The political history of South Africa, especially that of the apartheid years, has affected the structuring and functioning of business in the country profoundly. In general, White business is highly developed and formal, with access to financial and infrastructural support. Black business is often subsistence-based, informal and struggles for access to support mechanisms. These structural inequities have had a depressing impact on the economy that will continue if they are not resolved. Following the 1994 elections, policies and legislation have been introduced aimed at redressing structural imbalances. There is thus both a political and an economic imperative to bridge the gaps that have arisen between Black and White business. The study proposes Black/White joint ventures as a mechanism to this end. The history of Black/White relationships means that these enterprises are likely to face many problems. A model has been developed through the study for the formulation, structuring and operation of Black/White joint ventures that takes into account the factors that are likely to impact on these ventures and affect their success potential. The process of applying the model in practice is directed towards results that are not prejudiced by the background of the parties to the venture. The study expands the concept of joint ventures within the South African context to incorporate initiatives along a continuum ranging from extensions to employment to full joint ventures. Depending on its nature and objectives, a venture may be placed and remain at any stage along the continuum, or may progress along it. Case studies of Black/White joint ventures were investigated in depth and analysed in terms of the application of the model, in order to determine the relevance of the model. In all cases, the success or failure of the venture under scrutiny could be ascribed to the way in which the presence of various elements identified as being components of the model had been accommodated in practice within the venture. The use of the model when applied to formulating, structuring and operating a Black/White joint venture can contribute to its success potential. / Business Management / DBL

Abstracts in English, Xhosa and Southern Sotho / This study critically explores the link between internationalisation theories and outward foreign direct investment (FDI) – a linkage which is well documented in the literature. Numerous studies have established that the internationalisation process recognises both firm- and market-specific aspects, which greatly determine the direction of outward FDI in terms of volume and pattern. In this interaction, path dependency is determined by the intensity of overlapping aspects or linkages, from firm-level heterogeneity and host market aspects that direct investment patterns in terms of the latter, to the volumes of firm-level adjustments. Firm-level heterogeneity comprises those traits, which enable an individual firm to make an investment decision, select a market-entry strategy and create the competitive advantages that will sustain its investments. Macro-level or country-specific aspects encompass those traits or characteristics of host markets, which encourage FDI on the part of multinational enterprises (MNEs). Most studies overlook the path dependency of country- and firm-specific aspects, which are crucial to the internationalisation processes of international business, economics and trade. Academic studies either focus on macro- or micro-level aspects, without paying specific attention to the path dependency of expansion strategies. The present study attempts to fill these gaps in the existing body of knowledge, by investigating international business in these contexts. The rationale for undertaking this study was two-fold: first, FDI holds proven benefits for host markets, which include economic growth, industry spillover, human capital development and transitory tacit knowledge. From a firm-level perspective, outward FDI largely enhances the capacity of MNEs, prompting an increase in asset accumulation, market share and human capital development, the more efficient utilisation of resources and return on equity. In this study, an argument is presented for measuring the variables of both firm- and market-specific