Nonprofits are primarily dependent upon external sources for funding and other critical resources; therefore during recessionary periods the nonprofit sector faces a crisis of its own as crucial resources become scarce. The Great Recession of 2007-2009 had widespread adverse impact on the nonprofit sector yet, some nonprofit organizations managed to not only restore their finances and operations to their pre-recession state, but also capitalize on the economic conditions and emerge stronger and more prosperous than before the recession began. Specifically, these organizations embody resiliency by realizing positive outcomes or exhibiting optimal performance during and after tough economic times. In the face of increasing demands, shifting funding streams, and operational challenges, organizational resilience is more important than ever for the sector. The purpose of this research was to develop a better understanding of the nature of organizational resiliency as it relates to nonprofits impacted by economic recession. The primary research question that directed this research was: What attributes are exhibited by resilient nonprofit organizations? Using a multiple case study approach, this study explored the essence and meaning of resilience through the experiences of seven nonprofit organizations in Virginia during and after the recession. Data were collected from pertinent organizational documents and semi-structured interviews with the executive director of each organization. Nine themes emerged from the data. Conclusions drawn from the findings suggest that resilient nonprofit organizations exhibit: positive disposition toward change; flexibility; timely and responsive decision making; deep social capital; intra and inter-organizational relationships; effective leadership; diverse revenue streams; sufficient assets, systems and infrastructure; and shared mission, goals and strategy. / Ph. D.

In the aftermath of the terrorist attacks of September 11, 2001, it became apparent that the way organizations conduct business activities within and between themselves would be forever altered. Specifically, the way the firms share and distribute goods became an important area of interest to ensure the security of their supply chain partners and ultimately, society in general. Supply chain security (SCS) is defined as activities that protect supply chains from damage, terrorism, and contraband. This dissertation adds to an emerging knowledge base – SCS efforts. More specifically, this dissertation attempts to address three key areas concerning SCS: 1) understand what type of SCS activity taxonomy exists; 2) understand what is driving those taxonomy categories to exist; and 3) understand what, if any, relationship between the SCS taxonomy categories and organizational performance exists. To gain this knowledge, inductive and deductive techniques were utilized. First, in-depth semi-structured interviews with 19 executives across a variety of industries concerning SCS issues were conducted to help frame the research and develop research hypotheses. Through content analyzing the interview transcripts, it became salient that institutional environmental pressures were what respondents indicated were the causes of security activities. As such, Institutional Theory was used as a theoretical framework for the dissertation. Second, a survey method was used to collect data concerning supply chain security activities, pressures that cause them, and organizational performance. In the empirical examination of SCS, it was found that three categories of security exist. The taxonomy that emerged had three categories that were named Security Pros, Follow-the-Leaders, and Necessary Evils. The next part of the empirical examination was to determine which, if any, of the identified drivers impact the SCS categories. Using multiple discriminant analysis, it was determined that customers and societal pressures are significant in impacting the SCS categories. Finally, a multiple analysis of variance was conducted to determine if different types of SCS categories were associated with different types of organizational performance. The results indicated that different groups were not related to different levels of firm, customer, market, and supply chain performance.

No description available.

This study contributes to the performance measurement (PM) literature by providing validated measures of PM system use and increased understanding of the impact of PM use on organizational outcomes. The purpose of this study was to articulate and test the relationships between PM system use, organizational learning, and organizational performance by taking into account the effects of PM-related technical factors (namely, PM system maturity and review process (RP) maturity). The concept of PM use was explored through the examination of its underlying processes, as reflected in the literature and two case studies, and a set of practices delineating PM use processes were proposed. Following a scale development approach, a measurement instrument of PM use was developed and validated with empirical data collected through a web-based questionnaire. The results from factor analysis showed the need to revise the initial set of PM use practices into five dimensions: monitoring, problem-finding, problem-solving, validating causal relationships, and validating improvement actions. Additionally, new measures were developed to assess PM and RP maturity factors. The factor analysis results identified four maturity variables: managed RP, optimized RP, PM design and PM implementation. Data from 216 managers participating in RP meetings were used to test the hypothesized relationships via partial least square (PLS). The results provide varying support for the hypotheses defined. First, the results show that monitoring directly impacts organizational performance while problem-finding, problem-solving and validating causal relationships indirectly impact organizational performance through shared vision and team learning. These indirect effects were positive in some cases and negative in others, depending on the direction of the relationship between the use variable and the organizational learning variable. Second, validating improvement actions did not influence organizational outcomes. Finally, the only moderating effect found was managed RP on the relationship between validating causal relationships and financial performance. Because of the weak support for moderating effects, an alternative model was proposed, exploring these maturity variables as antecedents of PM use. The results provided substantial support for this alternate model. Practical implications and areas for future research are also identified and discussed. / Ph. D.

