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This integrative doctoral report describes a research project which draws from the author‟s experience and knowledge of management within the oil and gas sector. Core to the research is the design and development of a company management system, the CMS. The system was designed for a new business division of an international company whose strategic vision was to gain a global presence as an engineering contractor. The research uses the formal approach of reflective practice to draw principles from the experiential work. This reflection resulted in a series of principles which the author proposes are core to the successful development of a management system. The project entailed extensive literature research which further developed and refined the core principles. The principles were compared to the ISO standard, EFQM Excellence model and several proprietary systems. A qualitative study was undertaken to investigate the management systems in use in a selection of sectors, and to explore the applicability of the derived principles. This study established the views and opinion of senior management to systems and their attitude towards quality. The synthesis of experiential data, examination of the literature, lessons learnt from the development of the CMS and the qualitative study provided further evidence to support the six derived principles, which are: Value-based, Empowerment, Team culture, Simplicity, Continuous improvement, and Added Value. This work makes a contribution to both research and professional practice at several levels: Research into professional practice. This work demonstrates the value of undertaking a research project which is located within professional practice, and yet grounded in significant primary and secondary research. 9 The six principles. The value and validity of the six principles has been demonstrated through reflective practice, exploration of the literature, a case study development of a system (the CMS) and a qualitative study. The six core principles are novel and have broader applicability than the oil and gas sector The CMS. The development of the CMS has demonstrated the value to be gained by developing a management system according to sound management principles. Value-based vs process-based management approaches. Finally the work demonstrates that a successful management system should be value (and culture) based, rather than process based. This piece of professional research thus makes a valuable contribution to the research of management systems both academically and specifically within the oil and gas sector.

This study concerns ‘value’ and how this leads to the ‘decision’ of whether to stay in farming, or to exit the industry. Most of the research into the ‘value’ of farming is based upon the quantitative economic evaluation of either farmland income or production modelling. This study proposes that there is additional ‘value’ beyond the income received. ‘Value’ is deemed to be ‘customer perceived value’ (‘value’) on the basis that farmers are considered to be consumers of the system of farming within a professional environment. Farming is a “way of life” and this is the first study that investigates whether the ‘personal values’ (‘values’) of farmers effect the ‘value’ they perceive from farming as suggested by Schoon and Te Grontenhuis (2000). This study investigates the relationship between ‘values, value, risk, satisfaction and decision’. The research model posits that ‘values’ (each one separately) impacts on the formation of ‘value’ (which is treated as a higher-order construct of the benefits [“get”] and sacrifices [“give”] components, each of which comprises a number of dimensions), ‘risk’ (also conceptualised as a higher-order construct) impacts on ‘value’ and ‘decision’, ‘value’ is a determinant of ‘satisfaction’ which in tum affects ‘decision’ of whether or not to remain in farming, The competing model although it maintains the above structure treats the two ‘value’ components as separate constructs (that is, tests for differential impact of ‘value’ and ‘risk’ on the “get” and “give” components and for the differential impact of these two components on ‘satisfaction’). The relationships between the constructs were tested via data collected from a postal and internet survey sent to farmers within Great Britain. The empirical investigation involved the use of Partial Least Squares (structural equation modelling). Examination of the solutions obtained for the research and competing model led to the adoption of the latter because of is greater sensitivity and analytical clarity. Overall, the findings confirm the relevance of ‘perceived value’ in a person's decision to remain within a given professional domain. Specifically, the following contributions to extant knowledge are made: • The differential behaviour of the two ‘value’ components (i.e., “give” and “get”) indicates that ‘value’ should not be conceptualised and consequently examined as a unidimensional higher-order construct. Instead each of the ‘value’ components should be free to relate to other constructs. • The research has confirmed the link between personal ‘values’ and value. However, the form of this relationship is considered to be context specific (i.e., in this study only Self Direction, Tradition and Benevolence were found to be a significant determinant of the ‘value’ components). • Risk has been found to impact significantly only on the “give” component of ‘value’. • Of the two components, only the “get” to satisfaction relationship was supported. This implies that the benefits received rather than the “give/sacrifices” made are the main driver of personal satisfaction with the chosen professional domain (in this case farming). • As expected the satisfaction to decision to remain in the chosen profession relationship has been confirmed. Based on the above policy suggestions are put forward regarding actions that could engender farmer's satisfaction with their profession and consequently ensure continuation with their chosen profession.