aspects, since most existing studies in this genre focus either on micro- or macro-level determinants, or totally overlook the importance of linkages. Second, no documented research has investigated the path dependency of expansion strategies, especially in Africa. Crucially, the importance of path dependency of South Africa’s outward investment has not been documented either. Further, existing evidence on the role the path dependency of expansion strategies plays in outward FDI are scarce, with even fewer studies following a sectorial approach. This study attempts to fill these academic research gaps by reflecting both firm- and market-level data from various sources for the period 1995–2015, using panel dynamic regression models. The study found that the linkages between firm heterogeneity (firm-level evidence) and market-level aspects create a path dependency of expansion strategies. MNEs adopt either joint ventures or wholly owned subsidiaries (or both) as market-entry strategies, but the decision is informed by the intensity of those firm heterogeneity aspects that allow them to exploit opportunities and mitigate risk in host markets. Notably, the intensity of path dependency seemingly varies from one industrial segment to the next. The impulse response approach delivered evidence that one standard deviation shock of firm-specific variables led to a moderate improvement in firm-level capacities in the short run, but a significant improvement in the long run. The same result was recorded for market-level aspects, with the intensity of the results varying from one industry to the next. The causality test attempted to explore the causal relationship between the study variables in both firm- and market-level aspects. Empirical evidence from the study indicates that the size of the firm and its capacity to utilise its resources efficiently, influence their investment in host markets. As regards market-specific aspects, the size of the economy, levels of industry and trade openness were found to have a causal effect on the inflow of FDI in host markets. The intensity of causal aspects was also found to vary from one industry to the next, due to variations in firm-level heterogeneity and their linkage in terms of aspects related to the host market. In sum, this study complements existing material on the subject of international business. / Olu phononongo luphicotha ikhonkco phakathi kweengcingane zamazwe ngamazwe kunye notyalo-mali ngokuthe ngqo oluphuma ngaphandle kumazwe asemzini (i-FDI) –indibaniselo ebhalwe kakuhle kwimiqulu yoncwadi. Izifundo ezininzi ezenziweyo ziye zaqinisekisa ukuba inkqubo yamazwe ngamazwe iyazamkela zombini inkampani- kunye nemiba ekhethekileyo yemarike, ezihlola kakhulukazi imikhombandlela (izikhokelo) ye-FDI yangaphandle ngokomthamo kunye nephatheni. Kule ntsebenziswano, indlela yokuxhomekeka ifunyanwa ngobungakanani bezinto ezisebenzelelanayo/ezingenanayo okanye izenzo zokuhlangana, ukusuka kwiintlobo-ntlobo zamanqanaba enkampani kunye neemfuno zabasingathe imicimbi yeendawo zokuthengisa (iimarike) iimpahla ezilawula iiphatheni zotyalo-imali ngokweyokugqibela, kwimilinganiselo yokulungelelaniswa kwenqanaba lwenkampani. Iintlobo-ntlobo zamanqanaba enkampani ziquka ezo mpawu, ezenza inkampani nganye yenze isigqibo sotyalo-mali, ikhethe isicwangciso sokungeniswa kwimarike kwaye siyile amathuba amahle okhuphiswano aya kugcina utyalo-mali. Inqanaba eliphezulu okanye iinkalo ezithile zelizwe zibandakanya ezo zimo okanye iimpawu zeemarike ezamkelekileyo, ezikhuthaza i-FDI kwiinkampani zamazwe ngamazwe (i-MNEs). Uninzi lwezifundo aziyiniki ngqalelo indlela yokuxhomekeka yelizwe kwimicimbi ekhethekileyo nebalulekileyo yenkampani kwiinkqubo zangokwamazwe oshishino lwamazwe ngamazwe, uqoqosho norhwebo. Uphando lwemfundo ephakamileyo lugxininisa kwiinkcukacha ezikwinqanaba eliphezulu okanye eliphantsi ngokunganiki ngqalelo kwindlela yokuxhomekeka yeendlela zokwandisa. Uphononongo lwangoku luzama ukuvala izikhewu/izikroba kulwazi olukhoyo., ngokuphanda ishishini lwamazwe ngamazwe kule meko. Ingqiqo ekwenzeni olu phando yahlulwe kubini: okokuqala, i-FDI inenzuzo eqinisekisiweyo kwabasingethe iimarike, ezibandakanya ukukhula koqoqosho, ukuchuma kwamashishini, ukuphuhliswa kwezakhono zabantu kunye nolwazi