knowledge transfer was identified as an important lever to ensure return on investment with the Namakwa Sands acquisition. The objective of this research project was to follow an academic approach to design a theoretical framework for post-acquisition knowledge transfer to exploit synergies within the Exxaro Sands Commodity Business (CB). A qualitative theory building research method was followed to facilitate the research process and the development of the conceptual framework. Primary data was gathered by conducting interviews with role players within the organisation to understand knowledge transfer requirements and barriers within the Exxaro Sands CB. The interviews were also used to obtain insights into the building blocks of a knowledge sharing strategy and practical inputs on initiatives to implement such a strategy within Exxaro Sands operations. Key findings from the interviews, combined with insights from a comprehensive literature review and strategic analysis of the organisation, were used to compile a conceptual framework for post-acquisition knowledge transfer. The framework consists of the following six interrelated constructs: • Strategy and vision: Knowledge sharing objectives must be aligned with the strategy of the organisation and should be communicated in a compelling knowledge sharing vision. • Culture: A culture conducive to knowledge transfer is required to successfully implement a knowledge-sharing programme. Culture also creates the context for social interaction that enables post-acquisition integration. • Change management: Change management is required to communicate the background, methodology and potential benefits of a knowledge-sharing programme. • Knowledge sharing resources: Knowledge sharing resources are responsible for the execution of knowledge transfer activities. Optimum utilisation of organisational resources is required to ensure operational excellence. • Knowledge sharing processes: The processes construct stipulates how knowledge will be shared and is the key mechanism for facilitating, stimulating, measuring and reinforcing knowledge transfer within the organisation. The six steps identified for the Exxaro Sands knowledge sharing process include the identification, prioritisation and benchmarking of key performance indicators, detailed analysis of the gaps, identification of initiatives to close the gaps and ongoing monitoring to track progress. • Knowledge sharing systems: A range of tools, techniques and supporting infrastructure is required to facilitate the knowledge exchange process. The existence of knowledge sharing systems underpins knowledge sharing success, but cannot achieve the aims of knowledge sharing in isolation. This framework clearly illustrates that knowledge sharing is dependent on more than just the interaction between the holders and receivers of knowledge. A formal systematic process is required to derive maximum benefit. The conceptual framework developed in this study adds value by providing this process – customised for the requirements and context of the Exxaro Sands commodity business. It is important to implement this framework in a structured fashion to provide the objectives, guidelines and milestones required for an effective knowledge-sharing programme. / AFRIKAANSE OPSOMMING: Exxaro Resources is ‘n gediversifiseerde mynbou maatskappy met ‘n kommoditeitsportefeulje van steenkool, titanium sand, sink en industriële minerale. Exxaro het Namakwa Sands oorgeneem in 2008 om sy markaandeel in die titanium bedryf te vergroot en om waarde uit die sinergieë met ander besighede binne die titanium sand besigheidseenheid te put. Effektiewe kennisoordrag is geïdentifiseer as ‘n belangrike hefboom om waarde te ontsluit na die oorname. Die doel van hierdie navorsingsprojek was om ‘n akademiese benadering te volg om ‘n teoretiese raamwerk te skep vir kennisoordrag wat maksimum waarde kan ontsluit binne die Exxaro Sands Kommoditeit Besigheid. Die gekose navorsingsmetodiek was kwalitatiewe teorie bou. Dit is gebruik om beide die navorsingsproses te fasiliteer en om die konsepsuele raamwerk te ontwikkel. Primêre data is ingesamel deur onderhoude te voer met belangrike rolspelers in die organisasie, wat lig gewerp het op kennisoordrag-vereistes en struikelblokke. Die onderhoude het ook die hoeksteen gevorm vir die kennisoordrag-strategie, en het praktiese insette gelewer oor hoe om die strategie te implementeer by Exxaro Sands. Kritiese bevindinge van die onderhoude, saam met insig uit ‘n omvattende literatuurstudie en strategiese analise van die besigheid is gebruik om die raamwerk vir kennisoordrag te ontwikkel. Die raamwerk bestaan uit die volgende ses interafhanklike