Academia and industry both report benefits to forming and maintaining collaborative research partnerships. As organizations come together to participate in these partnerships, each brings their own set of operational norms and strategic goals. Some of these norms and goals are complementary, but others can be conflicting. University-industry research partnerships (UIRPs) in particular are susceptible to conflicts for at least four major reasons: 1) there are strategic differences in the purposes of industry and academia that can result in misalignment of goals and unrealistic expectations; 2) each organization has different operational norms and discord can arise from misunderstandings among participants; 3) many UIRPs function as virtual teams and are susceptible to miscommunication that arises when face-to-face communications are missing; and, 4) UIRPs are knowledge-based organizations meaning that their primary purpose is to translate research into applicable technology that is a largely intangible process and therefore, difficult to manage. The conflicts that can arise from these misalignments, misunderstandings, miscommunications, and mismanagement can deteriorate trust and can become detrimental to a partnership. Trust has been cited as being a factor in adequately addressing conflict and reducing the potentially detrimental effects of each characteristic. This makes the need to proactively cultivate trusting relationships in UIRPs critical. The purpose of this study was to empirically investigate the role of trust in university-industry research partnership performance. The study was designed as a convergent parallel mixed methods research design utilizing an online questionnaire administered to boundary role spanning academic and industry UIRP participants for the quantitative study and interviews of the academic-industry leadership teams for the qualitative study. Following independent analyses of each study, an integrative discussion of the results of both studies more holistically described the role of trust in UIRPs. The research results enhance our understanding of the role of trust in UIRPs and suggest empirically-based guidelines for managing trust and sustaining positive, long-term UIRP performance. / Ph. D.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Workplaces around the world have recently experienced a wide variety of formal and informal changes in the organisation of work. The pace of change appears to have accelerated since the early 1990's with increased organisational restructuring efforts. New forms of work organisation, popularly labeled "high performance work systems' are reported in the academic and business literature. These workplace systems are characterised by more flexible job designs and work arrangements, team/group work, performance related compensation, greater information sharing and employee involvement in decision-making and cooperative labour-management relations to foster a participative enterprise culture. The general objective of the study is to define the work, organisational culture and human resources management processes and practices that will enable an organisation to make it's human capital the differentiating factor compared to it's competitors or similar organisations in the same industry. The research design consists of a literature study and the formulation of a strategy and implementation plan to transform the leadership behaviour and organisational culture of the organisation, based on experience with the implementation of leadership and culture interventions described in the literature. A clinical-descriptive approach was followed with data being collected to enable the researcher to propose a process to implement a high performance culture in the organisation. Recommendations for further research are made. / AFRIKAANSE OPSOMMING: Die werksomgewing het verskeie veranderinge ondergaan in die afgelope jare. Dit wil voorkom asof die tempo van verandering versnel sedert die begin van die 1990's met 'n toenemende aantal organisasie-herstrukturering wat plaasvind. Nuwe vorme van werksplekherstrukturering, onder 'n populere beskrywing van "hoogs presterende werksplekstelsels", word rapporteer in die bestuurs- en akademiese literatuur. Hierdie werksplekstelsels word gekenmerk deur meer buigsame posbeskrywings en samestelling van posinhoud, groter klem op die deel van inligting oor alle vlakke in die organisasie, groter werknemer betrokkenheid in die neem van besigheidsbesluite, asook samewerkende verhoudings tussen georganiseerde arbeid en die bestuur van die organissasie wat lei tot 'n meer deelnemende organisasie kultuur. Die doelstelling met hierdie studie is om die werkspraktyke, organisasie kultuur en mensbestuurpraktyke te definieer wat 'n organisasie in staat kan stel om sy menskapitaal te kan omskep in 'n onderskeidende element, in term van organisasie prestasie, in vergelyking met kompeterende maatskappye in dieselfde industrie. 