This study set out to explore how Official Development Assistance was practised in South Africa. An exploratory narrative design was followed to uncover the ‘strategy in the skin’ of strategy practitioners in the unit of analysis and to respond, therefore, to the research questions. This study has contributed to the body of knowledge in that it has brought together an alternative confluence of three theoretical perspectives of strategy as practice; complex adaptive systems and organisational hypocrisy and has explored the impact of the practice lens on these standpoints. While there has been extensive research on each of the theoretical perspectives, there has not yet been a study that has drawn together the three perspectives in relation to an empirical unit of analysis such as Official Development Assistance practices and practitioners. The study responded to a knowledge gap in relation to how public sector organisations, such as government units and the strategy practitioners of such units, practice strategy beyond the reified, formalised conceptions of strategy and in relation to their inhabiting complex, political organisational systems. The study arrived at two central theoretical findings. Firstly, that strategising represents a calibration of strategic practices towards strategic outcomes through the activities of complex adaptive practitioners v within the more politically inclined organisation. Secondly, that beyond the text of strategy, there is sub-text that is equally part of the micro strategy towards strategic outcomes.The skilful and sometimes delicate balancing act, that strategists perform to legitimise the calibrated combinations of action and politics in organisational strategy, equally needs nuanced, subtle and more complex forms of organisational communication. The study, therefore, makes the claim that complex adaptive systems and the characteristics of political organisations (as not being geared to action) are inherently broadened through the multiple dimensions of the practice turn and strategy as sub-text. The research confirmed that strategy as practice is a useful lens to understand strategy beyond the formally documented scripts and espoused pronouncements of strategy within organisational studies / Business Management / Thesis (D. B. L.)

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required. / Economics / D. Com. (Business Management)

The primary objective of the study is to assess whether organisations are using their budgeting, forecasting and financial planning information as a strategic tool in the decision-making process. The research aims to investigate the various factors that hinder the success of the finance department in delivering a quality financial plan, budget or forecast to top management and the rest of the organisation.

This study examines the impact of Statements of Financial Accounting Standards No. 141 and No. 142 (hereafter SFAS 141, 142) on the characteristics of financial analysts' earnings forecasts after mergers. Specifically, I predict lower forecast errors for firms that experienced mergers after the enactment of SFAS 141, 142 than for firms that went through business combinations before those accounting changes. Study results present strong evidence that earnings forecast errors for companies involved in merging and acquisition activity decreased after the adoption of SFAS 141, 142. Test results also suggest that lower earnings forecast errors are attributable to factors specific to merging companies such as SFAS 141, 142 but not common to merging and non-merging companies. In addition, evidence implies that information in corporate annual reports of merging companies plays the critical role in this decrease of earnings forecast error. Summarily, I report that SFAS 141, 142 were effective in achieving greater transparency of financial reporting after mergers. In my complementary analysis, I also document the structure of corporate analysts' coverage in "leaders/followers" terms and conduct tests for differences in this structure: (1) across post-SFAS 141,142/pre-SFAS 141, 142 environments, and (2) between merging and non-merging firms. Although I do not identify any significant differences in coverage structure across environments, my findings suggest that lead analysts are not as accurate as followers when predicting earnings for firms actively involved in mergers. I also detect a significant interaction between the SFAS-environment code and leader/follower classification, which indicates greater improvement of lead analyst forecast accuracy in the post-SFAS 141, 142 environment relative to their followers. This interesting discovery demands future investigation and confirms the importance of financial reporting transparency for the accounting treatment of business combinations.

This research was geared towards the investigation of management strategies (factors) that affect the performance ofMSMEs in Kenya. Many developed countries record a time in history when entrepreneurial activities led to revival of economical growth after decline. This implies MSMEs is a very vital sector especially for a developing country like Kenya. MSMEs stagnate and their performance is uncertain according to writers such as Namusonge, Management inadequacies have been suggested in several studies. The objectives of this research was to, 1. To identifY the critical management factors affecting the performance of MSMEs in Kenya; ii. To establish the process through which managerial factors affect the performance of a MSMEs in Kenya ; m. To determine the integrative effect of various management factors in the MSMES in Kenya; IV. To establish the effect of demographics and management factors on performance, v. To establish effects of external environment on internal management factors A conceptual model was formulated from the literature review showing relationships of the management strategies and the environment they operate in. These relationships became the basis for the hypotheses which were later tested. In chapter 4, a mini research (pilot study) was conducted in May 2007,whose main aim was to test the reliability and validity of the research instruments. The 36 questionnaires returned were analysed through descriptive method. Results obtained indicated the instruments were reliable and the results valid. A few corrections suggested were made. The major correction was addition of question 35 to collect financial information. The data collection was done between mid August and mid October 2007.In chapter 5, the researcher analysesd the results of the survey after receiving 180 questionnaires. Time was a constraint. In chapter 6, the hypotheses and conceptual model were analysed and the results obtained suggested that, most strategies did not affect the profitability separately but severally. The integrated effect of the management strategies and the associated factors had a higher impact on performance of the MSMES than any individual strategies. In chapter 7, the conclusions, summaries and Recommendations are given. / Business Management / D. Com. (Business Management and Policy)