afdelings: • Strategie en visie: Doelwitte vir kennisoordrag moet belyn wees met die besigheidstrategie en moet gekommunikeer word deur middel van ‘n aangrypende kennisoordrag visie. • Kultuur: ‘n Kultuur wat kennisdeling onderskraag word benodig om ‘n kennisoordrag-program suksesvol te implementeer. Kultuur skep ook die konteks vir sosiale interaksie wat integrasie van die verskillende besighede aanhelp na ‘n oorname. • Bestuur van verandering: Die bestuur van verandering is onontbeerlik om die agtergrond, metodiek en moontlike voordele van kennisoordrag-programme effektief te kommunikeer. • Kennisoordrag hulpbronne: Kennisoordrag hulpbronne word benodig om die kennisoordrag aktiwiteite uit te voer. Die optimale gebruik van hierdie hulpbronne is noodsaaklik om operasionele voortreflikheid te verseker. • Kennisoordrag prosesse: Die kennisoordrag prosesse dui aan hoe kennis oorgedra sal word en is van kritiese belang vir die fasilitering, stimulasie, meting en versterking van kennisoordrag. Daar is ses stappe geïdentifiseer in die proses, naamlik identifisering, prioritisering en “benchmarking” van sleutel besigheidsdrywers, ‘n analise van die gapings, identifisering van aksies wat die gapings kan uitwis en monitering van inisiatiewe. vii • Kennisoordrag stelsels: ‘n Versameling gereedskapstukke, tegnieke en ondersteunende infrastruktuur word benodig om die kennisoordrag-prosesse te ondersteun. Alhoewel die stelsels die prosesse onderskraag kan dit kennisoordrag nie in isolasie laat plaasvind nie. Die raamwerk illustreer dat kennisoordrag binne en tussen organisasies afhanklik is van veel meer as net die interaksie tussen die houers en ontvangers van kennis. ‘n Formele, sistematiese benadering word benodig om maksimum waarde te ontsluit. Die konseptuele raamwerk wat in hierdie studie ontwikkel is verskaf hierdie benadering, en is doelgerig vir die gebruik en konteks binne die Exxaro Sands Kommoditeit Besigheid. ‘n Gestruktureerde implementeringsproses word benodig om te verseker dat die doelwitte, riglyne en mylpale vir effektiewe kennisoordrag bereik word.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Corporate governance presents the researcher and the theorist alike, with a rich vein of potential subject matter. This spans a massive scope of issues, ranging from feminist concerns to direct litigious anomalies during the multinational implementation of specific governance measures. Located towards the centre of this spectrum is the formulation of new governance policies, as informed by both theoretical foundations and real world experience. It is at this midway point that the South African governance debate currently finds itself, with the third edition of the King Report on Corporate Governance set for launch in the coming months. The report and the associated code will form the basis for all governance and related oversight mechanisms in South Africa for the foreseeable future. As such, the third report will have to organically grow out of the current structure, the lessons learnt from the current dispensation and the governing theoretical positions. All of these will also have to be done with reference to the new companies act. The research report is specifically targeted at assisting in the process of learning from the current dispensation, before it is replaced by the new. The learning process has as its central tool a formal questionnaire, which was developed and administered by the IOD and KPMG, with all analysis presented herein performed by the author of this research report. The analysis conducted aims to determine how respondents at different types of companies and in different functions, view corporate governance and specifically the current dispensation in South Africa. This is done by dividing respondents into 10 groupings and determining the percentage of respondents from each group, who responded in a certain manner to each question on the questionnaire. Thereafter a statistical analysis technique is employed to determine whether or not any differences found are meaningful and if so, what can be inferred from these differences. Finally, this study is intended to provide a baseline for future studies, which will then be in a position to more accurately measure shifts in attitude and implementation after the publication of the third King Report. / AFRIKAANSE OPSOMMING: Korporatiewe bestuur, hetsy van ‘n suiwer teoreties of ‘n toepassingsoogpunt, bied aan die navorser ‘n magdom van moontlike onderwerpe. Dit sluit bykans enige denkbare invalshoek of fokus area in, van die feminisme tot regskwessies rondom die multinasionale implementering van ‘n enkele kode of beginsel. Midde in hierdie wye veld is