'n Kwalitatiewe navorsingsontwerp is gebruik om verskeie klimaatstudies wat reeds binne die organisasie gedoen is, te ontleed en aan die hand van die literatuurstudie, is 'n voorstel gemaak van 'n implimenteringsprogram om die leierskap-gedrag en organisasie kultuur in die organisasie te verander. Aanbevelings vir toekomstige navorsing word aan die hand gedoen.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The utilisation of human capital and its impact on organisational performance must rank as one of the key managerial concerns III South Africa. The message from international competitive studies is clear: corporations become competitive when people and practices change. The global market has exposed the lack of competitive strength and effectiveness of South African corporations. Against this background, managing complex organisations in the private and public sector remains a daunting, pervasive and urgent task. By focusing on issues of organisational behaviour and global competitiveness, the study aims to contribute to the development of competitive (effective) corporations in South Africa. It is important to keep in mind that the present investigation was an exploratory study attempting to add to the body of knowledge about competitiveness. It aimed to enhance existing studies on global competitiveness and organisational effectiveness and open up possibilities for new management strategies and interventions as well as further research. In particular, it builds on previous work on the impact of organisational behaviour on performance. An extremely important development in the study of corporate culture has been proof that that the normative structure (corporate culture) has a significant impact on the performance of an organisation. Because of this impact, corporate culture has to be regarded as one of the key success factors in any corporation. Corporate culture is however no end in itself, but must be regarded as a hermeneutical key (interpretative) to corporate performance. The success of the corporation takes precedence over all other aspects of the organisation, even over its culture. The framework of corporate culture and competitiveness links patterns of behaviour and management practices with underlying assumptions, beliefs and values. It provides a clear description of the integrative mechanisms and dimensions of corporate culture and the way in which they impact on competitiveness. These behavioural factors are key determinants of organisational performance because of the close link between patterns of behaviour and underlying core values and beliefs. The model also defines the elements (people, change, projects, control) that need to be managed, as well as the traits (adaptability and innovation, mission, involvement, consistency) of the culture which determines the performance of the corporation. In terms of the corporate culture and competitiveness framework, the management activity of developing a set of common or core values is therefore a good starting point for any culture intervention strategy aimed at enhancing competitiveness (performance). A shared system of beliefs, values and symbols widely understood by an organisation's members has a positive impact on their ability to reach consensus and carry out coordinated actions. This impact, as well as the nature of the culture of the corporation has to be understood by everybody in the organisation. It also has to assist them in making sense of corporate life in such a manner that it creates opportunities for everyone to impact on the performance of the corporation. / AFRIKAANSE OPSOMMING: Die bestuur van menslike hulpbronne en die impak daarvan op organisatoriese prestasie is een van die kern bestuursvraagstukke in Suid-Afrika. Die internasionale boodskap oor mededingendheid is duidelik. Organisasies se mededingendheid verander wanneer mense en praktyke verander. Oor die algemeen vaar Suid-Afrikaanse organisasies redelik swak in die internasional mark weens 'n gebrek aan kompeterendheid en effektiwiteit. Dit is duidelik dat in hierdie lig, die bestuur van komplekse organisasies 'n uitdagende ontwykende maar dringende uitdaging aan bestuur is. Deur op organisatoriese gedrag en internasionale kompeterendheid te fokus, poog die studie om 'n bydrae te maak tot die ontwikkeling van kompeterende (effektiewe) organisasies in Suid-Afrika. Dit is belangrik om in gedagte te hou dat die studie van ondersoekende aard was en om daardeur verdere insig in kompeterendheid te verkry. Dit poog om by bestaande studies oor internasionale kompeterendheid en organisatoriese doeltreffendheid aan te sluit ten einde nuwe bestuursintervensies en strategië te ontwikkel en terselfdertyd rigting vir verdere navorsing aan te dui. Dit bou in besonder op vorige studies oor die impak van organisatoriese gedrag op doeltreffendheid. 