The data produced and collected by organizations represents both challenges and opportunities for the modern firm. Business intelligence and analytics (BI&A) comprises a wide variety of information management technologies and information seeking activities designed to exploit these information resources. As a result, BI&A has been heralded as a source of improved organizational outcomes in both the academic and practitioner literature, and these technologies are among the largest continuous IT expenditures made over the last decade.Despite the interest in BI&A, there is not enough theorizing about its role in improving firm performance. Scholarly investigations of the link between BI&A and organizational benefits are scarce and primarily exploratory in nature. Further, the majority of the extant research on BI&A is techno-centric, conceptualizing BI&A primarily an organizational technical asset. This study seeks to explicate the relationship between BI&A and improved organizational outcomes by viewing this phenomenon through the lens of dynamic capabilities, a promising theoretical perspective from the strategic management discipline. In so doing, this research reframes BI&A as an organizational capability, rather than simply a technical resource. Guided by a comprehensive review of the BI&A and dynamic capabilities literature, as well as a series of semi-structured focus groups with senior-level business practitioners with BI&A experience, this study develops and tests a model of BI&A enabled firm performance. Using a snowball sample, an online survey was administered to 137 business professionals in 24 industries. The data were analyzed using partial least squares (PLS) structural equation modeling (SEM). The findings support the contention that BI&A serve as the sensing and seizing components of an organizational dynamic capability, while transformation is achieved through business process change capability. These factors influence firm financial performance through their impact on the functional performance of the firm’s business processes. Further, this study demonstrates that traditional BI&A success factors are positively associated with BI&A sensing capability. This study makes several important contributions to BI&A research. First, this study addresses a gap in the scholarly literature by establishing a theoretical framework for the role of BI&A in achieving firm performance which is grounded in an established strategic management theory. Second, by drawing on the sense-seize-transform view of dynamic capabilities, this dissertation proposes a new conceptualization of BI&A as sensing and seizing organizational capabilities. Third, this research links the use of BI&A to improved organizational outcomes through the transformation of business processes, consistent with the view that the value of IT is derived from its impact on the value generating processes of the firm. Fourth, by viewing BI&A and business process change as distinct but inter-related components of dynamic capabilities, this research clarifies the role of BI&A in the dynamization of organizational processes, providing insight into the relationship between BI&A and business agility. Finally, this dissertation shows how BI&A capabilities are related to BI&A success factors identified in prior research.

Introduction: Since the 1980s and onwards, entrepreneurship and start-ups have exploded. In comparison to more established companies, firms that are defined as start- ups wanting to scale-up are coined by different sorts of vulnerabilities. These can be found in their lack of resources regarding both financial and human capital. Previous research has shown that a greater focus on the work with internal structure and routines, as well as organizational behavior (OB) can make it easier for a company to take on greater challenges and organizational complexity and at the same time be able to grow. Aim: This study aims to get a better understanding of how start-ups strive to scale up and achieve growth by working with institutionalized practices. Method: The study represents a qualitative study where empirical data is gathered from interviews that have been conducted with five managers from three different start-up companies. Results: Though all the companies fall into the same category as start-up business, there are still some clear factors that set them apart from each other. Companies 1 and 3 can be viewed as larger start-ups, while company 2 is comparatively smaller. The companies have similar goals, maximizing profit and steadily trying to grow. Both companies 1 and 3 have adopted a more hierarchical structure to better manage the growing organization, while company 2 has remained a flat organization in order not to stifle the creative flow they feel is supported by this type of organization model. Representatives from company 2 do however express concerns with accountability and the emergence of informal structures related to a lack of oversight and control. Conclusion: The results indicate that a start-up aiming to scale up will go through several phases of creating order. Therefore, with the absence of the institutionalized practices a company will be set up for failure. Working with communication on every organizational level thus becomes important where the manager has a responsibility of putting the employee in focus.

This research explored the relationship between sustainability leadership practices and employeesatisfaction in small and medium-sized enterprises (SMEs) in Germany and Swede. The objective was toinvestigate how sustainability leadership practices influenced employee satisfaction within the context ofSMEs. Ten interviews were conducted with employees and managers in first-line and middle managementpositions from diverse industries across Sweden and Germany. The study aimed to gather employees'perceptions of leadership and management behaviors, practices, and outcomes within their organizationsand determine the impact of these practices on employee satisfaction. The findings of this studydemonstrated a positive relationship between the adoption of sustainability leadership practices andemployee satisfaction. Nevertheless, out of the six interviewees who expressed some level ofdissatisfaction, five acknowledged the presence of leadership practices that were consistent with thetheoretical framework of sustainability leadership. These findings enhanced our understanding of therelationship between sustainability leadership and employee satisfaction and offered insights to improveleadership practices and employee satisfaction. The research provided valuable insights for SMEmanagers, employees, and practitioners, highlighting the significance of sustainable leadership practices inenhancing organizational performance and contributing to sustainable development.

