Thesis (M.Com. (Management)) - Rhodes University, 2008.

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 193-214). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

Thesis (M.Com. (Psychology)) - Rhodes University, 2007. / For a thesis in partial fulfilment of the degree of Masters in Research Psychology.

Under åtskilliga år har organisatorisk förändring i form av sammanslagningar av organisationer varit en fortlöpande del av den operativa strategin för flertalet organisationer. Detta för att uppnå organisationell mångfald, tillväxt och rationalisering. Vad man emellertid har förbisett att ta hänsyn till är att vardera organisationen besitter en specifik organisationskultur som präglas av gemensamma och delade meningar om organisationens värderingar, normer, grundläggande antaganden och verklighetsuppfattningar. För att få till stånd en ny och framgångsrik enhet krävs en omskapad organisationskultur, där de anställda från de skilda organisationerna erfar en ny gemensam och delad mening om organisationens satta grundstenar. Vad denna studie vill bidra med är en ny vinkel beträffande en förändrad organisationskultur där man ser till de anställdas upplevelse utifrån de individuella karaktäristiska dragen; neuroticism, extrovert, öppenhet, vänlighet och målmedvetenhet, vilket kan komma ha betydande relevans för att uppnå en lyckad sammanslagning. Detta med anledning av att en individs beteende torde härstamma från personligheten, där personligheten belyser en individs karaktäristiska och organiserande sätt att känna, tänka och handla i olika situationer. Det är framförallt i situationer där vanor och rutiner förändras som de individuella karaktäristiska dragen blir intressanta att studera för att kartlägga hur en individ svarar på detta. En deduktiv ansats kommer därav att tillämpas med avsikten att studera en förändrad organisationskultur med en ny vinkel, vilket i detta fall är utifrån individuella karaktäristika drag. Med stöd från tidigare forskning byggs teser, vilket sedan prövas mot empirisk data som samlats in med hjälp av en organisation som genomgått en sammanslagning. Utifrån uppsatsens syfte har en kombination av metoder tillämpats i avsikt att analysera informationen från enkätundersökningen. Uppsatsens diskussion och slutsats grundas på de enkätsvar som samlats in från den specifika organisationens anställda, bortsett från ledningsgruppen. Utifrån resultaten kan det antydas att studien mätt det som var åsyftat att mäta. Däremot kunde denna studie inte påvisa att samband finns mellan dessa variabler, vilket förklaras i sista avsnittet bero på ett flertal aspekter. / For several years, organizational change in the form of mergers has been an ongoing part of the operational strategy for most organizations. This is to achieve organizational diversity, growth and rationalization. What, however, has failed to take into account is that each organization possesses a specific organizational culture of common and shared views on the organization's values, norms, basic assumptions and perceptions of reality. In order to establish a new and successful unit requires a recreated organizational culture, where employees from different organizations are experiencing a new common and shared sense of organization set foundations. What this study would like to contribute is a new angle regarding a change in organizational culture that looks to the employee experience based on the individual characteristic features; neuroticism, extroversion, openness, agreeableness and conscientiousness, which may have significant relevance for achieving a successful merger. This is on account of that an individual's behavior derives from personality features, which highlights the personality of individuals and how they feel, think and act in different situations. It is mainly in situations where the habits and routines changes as the individual characteristic features will be interesting to study to identify how an individual responds to this. A deductive approach will hence be applied with the intention of studying a change in organizational culture with a new angle, which in this case is based on individuals’ characteristics traits. With support from previous research theses have been built, which were tested against empirical data gathered with the help of an organization that has undergone a merger. Based on the purpose of the essay is a combination of methods applied in order to analyze the information from the survey. Thesis discussion and conclusion is based on the survey responses collected from the specific organization's staff, apart from the management team. From the results it can be inferred that the study measured the different variables correctly. In contrast, this study could not conclude that there were any significant relationship between these variables, which is explained in the last section of the thesis.

Thesis (PhD) -- AUT University, 2007. / Primary supervisor : Professor Keith Hooper. Secondary supervisor : Dr Andy Godfrey. At head of title: Doctorate of Philosophy: a thesis. Includes bibliographical references. Also held in print (ix, 192 leaves : ill. ; 30 cm.) in City Campus Theses Collection (T 658.3145 GAR)

"Submitted in partial fulfillment of the requirements for the degree of Master of Science in [Program Management] from the Naval Postgraduate School, December 2009." / Advisor(s): Boudreau, Michael. ; Hayes, Kevin. "March 2010." "Joint applied project"--Cover. Description based on title screen as viewed on April 23, 2010. Author(s) subject terms: Organizational Culture, Organizational Change, ARDEC, Organizational Change Guidelines. Includes bibliographical references (p. 67). Also available in print.