daar ook areas wat na beide die teoretiese en praktiese verwys, waarvan die ontwikkeling en opdatering van korporatiewe bestuurskodes ‘n sprekende voorbeeld is. Dit is dan juis ook op hierdie punt waar die debat rondom korporatiewe bestuur in Suid-Afrika sigself tans bevind, met die derde King Verslag op Korporatiewe Bestuur wat binne die volgende paar maande verwag word. Die belang van hierdie verslag lê daarin dat dit, asook die meegaande riglyne, die basis sal vorm van korporatiewe bestuur in Suid-Afrika vir die afsienbare toekoms. Om volwaardig in hierdie kapasiteit te kan funksioneer, sal die nuwe verslag organies moet groei uit die huidige verslag, ervaring in die praktyk en ook die heersende teoretiese posisies. Die ontwikkeling moet dan ook verder tred hou met die nuwe maatskappye wet, wat tans ontwikkel word. Die navorsingsverslag wat hierin voorgelê word, is daarop geteiken om uit die huidige sisteem, spesifiek die tweede King Verslag en meegaande riglyne, te leer alvorens dit vervang word deur die derde King verslag. Die taak is moontlik gemaak deur die gebruik van ‘n vraelys saamgestel en gesirkuleer deur die IOD en KPMG, alhoewel al die analise hier voorgelê deur die outeur van hierdie verslag gedoen is. Die genoemde analise se sentrale fokus is om te bepaal hoe respondente uit verskillende maatskappye en beroepe, korporatiewe bestuur in Suid-Afrika sien, met spesifieke verwysing na die tweede King verslag. Verskille tussen die respondente, wat in 10 groepe ingedeel is, is dan ook statisties geanaliseer om te bepaal of enige verskille tussen die groepe statisties beduidend is en indien wel, wat daaruit afgelei kan word. Laastens is die studie ook opgestel om ‘n basis daar te stel vir toekomstige vergelykende studies, wat sal volg na die uitreiking en implementering van die derde King verslag en riglyne.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: A number of studies analysing the success, or lack thereof, of mergers and acquisitions have been done in the United States and Europe. Very little is known about these transactions in South Africa. The aim of this study is to examine a successful South African acquisition transaction and to compare that to theory derived from findings in the United States and Europe. Barclays acquired 53.96 percent shareholding in Absa in 2005 for R29.7 billion, representing the biggest direct foreign investment in history in South Africa, and also the biggest investment by Barclays outside the United Kingdom. The envisaged R1.4 billion synergies were realised 18 months early, indicating that the integration of the two entities, Absa and Barclays, was a success. Research in the United States and Europe indicates that companies may consider investing in mergers or acquisitions for reasons such as expansion, market entry, economies of skill and scale, geographic motivations and financial reasons. Only market entry did not serve as motivator in the case of the Absa-Barclays transaction. Reasons stated for the success of the transaction correlate well with findings in the United States and Europe, including the prompt appointment of new leadership, the establishment of clear goals, a strong integration structure, well developed communication channels, addressing of cultural issues and active risk management. The only aspect that did not receive particular attention was a focus on the external client. Possible pitfalls that were negotiated successfully during the transaction include Barclays not paying too high a premium for the Absa shares, using the best suited financial structure, focussing on the implementation of the transaction, as well as merging for the right reasons. / AFRIKAANSE OPSOMMING: Daar bestaan ‘n hele paar studies wat die sukses, of gebrek daaraan, van samesmeltings of aankoop van maatskappye beskyf in die Verenigde State van Amerika (VSA) en Europa. Daar bestaan egter baie min inligting oor soortgelyke transaksies in Suid-Afrika. Die doel van hierdie studie is om ‘n suksesvolle Suid-Afrikaanse transaksie te vergelyk met teorie wat afgelei is uit resultate verkry in Europa en die VSA. Barclays plc het in 2005 beheer geneem van 53.96 persent van Absa aandele teen ‘n totaal van R29 miljard. Dit verteenwoordig die grootste direkte buitelandse belegging in Suid-Afrika in die geskiedenis, asook die grootste belegging van Barclays buite die Verenigde Koninkryk. Die verwagte R1.4 miljard se volhoubare sinergieë was behaal 18 maande vroeër as verwag, wat daarop wys dat die integrasie van Absa by Barclays suksesvol was. Navorsing in die VSA en Europa dui daarop dat maatskappye samesmeltings en aankoop van maatskappye oorweeg vir redes wat insluit uitbreiding van die