While there is an abundance of research that shows a direct and positive relationship betweenentrepreneurial orientation (EO) and organizational performance the relationship is far from simpleand clear. Research suggest that the relationship is complex and is contingent on internal andexternal variables that affect this relationship. This study examines the effect of EO and itsdimensions on organizational performance in SMEs in Jordan. Further, the study examines themediating effect of internal and external contingency factors such as: market orientation, strategicflexibility and environment hostility on the EO-performance relationship. Using questionnairesurvey the study collected 137 usable questionnaires and utilized PLS to analyze the data. Thestudy found that EO significantly affects performance directly and positively. The study also founda mediating effect of environmental hostility on the relationship between EO and organizationalperformance. No evidence was found to support that MO and strategic flexibility have a mediatingeffect on the EO-performance relationship. With regards to the effect and mediation effect of EOdimensions; the study found that both innovativeness and proactiveness have a significant positivedirect effect on performance. While risk taking has a significant negative direct effect onperformance. With regards to the mediation effect of market orientation, strategic flexibility andenvironmental hostility on the relationships between EO dimensions (innovativeness,proactiveness and risk taking) the study found that only EH has a mediation effect while marketorientation and strategic flexibility have no mediation effect.Specifically, the study also found that EH mediates the relationship between innovativeness andperformance. The mediation is a full mediation since there are both direct and indirect effects ofinnovativeness on performance. The study found a partial mediation effect of EH on theproactiveness-performance relationship since the direct effect becomes insignificant when themediator is added. The study also found a partial mediation effect of EH on the risk takingperformance relationship since the direct effect becomes insignificant when the mediator is added.

The purpose of the study was to research leadership during uncertainty to identify managerial implications on organizational performance and enhance the limited body of academic literature available on the topic currently. The implications regarding leadership are not limited to the COVID-19 pandemic but instead widely applicable to leadership during uncertainty overall. The pandemic simply provided an example of uncertainty, which was the context. Additionally, as mining is a global industry with widespread follow-on effects on global economies - authors believe that the results from this research are not limited to the mining industry itself and instead widely applicable to senior-level managers in multinational organizations worldwide. The methodology implemented ensures that leaders at any level can extract practical guidance from this research to determine how they may act during times of uncertainty and potential flow-on effects of their chosen leadership style.  Organizations can remain relevant, achieve long-term success and maintain the expected level of performance through uncertainty by adopting a transformational model of leadership that addresses the needs of a fluctuating environment. Uncertainty is the shortage of knowledge and information about probabilities of the future state of events. Organizational leaders need to provide the necessary guidance, inspiration, and motivation to the members because their approach influences the organizational performance. Essentially, people look up to their leaders during uncertain times. The research results showed that transformational managers could offer idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration to team members during uncertainty. These outcomes were achieved through encouraging two-way communication, providing necessary guidance and inspiration to bring out and encourage new idea generation and critical thinking.  Results of the research further showed that transformational leadership has positive effects on organizational performance. Teams functioned properly without much supervision, members remained motivated, the workforce interacted more efficiently, and creative ideas came out when leaders and managers practiced a transformational leadership style. Organizational performance increased through meeting deadlines, maintaining the flow of work, KPIs, production, and non-financial metrics such as culture and safety considerations.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels. / AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.