oludlulileyo lwezakhono. Ngakwicala lenqanaba lenkampani, i-FDI yangaphandle iphakamisa amandla e-MNE, ikhawulezisa ukunyusa uqokelelo lwempahla, isabelo semarike kunye nophuhliso lwabantu, ukusetyenziswa ngokufanelekileyo kwezixhobo kunye nokubuyela kubulungisa bokulingana. Kolu phononongo, impikiswano inikezelwe ukulinganisa iinguqu zombini yenkampani- kunye nemimiselo ethile yemarike, njengoko olunye uphando oluninzi olwenziweyo kolu hlobo lugxininisa koonobangela abakwizinga elisezantsi okanye eliphezulu, okanye kunganikwa ngqalelo tu kukubaluleka kwezenzo zokudibana / zokunxibelelana. Okwesibini, akukho phando lubhaliweyo oluphande indlela yokuxhomekeka kweendlela zokwandisa, ngakumbi e-Afrika. Ngokusesikweni, ukubaluleka kwendlela yokuxhomekeka yotyalo-mali lwangaphandle eMzantsi Afrika alukaze nalo lubhalwe phantsi. Ukongezelela, ubungqina obukhoyo kwindima yendlela yokuxhomekeka yeendlela zokwandisa kwi-FDI yangaphandle zinqabile, kwakunye nezifundo ezimbalwa ezilandela indlela yamacandelo. Olu phononongo luzama ukuzalisa izikroba zophando zemfundo ephakamileyo ngokuzibonakalisa zombini inkampani- kunye nedatha yamanqanaba emarike avela kwimithombo eyahlukeneyo yexesha lowe-1995-2015, usebenzisa iimodeli zepaneli ezinamandla zokubuy’umva. Uphononongo lufumanise ukuba ukudibana phakathi kweentlobo-ntlobo zenkampani (ubungqina bezinga lenkampani) kunye nemilinganiselo yezinga lemarike zidala indlela yoxhomekeko yeendlela zokukhula. Ii-MNE zamkela intsebenziswano ngokuhlangeneyo okanye bazibambele ngokwabo ngokupheleleyo (okanye zombini) njengeendlela zokungena kwimarike, kodwa isigqibo siphenjelelwa bubungakanani beentlobo-ntlobo zemicimbi yenkampani evumela ukuba baxhaphaze amathuba kwaye banciphise umngcipheko kwiimarike zenkampani. Ngokuphawulekayo, ubukhulu bokuxhomekeka wendlela yokuxhomekeka kukhangeleka kusahluka ukusuka kwicandelo elinye lozoshishino ukuya kwelinye elilandelayo. Indlela yokuphendula ngokungxama inikezele ubungqina bokuba ukuphazamiseka okusesikweni kwizinto eziguquguqukayo zenkampani ezikhethekileyo zikhokelele ekuphuculeni okusezingeni eliphakathi kwinqanaba kubungakanani benqanaba lenkampani ngexeshana, kodwa ukuphuculwa okubonakalayo nokubalulekileyo ekuhambeni kwexesha. Isiphumo esifanayo sabhalwa phantsi kwiinkalo zemarike, nobukhulu beziphumo zohluka ukusuka kwelinye ishishini ukuya kwelinye. Uvavanyo lwamaxesha athile luzame ukuphonononga ubudlelwane bamaxesha athile phakathi kwezifundo zezinto eziguquguqukayo kwiinkalo zombini inkampani –kunye nenqanaba lemarike/ neemeko zemarike. Ubungqina bamava obuvela kuphando lubonisa ukuba ubungakanani benkampani kunye namandla okusebenzisa uvimba wezixhobo ngokufanelekileyo, ziphembelela utyalo-mali kwiimarike zenkampani. Ngokubhekiselele kwimimandla ethile yemarike, ubungakanani boqoqosho, amazinga oshishino kunye nokuvuleka kwezorhwebo kufunyaniswe ukuba kunefuthe elenzekayo ngamaxesha athile ekungeneni kwe-FDI kubasingathi beemarike. Ubungakanani bemicimbi eyenzeka ngamaxesha athile yafunyanwa kwakhona ukuba yohlukile ukusuka kwelinye ishishini ukuya kwelinye, ngenxa yeenguqu kwiintlobo-ntlobo zeamanqanaba enkampani kunye nokudibana kwabo ngokwemiba enxulumene nabasingethe imarike. Kafutshane esi sifundo, sigcwalisa izixhobo ezikhoyo kwisihloko sezoshishino lamazwe ngamazwe. / Dinyakišišo tše di utolla ka tsinkelo kgokagano gareng ga diteori tša peyomaemong a boditšhabatšhaba le peeletšothwii ye e tšwago dinageng tša ka ntle (FDI) – e lego kgokagano yeo go ngwadilwego ka yona kudu ka dingwalweng. Dinyakišišo tše mmalwa di utollotše gore tshepedišo ya go bea maemong a boditšhabatšhaba e lemoga bobedi dilo tša difeme le tše di amanago le difeme, tšeo di laolago kudu fao FDI ya dinaga tša ka ntle e lebilego gona mabapi le bontši le mokgwa. Ka tirišanong ye, go tšea diphetho go ya ka maemo go laolwa ke bontši bja dilo tšeo di dirwago ka nako e tee goba dikamano, go tloga go go farologanya ditšweletšwa ka femeng le dilo tša mmaraka wa ka nageng tšeo di laolago mekgwa ya dipeeletšo mabapi le go ya ka mmaraka wa ka nageng, go ya go mehuta ye mentši ya dipeakanyo tša ka femeng. Go farologanya ditšweletšwa ka femeng go bopilwe ke diphetogo tše, tšeo di kgontšhago feme ye itšego go tšea sephetho sa mabapi le peeletšo, go kgetha maano a go tsena ka mmarakeng le