This study investigates motivations for Corporate Social Reporting (CSR). Considering that CSR remains a largely unregulated phenomenon, calls for normative and empirical research contributing to its theorisation are increasing. However, most frequently single theoretical interpretations are offered, which ignore the potential variety of explanations for the practice in diverse contexts. Concerns are also often expressed over the use of Content Analysis (CA) in CSR research. Although authors generally agree on the decisions with regard to sampling, they do not agree on the measurement units, and there is also a lack of studies reviewing issues pertaining to the context in CA. Thus, this study aims to contribute to the CSR literature by (a) introducing a framework that synthesises the relationships between the theoretical explanations for the phenomenon, and (b) reviewing the use of CA in CSR research, with a focus on CA decisions regarding sampling, recording and context. In pursue of the theoretical objective (a), a number of frequently employed theoretical explanations are reviewed and amalgamated in a revisited legitimacy theory framework, which identified three prime potential drivers for CSR. These include an ethics-focus approach, where legitimacy is achieved by discharging accountability to all identified stakeholders, and two image-focus approaches, where organisations are either interested in maintaining their legitimacy by retaining a positive image, or in opportunistically extending their legitimacy and image. To investigate the applicability of these suggestions, a case study design is adopted, whereby the reactions of five aviation organisations to major legitimacy threats in the form of air crashes are examined. The organisations considered are British Airways, Air France, American Airlines, Singapore Airlines and Scandinavian Airlines. Considering the methodological objective (b) of the study and the fact that the nature of the research, thus, requires measuring the levels of CSR, a mixed-method CA is employed, which (building on a systematic review of the literature) considers not only the variations in the measured levels of CSR prior to, and following, the accidents, but also what is actually stated in the disclosures. The study finds little support for the ethics-focus approach. The majority of the quantitative and qualitative evidence indicates instead that CSR is most often externally driven. Organisations appear to primarily engage with it to ensure they are seen as acting legitimately, in order to minimise existing and potential image threats and maintain profitability. The study, contrary to the literature, also finds that the recording units employed were not consistent in their findings and thus suggests that future studies should consider a variety of recording units. As regards the context, the organisations appear to adopt a 'pecking order' disclosure approach with regard to their reporting media, reporting their substantive positive CSR news via the AR to their most 'critical stakeholders', whilst disclosing "their substantive negative CSR news in the more 'ephemeral' stand-alone reports, which potentially have smaller audience.

<p> The research of job satisfaction in the Jamaican Baptist Union churches has received limited focus from academia. Leadership practices in the church profession poses a crisis in Jamaica, which could result in church workers&rsquo; inability to provide high quality service to church members and to the community. The purpose of the quantitative study was to investigate the relationship between the level of job satisfaction of church workers and church pastors and leaders&rsquo; transformational leadership style. The studied variables were (a) Idealized Influence Attributed (IIA), (b) Idealized Influence Behavioral (IIB), (c) Inspirational Motivation (IM), (d) Intellectual Stimulation (IS), (e) Individualized Consideration (IC), demographics and job satisfaction. The study required implementation of a composite survey consisting of the Multi-factor Leadership Questionnaire (MLQ), the Job in General (JIG) questionnaire, and a Demographic Questionnaire. One hundred forty church workers participated in the study. The participants were members of the Jamaican Baptist Union churches in Kingston, Jamaica. The ages ranged from 18 to 60. The majority were males 72 (51.4%), and 68 (48.6%) were females. The findings of the quantitative study using the Pearson&rsquo;s Product Moment and the MANCOVA assessed the multivariate relationships between the variables. The study results indicated a statistical significant correlation between church leaders&rsquo; transformational leadership styles and church workers&rsquo; job satisfaction. Future researchers and leaders should consider replicating the study with other churches in hopes to attain a more positive influence on workers job satisfaction and achieve a level of effectiveness in services.</p>