Thesis (MBA)--Stellenbosch University, 2011. / ENGLISH ABSTRACT: Purpose: Literature on World Class Manufacturing is very limited. Some information exists on the concepts behind it, but very little exist on the framework and physical implementation. Also, a lot of information is available on other productivity improvement initiatives but not a lot is mentioned about the implementation thereof and the difficulties experienced during the implementation. This paper aims to provide not only an overview of the framework of World Class Manufacturing as interpreted by ArcelorMittal, but also a case study of such an implementation. Design/Methodology/Approach: The approach taken with this paper is to give an overview of the World Class Manufacturing framework as interpreted by ArcelorMittal and to provide a case study of an actual implementation thereof. Findings: Productivity improvement initiatives have real value for the companies that implement them, but this value can only be sustained if the principles behind them are entrenched in the company’s strategy. Practical Implications: The result of this paper is the design of a Business Management Framework that will support the sustainability of a World Class Manufacturing implementation. Originality/Value: The value of this paper lies not only with the building of the body of knowledge with respect to World Class Manufacturing but also in the design of a new concept for the support of sustained value creation of World Class Manufacturing. / AFRIKAANSE OPSOMMING: Doel: Literatuur oor “World Class Manaufacturing” is baie beperk. Daar is wel literatuur oor die konsepte agter dit, maar daar bestaan baie min literatuur oor die raamwerk asook die fisiese implementering. Daar bestaan ook baie literatuur oor ander produktiwiteits verbetering initiatiewe, maar daarin word daar ook baie min melding gemaak van die implementering asook die probleme wat ondervind word gedurende die tyd. Die verslag se mikpunt is om ’n oorsig te gee van die raamwerk van “World Class Manufacturing” soos wat dit deur ArcelorMittal geinterpreteer word, asook om ’n voorbeeld te gee van so ’n implementering. Ontwerp/Metodologie/Aanslag: Die aanslag wat geneem is met die verslag is om ‘n oorsig te gee van die raamwerk van “World Class Manufacturing” soos wat dit geinterpreteer word deur ArcelorMittal asook om ‘n voorbeeld te gee van die implementering daarvan. Bevindings: Produktiwiteits verbetering initiatiewe lewer regte waarde aan die maatskappye wat dit implementeer, maar die waarde kan net volhou word as die beginsels agter die initiatiewe ingeburger word in die maatskappy se strategie. Praktiese Implikasies: Die resultaat van die verslag is die ontwerp van ‘n Besigheids Bestuur Raamwerk wat die volhoubaarheid van die implementering van “World Class Manufacturing” sal ondersteun. Oorspronklikheid/Waarde: Die waarde van die verslag le nie net in die opbou van die kennis wat beskikbaar is oor “World Class Manufacturing” nie, maar ook in die ontwerp van ’n nuwe konsep for the onderhouding van volhoubare waarde skepping met “World Class Manufacturing”.

Information Technology (IT) is often viewed as a resource that is capable of enhancing organizational performance. However, it is difficult for organizations to measure the actual contribution of IT investments. Despite an abundance of literature, there is an insufficiency of generally applicable frameworks and instruments to help organizations definitively assess the relationship among organizational performance, IT-business alignment, and IT governance. Previous studies have emphasized IT-business alignment as an important enabler of organizational effectiveness; however, the direct and indirect effects of IT governance have not been incorporated into these studies. The purpose of this study was (1) to propose a new model that defines the relationships among IT governance, IT-business alignment, and organizational performance, (2) to develop and validate measures for the IT governance and IT-business alignment constructs, and (3) to test this IT Governance-Alignment-Performance or "IT GAP" model. This study made some novel contributions to the understanding of the factors affecting organizational performance. The quest for IT-business alignment in the MIS literature has been based on the presumption that IT contributes directly to organizational performance. However, this study found that although IT-business alignment does contribute to organizational performance, IT governance is an important antecedent of both IT-business alignment and organizational performance. The major contributions of this work are the development and validation of uni-dimensional scales for both IT-business alignment and IT governance, and the confirmation of the validity of the IT GAP model to explain the hypothesized relationships among the three constructs. Future studies may improve upon this research by using different organizations settings, industries, and stakeholders. This study indicates that in order for organizations to improve the value, contribution, and alignment of IT investments they first need to improve the ways in which they govern their IT activities and the processes and mechanisms by which IT decisions are made.

Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM. / Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.