go hlama menyetla ye mekaone yeo e tlago tšwetša pele peeletšo ya yona. Dikokwane tša ekonomi ye kgolo goba tša ka nageng di akaretša diphetogo tšeo goba dipharologantšhi tša mebaraka ya ka nageng, tšeo di hlohleletšago FDI ka karolong ya dikgwebo tša dinaga tša ka ntle (di-MNE). Dinyakišišo tše ntši di hlokomologile go tšea diphetho go ya ka maemo ga naga le ga dilo tša ka femeng ye itšego, tšeo di lego bohlokwa go tshepedišo ya peyomaemong a boditšhabatšhaba ya dikgwebo tša boditšhabatšhaba, diekonomi le kgwebišano. Dinyakišišo tša dirutegi di ka be di lebeletše kudu dilo tša ekonomi ye kgolo goba tša ye nnyane, ka ntle le go lebiša šedi ye kgolo go go tšea diphetho go ya ka maemo a boditšhabatšhaba ga maano a katološo. Dinyakišišo tše di leka go tlatša dikgoba tše ka tsebo ye e lego gona, ka go nyakišiša dikgwebo tša boditšhabatšhaba ka maemong a. Maikemišetšo a go dira dinyakišišo tše e bile a mabedi: sa mathomo, FDI e na le dikholego tšeo di tiišeditšwego go mebaraka ya ka dinageng, tšeo di akaretšago kgolo ya ekonomi, khuetšano ya diintasteri, tlhabollo ya bokgoni bja bašomi le phetišetšo ya tsebo ye e lego nyanyeng. Go ya ka maemong a difeme, FDI ye e tšwago dinageng tša ka ntle e godiša bokgoni bja di- MNE, ya hlohleletša koketšego ya khwetšo ya dithoto, ya kabelano ya mmaraka le ya tlhabollo ya bokgoni bja bašomi, tšhomišo ye kaone kudu ya methopo le go hwetša poelo go dikabelano. Ka mo dinyakišišong tše, go hlagišwa ntlha ya go ela diphapano tša bobedi dilo tša ka femeng le tša ka mmarakeng, ka ge bontši bja dinyakišišo tše di lego gona ka mo lekaleng le la dinyakišišo di lebeletše kudu tšeo di laolago ekonomi ye nnyane goba ye kgolo goba tšeo di hlokomologago ka botlalo bohlokwa bja dikgokagano. Sa bobedi, ga go dinyakišišo tšeo di ngwadilwego tšeo di nyakišišitšego go tšea diphetho go ya ka maemo ga maano a katološo, kudukudu ka Afrika. Se bohlokwa ke gore, bohlokwa bja go tšea diphetho go ya ka maemo ga peeletšo ya Afrika Borwa ya dinaga tša ka ntle ga se gwa ngwalwa le ge go le bjale. Godimo ga fao, bohlatse bjo bo lego gona ka ga mošomo wa go tšea diphetho go ya ka maemo fao go ralokago ka ga maano a katološo ka go FDI ya dinaga tša ka ntle e se bjo bontši, gomme go na le dinyakišišo tše mmalwa go latela mokgwa wo o lebeletšego makala. Dinyakišišo tše di leka go tlatša dikgoba tše tša dinyakišišo tša dirutegi ka go laetša tshedimošo ya bobedi ka maemong a difeme le ka mebarakeng go tšwa methopong ya mehutahuta go tloga ka mengwaga ya 1995–2015, ka go šomiša mekgwa ya kakanyo ya dikamano ye e fetogago. Dinyakišišo di hweditše gore dikamano gareng ga go farologanya ditšweletšwa (bohlatse bja ka maemong a difeme) le dilo tša maemo a ka mmarakeng di hlola go tšea diphetho go ya ka maemo ga maano a katološo. Di-MNE di šomiša masolo a mohlakanelwa goba dikhamphani tša ka fasana tšeo di laolwago ka botlalo (goba ka bobedi) bjalo ka maano a go tsena ka mmarakeng, eupša sephetho se laolwa ke bontši bja dilo tšeo tša go farologanya ditšweletšwa tšeo di di dumelelago go nyaka dibaka le go fokotša kotsi ka mebarakeng ya ka nageng. Seo se lemogilwego ke gore, bontši bja go tšea diphetho go ya ka maemo go bonala go fapane go ya ka karolo ya intasteri go ya go ye nngwe. Mokgwa wa go arabela kgoketšo wo o hlagišitšwego ka bohlatseng bja gore phapogo ya tlwaelo ya diphapano tša ka femeng e feleleditše ka kaonafalo ya magareng ya bokgoni bja difeme lebakeng le lekopana, eupša ka kaonafalo ye kgolo mo lebakeng le letelele. Dipoelo tše di swanago di begilwe ka go dilo tša maemo a ka mmarakeng, gomme bontši bja dipoelo tša fapana go ya ka diintasteri. Teko ya mathata yeo e bego e leka go utolla kamano ya tšeo di bakago se gareng ga phapano ya dinyakišišo ka go bobedi ka dilo tša ka femeng le tša ka mmarakeng. Bohlatse bja maitemogelo go tšwa ka mo dinyakišišong bo laetša gore bogolo bja feme le bokgoni bja yona bja go šomiša methopo ya yona gabotse ntle le mathata, di huetša peeletšo ya yona ka mebarakeng ya ka nageng. Mabapi le dilo tša ka mmarakeng, bogolo bja ekonomi, maemo a intasteri le go hloka sephiri ka kgwebišanong di bonwe di na le seabe sa go baka seemo go tseneng ga FDI ka mebarakeng ya ka nageng. Bontši bja dilo tše di bakago maemo go hweditšwe gape gore go fapana go ya ka diintasteri, ka lebaka la diphapano ka go farologanyo ya ditšweletšwa ka difemeng le kamano ya tšona mabapi le dilo tšeo di amanago le mmaraka wa ka nageng. Bjalo ka kakaretšo, dinyakišišo tše di tlaleletša dingwalwa tšeo di lego gona ka ga hlogotaba ya dikgwebo tša boditšhabatšhaba. / Business Management / D. Phil. (Business Management)