'n Belangrike ontiwkkeling in die studie van korporatiewe kultuur was die bevinding dat die normatiewe struktuur (korporatiewe kultuur) 'n insiggewende impak op die prestasie van organisasies het. As gevolg van hierdie verhouding, moet korporatiewe kultuur as een van die sleutel sukses faktore in enige organisasie beskou word. Korporatiewe kultuur bly egter altyd slegs 'n middel tot die bereiking van doelwitte en nooit as die doel self nie. Dit moet daarom beskou word as 'n hermeneutiese (verklarende) sleutel tot organisatoriese doeltreffendheid. Die prestasie van enige organisasie moet voorkeur geniet bo all ander aspekte van die organisasie, selfs die korporatiewe kultuur. Die raamwerk van korporatiewe kultuur en doeltreffendheid verklaar die interaksie tussen die onderafdelings van kultuur en die organisasie se doeltreffendheid. Die aannames, oortuigings en waardesisteme van 'n organisasie vorm die basis van 'n stel bestuurspraktyke en gedragspatrone. Hierdie gedragspatrone is sleutelfaktore tot organisasie doeltreffendheid as gevolg van die noue verband tussen die gedrag en die onderliggende waardesisteem. Die raamwerk identifiseer die elemente (mense, verandering, projekte en kontrole) as die elemente wat bestuur moet word, sowel as vier meganismes (betrokkenheid, aanpasbaarheid en vernuwing/innovasie, konsekwentheid en doelgerigtheid/rigtingaanwysing) van kultuur wat die doeltreffendheid van die organisasie bepaal. Korporatiewe kultuurintervensie strategië, gemik op prestasieverbetering, behoort in terme van die korporatiewe kultuur en doeltreffendheidsraamwerk by die ontwikkeling van 'n stel gedeelde of kernwaardes te begin. 'n Gedeelde sisteem van oortuiginge, waardes en simbole wat deur alle lede van die organisasie verstaan en aanvaar word, sal 'n sterk en positiewe uitwerking op die vermoë om konsensus en gekoordineerde optrede te bereik, hê. Hierdie uitwerking asook die aard van die kultuur van die organisasie moet deur almal in die organisasie verstaan word. Dit moet hulle ook in staat stel om die organisasie se keuse van prioriteite te verstaan en daardeur geleenthede vir almal te skep om 'n impak op die doeltreffendheid van die organisasie te hê.

Thesis (MBA)--Stellenbosch University, 2003. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Change management is a field of study that is becoming increasingly more important as the rate of change in organisations increases and technology develops. The number of change initiatives within organisations is increasing daily, but unfortunately the success rate is decreasing. There are various reasons for this, but two significant reasons are organisations looking for quick fixes, and change not being properly planned. Organisation development is a field within change management that addresses both these problems. The field is anchored in the action research methodology, ensuring that chanqe is properly planned. The other strength of organisation development lies in the systems approach that is followed. A systems approach ensures that a proper understanding of the organisation is developed before corrective interventions are proposed. This study project makes use of the Burke-Litwin model as part of an organisation development process to identify problem areas in the Sasol Technology Process Engineering functional department. After the identification of the problem areas, interventions are planned to address these issues. A literature study on the field of organisation development is presented in Chapter 2. This study begins with a review of the origins and development of organisation development, including the role of the change process and systems thinking. The study further evaluates various organisation development models and uses the information to evaluate the Burke-Litwin model. Finally the study presents the organisation development process that is followed in the Sasol Technology Process Engineering department and how it impacts on this study project. Chapter 3 supplies information on the organisation that is studied and places the organisation in context with its environment. This chapter also presents the results of the diagnostic phase and draws conclusions from these results. The results are interpreted for the overall organisation, but also for different categories within the organisation. The conclusions from this chapter form the identified problem areas that are one of the objectives of the study project. Interventions to address the problem areas identified in Chapter 3 are planned and developed in Chapter 4. To place the interventions in context, a short literature review on intervention theory is presented. The results of the development process is a plan of interventions that can be implemented for the overall organisation, as well as for the two geographic environments that the organisation functions in. Chapter 5 of the study project presents a summary of the study, as well as conclusions that are made by the author, and recommendations on the completion of the organisation development process. / AFRIKAANSE OPSOMMING: Veranderingsbestuur is 'n veld wat al hoe meer relevant raak soos die pas van verandering toeneem en tegnologie ontwikkel. Die aantal veranderingsbestuur initiatiewe binne organisasies neem daagliks toe, maar die suksessyfer is ongelukkig aanhoudend besig om te daal. Daar is veskeie redes vir die veskynsel, maar twee beduidende redes is gekoppel aan die feit dat organisasies kitsoplossings soek, en dat die verandering nie deeglik beplan word nie. Organisasieontwikkeling is 'n veld binne veranderingsbestuur wat beide die probleme aanspreek. Die veld is stewig geanker in die aksie-navorsingsmetodologie wat verseker dat die verandering deeglik beplan word. Organisasieontwikkeling se ander sterk punt is dat dit die sisteembenadering volg. 