Thesis (Ph. D.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 324-333).

The aim of this thesis is to provide an original interpretative rationale of the role and effect of culture which may influence the development of a modern Small to Medium sized Enterprise (SME). Substantively, the research is two-fold: firstly, to examine organisational culture and, secondly, its relationship with IT implementations, specifically computer-based Management Information Systems (MIS). An extensive literature review has revealed a lack of synthesis between organisational culture and computer-based implementations, particularly in the SME environment. The research uses an approach based on ethnographic methods from qualitative research within inductivist confines. A thirty-month ethnographic study at a small engineering firm, verified and validated by triangulation techniques, has been used to form a Conceptual Model for successful MIS implementation. This new Model has been validated in several, unconnected, external organisations. The main case-study is supported by smaller studies which has provided a holistic (and therefore more realistic) view of the complexity of organisational culture. It is emphasised that achieving a change in organisational culture is a deeply political and turbulent process. Due regard must be given to managerial, cultural, organisational, human, technical, psychological and political issues. The research takes full account of these factors and discusses the importance of core competency, both from the organisation and its actors, to facilitate and realise effective cultural change. The Model proposed is one methodology for implementation in organisations with cultural and organisational difficulties. Due to the intricacies and complexity of culture, the implementation strategy is potentially a lengthy process. Contributions are made to knowledge in a number of different arenas. Firstly, a contribution is made in the area of IT change management by proposing a new Model for MIS implementation. The Model is given credibility having been verified and validated at several external organisations. Secondly, a contribution is made in the area of organisational theory as the SME focus provides this vital sector of the business community with additional, pertinent, information when undergoing IT implementations. Finally, the research contributes to knowledge in the area of research methodology as the novel combination of diverse paradigms has resulted in a new research approach for use in the SME environment.

Thesis (doctoral)--Helsingin Kauppakorkeakoulu, 1991. / Includes bibliographical references (p. 197-208).

No description available.

Project (D. Min.)--Iliff School of Theology, 2004. / Includes abstract. Includes bibliographical references (leaves 138-144 ).

Project (D. Min.)--Iliff School of Theology, 2004. / Includes abstract. Includes bibliographical references (leaves 138-144 ).

Current UK public health policy and research identifies potential health risks of physical inactivity and high levels of sitting. This is a particularly pertinent issue for office workers, who spend, on average, over two-thirds of the work day sitting. This thesis reports on the design and evaluation of a multicomponent sit-stand desk intervention, delivered within two not-for-profit office-based organisations in London, England. A mixed method study design was employed. A pilot randomised controlled trial examined the efficacy of the intervention on reducing sitting and increasing standing and physical activity, using wearable monitors to measure outcome variables at baseline, and at four additional timepoints up to 12-months following the onset of the intervention. A process evaluation, including in-depth qualitative interviews and participant observation, investigated the processes that influenced the feasibility, acceptability and efficacy of the intervention. Mixed-model ANOVA indicated that the intervention reduced workplace sitting, on average, by 38 minutes, however there was no significant influence on workplace physical activity, or any of the outcome variables across the whole day. The process evaluation revealed that discourses surrounding employee health and organisational effectiveness, and employees' health-focused occupational identities increased the acceptability of sit-stand desk provision, whereas monetary concerns, a centralised organisational structure and incompatibility of the sit-stand desks with the workplace environment negatively influenced implementation feasibility. The sit-stand desk design, expectations and outcomes related to health and productivity, and the organisational culture and interpersonal relationships positively and negatively influenced sit-stand desk experience to differing degrees between participants. Mixed method analyses of outcome and process data illustrated the potential for integrating findings to enhance understanding of 'what works' within behavioural intervention research. Sit-stand desks are not a one-size-fits-all solution to reducing sitting and increasing physical activity, however, they should be available to office-based employees as part of a wider workplace health strategy.

Thesis (Ed. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 125-137). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 125-137). Also available on the Internet.

plan A / Pacific Islands Studies