maatskappy, die binnedring van nuwe markte, skaal en vaardigheids ekonomieë, geografiese motiverings, asook finansiële redes. In die geval van die Absa-Barclays transaksie was al die bogenoemde redes relevant, behalwe die binnedring van nuwe markte. Redes vir die sukses van die transaksie vergelyk goed met die redes gevind in die VSA en Europa; dit sluit in die spoedige aanstel van die nuwe leierskap, duidelik gekommunikeerde doelstellings, ‘n sterk integrasie struktuur, goed ontwikkelde kommunikasie kanale, adressering van kulturele aspekte, asook aktiewe risiko bestuur. Die enigste aspek wat nie aktief bestuur is nie is die fokus op eksterne kliënte. Moontlike struikelblokke geïdentifiseer in Europese en Amerikaanse studies, wat suksesvol bestuur is, sluit in dat Barclays nie te veel vir die aandeel in Absa betaal het nie, die gebruik van die regte finasiële struktuur, fokus op die integrasie proses asook samesmelting vir die regte redes.

Thesis (MBA (Business Management))--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: Historically organisations have had the "luxury" of being able to anticipate future developments and respond to them in good time due to, firstly, the comparatively slow pace of change and, secondly, the past being a relatively good predictor of the future. The second half of the 20th Century bears witness to some of the most dramatic changes and developments experienced by mankind. Most notable of these were globalisation, de-regulation, the emergence of the information/knowledge economy and, perhaps most significant of all, the changes brought about by the Internet. The underlying assertion of this report is that, given the current, complex, dynamic and sometimes volatile nature of changes in the external environment, in order to ensure a sustainable competitive advantage, organisations will be forced to consider carefully the dynamics of the environment in which they operate and to build their plans around these dynamics. This report briefly traces the evolution of strategic planning to its current status prior to providing a detailed analysis of the nature of environmental scanning and its applicability to strategic planning. The report provides a theoretical rerview of environmental scanning and a discussion of some of the tools and techniques of environmental scanning. Within this context the report provides a brief indication of the extent of the practice of environmental scanning within the financial services sector of South Africa. The conclusion assesses the findings of the current state of the practice of environmental scanning against the theory, with the view to providing an insight into the extent to which environmental scanning is applied in South Africa. Possible future directions of research and development of the practice are also identified. / AFRIKAANSE OPSOMMING: Histories gesproke, het instansies oor die "luukse" beskik om toekomstige ontwikkelinge vooruit te kon waarneem en betyds op hulle te reageer, eerstens weens die betreklike stadige pas van verandering en tweedens, omdat die verlede 'n betreklike goeie voorspeller van die toekoms was. Die tweede helfte van die 20ste eeu getuig van sommige van die mees dramatiese veranderinge en ontwikkelinge wat deur die mens ondervind is. Die mees uitstaande was globalisering, deregulering, die verskyning van die inligting/kennis-ekonomie en, dalk die mees uitstaande van almal, die veranderinge wat deur die Internet teweeggebring is. Die onderliggende stelling van hierdie verslag is dat, gegewe die huidige, komplekse, dinamiese en soms onbestendige aard van veranderinge in die eksterne omgewing, om 'n mededingende voordeel te verseker, sal instansies geforseer word om die dinamika van die omgewing waarin hulle werk, versigtig te oorweeg en om hulle planne om hierdie dinamika te bou. Hierdie verslag speur kortliks die ewolusie na van strategiese beplanning tot sy huidige status gevolg deur 'n omvattende analise van die aard van omgewingsondersoeke en die toepaslikheid daarvan op strategiese beplanning. Die verslag voorsien 'n teoretiese oorsig tot omgewingsondersoeke en 'n bespreking van sommige van die instrumente en tegnieke van omgewingsondersoeke. Binne hierdie konteks voorsien die verslag 'n kort aanduiding van die omvang van die uitvoering van omgewingsondersoeke binne die finansiele dienstesektor van Suid-Afrika. Die slot som die bevindings op van die huidige toestand van die praktyk van omgewingsondersoeke volgens die teorie, met die oog op voorsiening van 'n insig in die mate waartoe omgewingsondersoeke in Suid-Afrika toegepas word. Moontlike toekomstige rigtings van navorsing en ontwikkeling van die praktyk word ook geidentifiseer.