It may be argued that there are fewer sporting environments where politics and sport are so intertwined, however having undergone significant socio-political changes and development, South Africa (SA) remains a strong sporting nation with a rich and complex sporting history. After 28 years of sporting isolation, following SA's re-entry to international competition in 1992, the country has since competed at international level and immediately reasserted itself as one of the top cricketing nations in the world. With very little non-politicised literature on the subject, the question of what SA's talent development environment looks like in order to produce internationally competitive teams, after 28 years of isolation, remains relatively un-reviewed. In light of this, the SA cricket development environment offers a unique opportunity to explore one of SA's oldest and most established sports. The focus of this thesis will provide a pragmatic and holistic picture of the South African cricket development environment across four features, Organisational Culture, Structural Change, Coach Development and Coach-Administrator Relationships. Consequently, the aims of this thesis are fourfold: 1. To explore the use of an existing organisational framework, the Cultural Web, from the domain of organisational culture management to investigate organisational culture within SA cricket development environment. 2. To gather an understanding of the development pathway of SA cricketers and investigate if the changes made to the provincial structure in 2004 have impacted on the pre-2004 development trajectory of a SA cricketer. 3. To explore the learning and development environment of SA cricket coaches and their career progression. 4. To explore and illuminate the operational relationship between the coach and the administration within the context of SA cricket.

The focus of this doctoral research is on advancing knowledge of what managers can do to address the issues of corporate cultural differences in mergers and acquisitions (M&A). Despite decades of experience, the rate of M&A failure remains high globally. The root causes of these failures have pointed to inadequate strategic deal theses, excessive purchase prices paid, and poor pre- and post-integration management. Human and cultural factors have also been blamed for these failures. Significant research effort has been expended in raising the importance of human factors and the issue of culture fit in M&A. However, research results have remained ambiguous. Extant organisational M&A culture research has largely focused on examining the role of culture in M&A and its impact on M&A performance. How to address organisational culture differences in M&A is much less studied. Only a small handful of scholars, consultants and practitioners have attempted to prescribe corporate culture alignment guidelines that are either too generic or prescriptive. Managers remain unclear as to how to manage cultural differences in M&A.The research sets out to address how managers can effectively moderate the effects of corporate cultural differences on M&A performance in domestic M&A. It aims to develop a practical M&A corporate culture alignment model for managers tasked with addressing the effects of corporate cultural differences in M&A. It also focuses on addressing the issues of single-layered acculturation of corporate cultures in isolation from the perplexing issues of double-layered acculturation between national and corporate cultures in cross-border transactions. The researcher adopted a qualitative case study research method to deliver on the research objectives within the doctoral research timeframe. He selected a sample of four domestic M&A case studies in Thailand where he is located. Each case study was free of issues related to national cultural differences. The researcher was able to draw rich information and insights from interviewing a total of 50 senior executives, middle managers and staff across case studies. The main research findings provide managers with an improved understanding of the roles of corporate culture on M&A performance and a practical and repeatable five-phase M&A corporate culture alignment model (‘5-D’). The model offers a planned step-by-step change approach, key objectives, and suggested tools and templates that help guide managers to effectively moderate the effects of corporate culture differences in domestic M&A from pre-to post-M&A stages. The model also provides strategic choices and implementation guidelines for managers to consider in addressing the emergent nature of acculturation and change in M&A integration situations. The effectiveness of this exploratory model shall be further tested in future qualitative and quantitative studies. The empirical testing of the research recommendations has already begun with a number of recent M&A projects in Asia outside of this research.

Agile methodologies have gained popularity for their ability to help companies respond quickly to changing environments and customer needs. However, organizations often struggle with adopting agile methodologies due to their focus on implementing specific frameworks rather than fostering an agile mindset in their organizational culture. Therefore, it is important to promote an agile mindset within organizations and gradually embed it into their culture. This thesis aims to explore how organizational leaders can support the agile mindset adoption. After a thorough review of the relevant literature, the study collected empirical data via interviews with leaders, agile experts and professionals with extensive experience in agile environments to identify practical approaches to support the adoption of an agile mindset that may require an organizational culture transformation. Overall, the outcome of this study contributed to increasing the chances to realize the benefits of agile transformations by fostering the agile mindset.