<p> As the baby boom generation approaches and enters traditional retirement ages, the owners of small professional service firms are being inundated with advice concerning how to implement a business succession plan. While much of the advice may be valuable and sound, a significant portion of this advice appears to be derived from a one-size-fits-all approach that ignores, or fails to address, the needs, desires, and personal characteristics of the business owner. Small business succession planning advice often involves growing the business into a self-perpetuating organism. However, many small business owners may not want to do what is necessary to manage a business for optimum succession planning. The researcher used a quantitative research methodology to identify antecedents to business succession planning in small, relationship-dependent service businesses. The research combines concepts from the Theory of Planned Behavior and from the family business succession planning literature to identify potential owner characteristic and situational antecedents to business succession planning. The study focused on a sample population of owners of small financial-services businesses affiliated with one broker-dealer. Most of the sample population offers tax and accounting services in addition to their financial services. The population is in the business of planning for their customers but to a large extent neglect or choose not to plan for their own ultimate exit from the business. While business owners face many choices and obstacles in preparing their firms for their eventual exit, this study indicates that the decision to pursue business succession planning by the owners of small, relationship-dependent service businesses is overwhelmingly driven by the business owners&rsquo; perception of the availability of a qualified successor. Thus the decision to pursue business succession planning by this sample population is more likely to be a reaction to circumstances than a proactive choice driving the owners&rsquo; business decisions.</p>

<p> In 2014, more than 1.6 million patients received services across the U.S. from hospice care agencies. The teams within these agencies are supporting each other to play a vital role in assisting a person&rsquo;s transition from this life to the next comfortably, as well as catering to the family. Hospice care companies are comprised of a variety of roles that are divided into teams. Staff members vary in age from 21 to 70 years, indicating the presence of mixed-generation teams. Generational diversity can create challenges in understanding different points of view, learning styles, and communication. Generational differences are one of the most fundamental reasons organizations experience difficulty with recruitment, development, and retention. In seeking to develop high performing teams, the concept and practice of accountability may be helpful in keeping employees engaged and committed to their team and the organization. Given differences in perception across multiple generations and the importance of accountability, this study explores the multi-generational concepts of accountability and the role of tight knit teams in the various roles at Hospice Care of California. The results indicated that age difference does not play a significant role in accountability. However, tight knit teams are important to providing accountability within a team. The findings of this study can be used to help management and team members become more aware of generational beliefs and drivers behind accountability. This will enhance trust, commitment, clear communication, as well as create effective and productive teams in the healthcare industry.</p>

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<p> A study on corporate leadership failure in America by Vugt and Ronay has shown that the failure rate of business leadership in meeting profitability targets is as high as 60%. Most organizations fail to attain profitability targets due to limited experience and exposure to strategic leadership. The aim of this single case study design was to explore the role of strategic leadership in banking profitability. Twelve purposively selected senior bankers and members of the board of directors with over 10 years of experience in banking and profitability and 3 years in the top management team participated in the study in western Tanzania. The resource-based view framed the discussion regarding strategic leadership skills needed to enhance banking profitability. Data were collected through semistructured interviews using open-ended questions to elicit in-depth responses from the participants. Other data sources included social media, company websites, and annual reports. The modified van Kaam approach was used in the data analysis. Meaningful statements were grouped into larger units to form themes. Findings confirmed that strategic leadership skills development had an important influence on banking profitability. Five themes emerged from the study results including strategic leadership and organization performance, planning, risk management, training and skills development, and the unique resources. Findings may also help to improve banking profitability, create employment, and contribute to social change to the poor and unbanked communities in Tanzania.</p>

<p> A study on corporate leadership failure in America by Vugt and Ronay has shown that the failure rate of business leadership in meeting profitability targets is as high as 60%. Most organizations fail to attain profitability targets due to limited experience and exposure to strategic leadership. The aim of this single case study design was to explore the role of strategic leadership in banking profitability. Twelve purposively selected senior bankers and members of the board of directors with over 10 years of experience in banking and profitability and 3 years in the top management team participated in the study in western Tanzania. The resource-based view framed the discussion regarding strategic leadership skills needed to enhance banking profitability. Data were collected through semistructured interviews using open-ended questions to elicit in-depth responses from the participants. Other data sources included social media, company websites, and annual reports. The modified van Kaam approach was used in the data analysis. Meaningful statements were grouped into larger units to form themes. Findings confirmed that strategic leadership skills development had an important influence on banking profitability. Five themes emerged from the study results including strategic leadership and organization performance, planning, risk management, training and skills development, and the unique resources. Findings may also help to improve banking profitability, create employment, and contribute to social change to the poor and unbanked communities in Tanzania.</p>