[pt] Esta pesquisa teve como objetivo principal verificar o papel da congruência da cultura organizacional no desempenho das terceirizações. Para isso, foram analisadas variáveis culturais de empresas que mantinham um relacionamento de parceria interorganizacional (terceirização) e correlacionadas com o seu sucesso. A suposição principal deste estudo foi enfatizar que existia uma correlação positiva entre a congruência da cultura organizacional da contratante e da contratada e o desempenho da terceirização. A linha epistemológica da pesquisa realizada em 2007 foi neo-positivista e a metodologia quantitativa e qualitativa permitindo a triangulação das pesquisas, sendo o método aplicado o estudo de casos múltiplos. Quanto aos fins a pesquisa foi exploratória e descritiva, objetivando mapear as características das empresas estudadas e estabelecer relações entre as variáveis analisadas. Para o mapeamento da cultura organizacional foi utilizado o questionário de Sarros et al. (2005) e do desempenho o questionário de Grover et al. (1996). Quanto aos meios, a pesquisa foi bibliográfica, telematizada e de campo para coleta de dados primários por questionários e entrevistas semi-estruturadas. Foram utilizadas várias técnicas estatísticas de análise como a metodologia-Q. A escolha das organizações foi realizada por conveniência. Ao todo foram 12 empresas e 476 participantes. Foi possível verificar que conforme estabelece a teoria, a busca pelo parceiro que venha a promover o melhor resultado no contrato de terceirização é sempre desejável. Além disso, ficou explícito nas entrevistas que, como em qualquer relacionamento de terceirização, a interação entre a contratante e a contratada vai além das regras estabelecidas no contrato, pois existem variáveis que são intangíveis, não especificadas em contrato. Portanto, se os parceiros não tiverem uma cultura organizacional congruente, o relacionamento pode dificultar a melhoria da qualidade da parceria. Os resultados da pesquisa qualitativa sustentam os estudos realizados. Entretanto, os resultados da pesquisa quantitativa não confirmaram as suposições, uma vez que os resultados das análises estatísticas não foram significantes. Portanto, esta pesquisa demonstrou que mesmo não havendo congruência cultural o desempenho era satisfatório. Nesse sentido, foi possível inferir que a congruência da cultura organizacional isolada não garante o sucesso da terceirização. A pesquisa trouxe algumas contribuições para a literatura organizacional: a riqueza de mais uma aplicação metodológica de métodos da análise de um tema pouco explorado como congruência cultural, novos resultados para a questão do gerenciamento cultural que permitem verticalizar conceitos implícitos da questão cultural na definição de políticas gerenciais. Para a Administração e gestão, de forma inédita, a pesquisa testou um novo método de identificação e comparação da cultura organizacional. Mesmo que a cultura organizacional não impacte isoladamente no desempenho das parcerias interorganizacionais, a possibilidade de mapear e comparar a cultura organizacional contribui para o aumento da qualidade dos processos seletivos das empresas prestadoras de serviços. Em função de ser uma pesquisa empírica inédita, a não confirmação das suposições, abre uma oportunidade para novos estudos que busquem analisar múltiplas relações de parceria de um mesmo contratante para investigar a existência de congruência na cultura organizacional e o grau de seu impacto no desempenho de diversos contratos. / [en] The main objective of this research was to examine the role of organizational culture congruence in outsourcing performance. Cultural variables of companies that had inter-organizational (outsourcing) partner relationships were analyzed and correlated to their success. The main supposition of this study was the emphasis on the existence of a positive correlation between the congruence of client and vendor organizational culture and outsourcing performance. The epistemological type of research carried out in 2007 was neopositivist and the quantitative and qualitative methodology allowed the triangulation of research, while the method used was multiple case studies. Regarding its aims, the research was exploratory and descriptive, with the objective of mapping the characteristics of the companies studied and establishing relations between the variables analyzed. Sarros et al. (2005)`s questionnaire was used to map organizational culture, while Grover et al. (1996)`s one was used for performance. In relation to means, the research included bibliographic surveys, use of the internet and fieldwork for the collection of primary data with questionnaires and semi-structured interviews. Various statistical analysis techniques were used such as Q-methodology. Organizations were chosen on the basis of convenience, and a total of 12 companies and 476 participants took part in the research. In accordance with the theory, it was found that a search for a partner which can achieve the best result in the outsourcing contract is always desirable. Furthermore, in the interviews it was made explicit that, as in any outsourcing relationship, the interaction between client and vendor goes beyond what is officially covered in the contract, since intangible variables exist that are not specified in the contract. Therefore, if the partners do not have a congruent organizational culture, their relationship can hinder the improvement of partnership quality. The results of the qualitative research sustain the studies carried out. However, the results of the quantitative research cannot be said to confirm the suppositions because results of the statistical analyzes were not significant. Nonetheless, this research demonstrated that even when there was no cultural congruence performance was satisfactory. It was thus shown that the congruence of the organizational culture by itself does not guarantee the success of outsourcing. The research contributed to the organizational literature in a number of ways: by showing the relevance of a methodological application of methods of analysis to a rarely explored theme such as cultural congruence; and by presenting new findings related to the cultural management question that can help to allow the verticalization of the implicit cultural concepts in the definition of managerial policies. Regarding the Administration and Management fields, the research tested in a completely different way a method for the identification and comparison of organizational culture. Even if organizational culture, in isolation of all other variables, does not impact on the performance of inter-organizational partnerships, the possibility of mapping and comparing organizational culture contributes to the increase in the quality of vendors` selection processes. Since it is a novel type of empirical research the non-confirmation of the suppositions creates the opportunity for new studies that seek to analyze multiple partner relations of the same client in order to investigate the existence of congruence in organizational culture and the level of its impact on the performance of various contracts.