'n Sisteembenadering verseker dat 'n deeglike begrip van die organisasie ontwikkel word voordat intervensies voorgestel word. Hierdie studieprojek maak gebruik van die Burke-Litwin model as deel van 'n organisasieontwikkelingsproses om probleemareas in die Sasol Tegnologie Prosesingenieurs funksionele departement te identifiseer. Nadat die probleemareas geïdentifiseer is word intervensies beplan om die probleme aan te spreek. 'n Literatuurstudie oor die veld van organisasieontwikkeling word in Hoofstuk 2 aangebied. Die studie begin met 'n oorsig oor die ontstaan en ontwikkeling van organisasieontwikkeling, wat die rol van veranderingsproses en sisteemdenke insluit. Die studie gaan verder deur verskeie organisasieontwikkelingsmodelle te evalueer en die inligting te gebruik om die Burke-Litwin model te evalueer. Die studie sluit af met 'n oorsig oor die organisasieontwikkelingsproses wat gevolg word en hoe dit die studieprojek raak. Hoofstuk 3 verskaf inligting oor die organisasie wat bestudeer word en plaas die organisasie in konteks met die omgewing waarbinne dit bedryf. Die hoofstuk sluit ook die resultate van die diagnostiese fase in en bied die gevolgtrekkings wat gemaak word aan. Die resultate word vir die organisasie in geheel aangebied, maar ook vir verskillende kategorieë binne die organisasie. Die gevolgtrekkings wat bereik word vorm die geïdentifiseerde probleemareas wat een van die oogmerke van die studieprojek is. Hoofstuk 4 bied die intervensies aan wat ontwikkel en beplan is om die probleemareas van Hoofstuk 3 aan te spreek. 'n Kort literatuurstudie oor die teorie van intervensies word aangebied om die intervensies in konteks te plaas. Die resultaat van die ontwikkelingsproses is 'n plan vir intervensies wat geïmplimenteer kan word vir die algehele organisasie, maar ook vir die twee geografiese omgewings waarbinne die organisasie funksioneer. Hoofstuk 5 veskaf 'n opsomming van die studieprojek, asook die gevolgtrekkings van die skrywer aangaande die studieprojek en aanbevelings oor die voltooiing van die organisasieontwikkelingsproses.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The Beehive Model (Figure 1.1) of organisational renewal is a theoretical model and analytical tool, in a honeycomb formation as developed by Nel (2001), which is used to obtain a 'snapshot' of organisational compliance with the application of either best or poor practices associated with seven individual workplace practices within the contemporary economic climate. Each of the seven workplace practices has eight pairs of indicators, in a questionnaire format (Appendix A), used to obtain the 'snapshot' of how an evaluated organisation/department/business unit performs regarding the application of either poor or best practices. The workplace practices, namely Strategy, Change Leadership, Stakeholder Commitment, Pay and Incentives, Talent Creation, Business Disciplines, and Structures, are suggested to be strongly related to and critical for entrenching change and high performance in organisations if best practices are applied correctly as driven by strategy. It is suggested that the application of poor practices within the organisational environment is likely to result in inertia and poor performance. The study project endeavour to determine the rationale behind the Beehive Model of organisational renewal for the entrenchment of change and high performance in organisational culture, as justified by recent academic literature, using a literature review as research design. The correlation of entrenched change and high performance with the application of best practices, and entrenched organisational inertia and poor performance with the application of poor practices, is in both cases assumed to be positive and no attempt is made to empirically test the correlations within this study project. The Beehive Model and the literature reveal a synthesised environment that culturally and structurally integrates workplace practices and questionnaire indicators, reinforcing and causing high performance, and endeavouring to create and explain the following scenario: All employees are enabled and empowered to achieve their maximum capability and potential through formal and informal workplace practices and processes that are integrated throughout the organisation and structured in such a way that makes them clear and simple