This research was geared towards the investigation of management strategies (factors) that affect the performance ofMSMEs in Kenya. Many developed countries record a time in history when entrepreneurial activities led to revival of economical growth after decline. This implies MSMEs is a very vital sector especially for a developing country like Kenya. MSMEs stagnate and their performance is uncertain according to writers such as Namusonge, Management inadequacies have been suggested in several studies. The objectives of this research was to, 1. To identifY the critical management factors affecting the performance of MSMEs in Kenya; ii. To establish the process through which managerial factors affect the performance of a MSMEs in Kenya ; m. To determine the integrative effect of various management factors in the MSMES in Kenya; IV. To establish the effect of demographics and management factors on performance, v. To establish effects of external environment on internal management factors A conceptual model was formulated from the literature review showing relationships of the management strategies and the environment they operate in. These relationships became the basis for the hypotheses which were later tested. In chapter 4, a mini research (pilot study) was conducted in May 2007,whose main aim was to test the reliability and validity of the research instruments. The 36 questionnaires returned were analysed through descriptive method. Results obtained indicated the instruments were reliable and the results valid. A few corrections suggested were made. The major correction was addition of question 35 to collect financial information. The data collection was done between mid August and mid October 2007.In chapter 5, the researcher analysesd the results of the survey after receiving 180 questionnaires. Time was a constraint. In chapter 6, the hypotheses and conceptual model were analysed and the results obtained suggested that, most strategies did not affect the profitability separately but severally. The integrated effect of the management strategies and the associated factors had a higher impact on performance of the MSMES than any individual strategies. In chapter 7, the conclusions, summaries and Recommendations are given. / Business Management / D. Com. (Business Management and Policy)

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required. / Economics / D. Com. (Business Management)

This study set out to explore how Official Development Assistance was practised in South Africa. An exploratory narrative design was followed to uncover the ‘strategy in the skin’ of strategy practitioners in the unit of analysis and to respond, therefore, to the research questions. This study has contributed to the body of knowledge in that it has brought together an alternative confluence of three theoretical perspectives of strategy as practice; complex adaptive systems and organisational hypocrisy and has explored the impact of the practice lens on these standpoints. While there has been extensive research on each of the theoretical perspectives, there has not yet been a study that has drawn together the three perspectives in relation to an empirical unit of analysis such as Official Development Assistance practices and practitioners. The study responded to a knowledge gap in relation to how public sector organisations, such as government units and the strategy practitioners of such units, practice strategy beyond the reified, formalised conceptions of strategy and in relation to their inhabiting complex, political organisational systems. The study arrived at two central theoretical findings. Firstly, that strategising represents a calibration of strategic practices towards strategic outcomes through the activities of complex adaptive practitioners v within the more politically inclined organisation. Secondly, that beyond the text of strategy, there is sub-text that is equally part of the micro strategy towards strategic outcomes.The skilful and sometimes delicate balancing act, that strategists perform to legitimise the calibrated combinations of action and politics in organisational strategy, equally needs nuanced, subtle and more complex forms of organisational communication. The study, therefore, makes the claim that complex adaptive systems and the characteristics of political organisations (as not being geared to action) are inherently broadened through the multiple dimensions of the practice turn and strategy as sub-text. The research confirmed that strategy as practice is a useful lens to understand strategy beyond the formally documented scripts and espoused pronouncements of strategy within organisational studies / Business Management / D.B.L.

This study investigated the relationship between capital structure, performance and replacement of chief executive officer in firms listed on the Nairobi Securities Exchange (NSE). Data was collected from a sample of 37 firms listed on the NSE over a period of 23 years, from 1990 to 2012. The analysis was conducted at three stages. The canonical correlation technique was employed to investigate the bi-directional relationship between capital structure and performance and to select competing indicators of performance and capital structure. Second, the general linear model (GLM) procedure was used to test the effect of performance and ownership structure and to test the effect of capital structure and ownership structure. Lastly, the generalised estimating equation (GEE) was used to assess effects of performance, capital structure and ownership structure on change in CEO. The results revealed that a bidirectional relationship exists between capital structure and debt capital. The indicators found to be useful in examining the relationship between performance and capital structure are asset turnover ratio and total debt to the total asset ratio. The findings support the efficiency hypothesis but not the franchise hypothesis. The results also indicated that firms with a low asset turnover are with a low asset turnover are 3.045 times likely to change CEO compared to firms with a high asset turnover. The results also indicated that firms with high leverage (debt) are he results also indicated that firms with high leverage (debt) are 3.430 times likely to change CEO compared to firms in low leverage, while the firms with medium leverage are are are are 6.491 times likely to change CEO. Therefore managers should not be passive when it comes to choosing between equity and debt capital played a disciplinary role on firms listed on the NSE. / Business Management / DCom (Business Management)

This study investigated the relationship between capital structure, performance and replacement of chief executive officer in firms listed on the Nairobi Securities Exchange (NSE). Data was collected from a sample of 37 firms listed on the NSE over a period of 23 years, from 1990 to 2012. The analysis was conducted at three stages. The canonical correlation technique was employed to investigate the bi-directional relationship between capital structure and performance and to select competing indicators of performance and capital structure. Second, the general linear model (GLM) procedure was used to test the effect of performance and ownership structure and to test the effect of capital structure and ownership structure. Lastly, the generalised estimating equation (GEE) was used to assess effects of performance, capital structure and ownership structure on change in CEO. The results revealed that a bidirectional relationship exists between capital structure and debt capital. The indicators found to be useful in examining the relationship between performance and capital structure are asset turnover ratio and total debt to the total asset ratio. The findings support the efficiency hypothesis but not the franchise hypothesis. The results also indicated that firms with a low asset turnover are with a low asset turnover are 3.045 times likely to change CEO compared to firms with a high asset turnover. The results also indicated that firms with high leverage (debt) are he results also indicated that firms with high leverage (debt) are 3.430 times likely to change CEO compared to firms in low leverage, while the firms with medium leverage are are are are 6.491 times likely to change CEO. Therefore managers should not be passive when it comes to choosing between equity and debt capital played a disciplinary role on firms listed on the NSE. / Business Management / DCom (Business Management)