to understand and easy to use, channels information flow purposefully, encourages and forces active information flow, and delivers relevant and useful information within specific contexts as underpinned by competent employees that are actively involved in the design, implementation, usage and ongoing adjustment of the workplace practices. This encourages contextual business understanding, and commitment to and participation in performance enhancing problem solving through effort that is aligned with strategy. The findings suggest that the Beehive Model's structure and purpose and the associated questionnaire indicators are soundly supported by recent academic theory as well as the limited available empirical research on related topics. It is therefore possible to conclude with a reasonably high level of confidence, as viewed against the backdrop of trends in the literature, that high compliance with the correct and holistic application of best practice, as associated with the seven workplace practices' indicators, is likely to result in the entrenchment of change and high performance within an organisation's culture. The literature reviewed also strongly suggests the industry independence of the effective application of the Beehive Model's questionnaire indicators. / AFRIKAANSE OPSOMMING: Die 'Beehive'-model (Figure 1.1) van organisatoriese vernuwing is 'n teoretiese model en analitiese werktuig, in 'n heuningkoekformaat soos ontwerp deur Nel (2001), wat gebruik word om 'n 'kiekie' te verkry van organisatoriese nakoming ten opsigte van die toepassing van goeie of slegte praktyke binne die kontemporêre ekonomiese klimaat. Elkeen van die sewe werkplekpraktyke het agt pare aanwysers, in 'n vraelysformaat (Aanhangsel A), wat gebruik word om die 'kiekie' te verkry van hoe die geëvalueerde organisasie/afdeling/besigheidseenheid presteer ten opsigte van die toepassing van óf slegte óf goeie praktyke. Daar word te kenne gegee dat die werkplekpraktyke, naamlik Strategie, Veranderingsleierskap, Verbintenis van belanghebbendes, Vergoeding en Aansporing, Talentskepping, Besigheidsdissiplines en Strukture, sterk in verband staan met en kritiek is vir die vaslegging van verandering en hoë prestasie binne organisasies indien goeie praktyke korrek toegepas word soos gedryf deur strategie. Daar word te kenne gegee dat die toepassing van slegte praktyke binne die organisasie-omgewing waarskynlik traagheid en swak prestasie tot gevolg sal hê. Die studieprojek poog om die rasionaal van die 'Beehive'-model van organisasievernuwing vir die vaslegging van verandering en hoë prestasie in die organisasiekultuur te bepaal soos geregverdig deur onlangse akademiese literatuur deur die gebruikmaking van 'n literatuuroorsig as navorsingsontwerp. Daar word aangeneem dat die korrelasie van vasgelegde verandering en hoë prestasie met die toepassing van goeie praktyke, en vasgelegde organisasietraagheid en swak prestasie met die toepassing van swak praktyke in beide gevalle positief is en geen poging word aangewend om die korrelasies empiries te toets as deel van hierdie studieprojek nie. Die 'Beehive'-model en literatuuroorsig toon 'n saamgevoegde omgewing wat kultureel en struktureel die werkplekpraktyke en vraelysaanwysers integreer en daardeur hoë prestasie versterk en veroorsaak, en wat poog om die volgende scenario te skep en te verduidelik: Alle werknemers word in staat gestel (bekwaam) en bemagtig om hul volle vermoë en potensiaal te bereik deur formele en informele werkplekpraktyke en prosesse wat regdeur die organisasie geïntegreer is en wat duidelik en eenvoudig gestruktureer is om dit maklik te maak om te verstaan en te gebruik, informasievloei doelgerig te kanaliseer, aktiewe inligtingsvloei aan te moedig en te forseer, en wat toepaslike en nuttige inligting binne bepaalde verband lewer soos ondersteun deur bekwame werknemers wat aktief betrokke is by die ontwerp, implementering, gebruik en deurlopende aanpassing van die werkplekpraktyke. Dit moedig die kontekstuele begrip van die besigheid, asook verbintenis tot en deelname aan prestasieverhogende probleemoplossing aan deur inspanning wat strategiegerig is. Die bevindings dui daarop dat die 'Beehive'-model se struktuur en doel en die gepaardgaande vraelysaanwysers sterk ondersteun word deur onlangse akademiese teorie asook beperkte beskikbare empiriese navorsing ten opsigte van verwante onderwerpe. Daarom is dit moontlik om met 'n redelike hoë mate van vertroue tot die gevolgtrekking te kom, soos gesien teen die agtergrond van tendense in die literatuur, dat 'n hoë mate van nakoming van die korrekte en holistiese toepassing van goeie praktyke, soos geassosieer met die sewe werkplekpraktykaanwysers, waarskynlik sal lei tot die vaslegging van verandering en hoë prestasie in die kultuur van 'n organisasie. Die literatuuroorsig dui ook redelik sterk op die begryfsonafhanklikheid van die doeltreffende toepassing van die "Beehive'- modelvraelysaanwysers.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Making sense of the competitive environment has become an essential condition for organisational survival and growth. The nature of the competitive environment has evolved to a state that all companies in an industry have more or less the same access to information. It is the companies that translate that information into actionable intelligence that will have the best chance of a competitive advantage. However, few organisations have the resources to study every aspect of the competitive environment. Prioritisation is required to ensure that only those aspects of the competitive environment that will really contribute to the performance of a company are studied. Translating information into intelligence requires both a process and a focus. This study was used to derive a conceptual competitive intelligence process model to guide the operations of Old Mutual’s Competitive Intelligence (CI) function. The conceptual model presented is based on a literature study and details the required steps in translating available information into actionable intelligence. The literature study firstly defines the concept of competitive intelligence. Secondly, it describes the conceptual model. Finally, the literature study describes in more detail the first phase of the intelligence process, i.e. the identification of intelligence needs of the organisation, and the translation of those needs into topics that can be prioritised and operationalised for collection and analysis by the CI function. This process is referred to as the Key Intelligence Topics (KITs) process. The identification of needs was done by means of an empirical study and entailed personal interviews with members of the senior management team of Old Mutual. The most significant need identified in the interviews is for forward-looking analysis of industry trends and competitor strategies. The products of these analyses should suggest potential actions to the recipients or users. The interviews and business documentation on strategic and tactical initiatives were used to determine the key intelligence needs of Old Mutual. The process and framework of interpreting the intelligence needs into prioritised KITs is described in Chapter 4. However, on Old Mutual’s request, specifics pertaining to strategic initiatives and intelligence requirements derived from the empirical study have not been documented in this study. / AFRIKAANSE OPSOMMING: Om sin te maak van die mededingende omgewing het ‘n noodsaaklike voorwaarde vir ‘n maatskappy se oorlewing en groei geword. Die aard van die mededingende omgewing het ontwikkel tot ‘n vlak waar al die maatskappye in ‘n industrie merendeels toegang tot dieselfde inligting het. Dit is slegs dié maatskappye wat beskikbare informasie kan omskakel in bruikbare intelligensie wat die beste kans op ‘n mededingende voordeel sal hê. Nogtans, weinig maatskappye het die beskikbare hulpbronne om elke aspek van die mededingende omgewing te kan bestudeer. Prioritisering word dus benodig om te verseker dat slegs die aspekte van die mededingende omgewing wat werklik ‘n bydrae sal lewer tot die welslae van die maatskappy, bestudeer sal word. Omskakeling van informasie na intelligensie benodig beide ‘n proses en ‘n fokus. Hierdie studie dien om ‘n konseptuele prosesmodel van mededingende intelligensie af te lei vir die gebruik in die Mededingende Intelligensie (MI) afdeling van Ou Mutual. Die voorgestelde model is gebaseer op ‘n literatuurstudie en beskryf die nodige stappe om beskikbare informasie om te skakel in bruikbare intelligensie. Eerstens beskryf die literatuurstudie die konsep van mededingende intelligensie. Tweedens beskryf dit die konseptuele prosesmodel. Laastens beskryf die literatuurstudie die eerste fase van die intelligensieproses in meer besonderhede, d.i. die identifisering van intelligensiebehoeftes van die maatskappy en die verwerking van daardie behoeftes tot onderwerpe wat geprioritiseer en in werking gestel kan word vir insameling en ontleding van informasie deur die MI afdeling. Dié omskakelingsproses is bekend as die “Key Intelligence Topics (KITs)”-proses. Die identifisering van behoeftes is deur middel van ‘n empiriese studie verkry, en behels die voer van persoonlike onderhoude met lede van die senior bestuurspan van Ou Mutual. Gedurende die onderhoude was die behoefte aan toekomsgerigte ontledings van industrieneigings en mededingerstrategieë geïdentifiseer as die grootste huidige tekorte. Voorts moet die ontledings voorgestelde optredes aan die ontvangers van die intelligensie bied. Die onderhoude, tesame met strategiese en taktiese dokumentasie, is gebruik om die sleutel intelligensiebehoeftes van Ou Mutual te bepaal. Die proses en raamwerk om die intelligensie behoeftes te vertolk in geprioritiseerde KITs word beskryf in Hoofstuk 4. Op versoek van Ou Mutual is spesifieke inligting soos deur die empiriese studie afgelei en met betrekking tot Ou Mutual se strategieë en intelligensiebehoeftes nie weergegee in hierdie studie nie.