Management tools and solutions are largely conceptualised through well-defined and well-understood problems. However, management often encounter problems that are neither well defined nor straightforward. These problems are labelled wicked problems and require a different management approach to solve. Many of these wicked problems fall within the public service delivery sector, of which the criminal justice system is part. The current study argues that crime in South Africa is a wicked problem because it portrays characteristics such as persistence and pervasiveness and does not have obvious causal relationships. Despite collaboration across several organisations and substantial resource investment, crime remains ‘untamed’ in South Africa. This study responded to calls in the literature for further research into collaborations that are mandated and directed. Given that wicked problems are unique and require unique solutions, this research proposed a framework that applies to South Africa and its historical context and is applicable in the governance context under which crime is addressed. This presented a compelling reason to undertake the current research and use the Justice, Crime Prevention and Security Cluster as a case to study intragovernmental collaboration. The objective of the research is threefold: first, to gain an in-depth explanation of intragovernmental collaboration within the Justice, Crime Prevention and Security Cluster from people who take part in the collaboration; second, to identify the dimensions of the collaboration and the interrelationships between them; and third, to develop a strategic framework for intragovernmental collaborations. Interactive Qualitative Analysis was used as a research method with ten Senior Managers participating in a focus group and semi-structured interviews and five Top Managers participating in semi-structured interviews. In-depth descriptions of the Justice, Crime Prevention and Security collaboration were captured through Interactive Qualitative Analysis in line with the qualitative research approach and eight key dimensions of the collaboration were identified. The research proposed a Strategic Framework for Intragovernmental Collaboration that takes into account the findings of the research and a literature-based conceptual framework underpinned by the Resource Dependency Theory, the Resource-Based View and the Complexity Theory. Findings from the study demonstrate that eight dimensions are key in the Justice, Crime Prevention and Security collaboration, and these dimensions are ranked in order of importance. The presented framework also highlights several differences from reported studies in this field. The contribution of this study not only extends the literature on intragovernmental collaborations but also sets clear guidelines for managers and policy makers to establish and direct intragovernmental collaborations. The chosen methodology and insider access to senior management ultimately produced rich descriptions not previously available. Two key recommendations are identified for the Justice, Crime Prevention and Security Cluster. Firstly, addressing the wicked problem of crime requires active participation of stakeholders beyond the Cluster and secondly, it must include active citizenship that is instrumental in contributing knowledge and learning as part of a feedback loop into the criminal justice system. Within the Justice, Crime Prevention and Security Cluster, the study identified three drivers of the collaboration that need to be addressed to enable the Cluster to work towards a goal consensus of addressing crime. These are leadership, culture and governance arrangements. Models of leadership and governance are included to guide the Justice, Crime Prevention and Security Cluster in this regard. / Business Management / D. B. L.

This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships. / Business Management / D.B.L.

. / Corporate acquisitions are classified as part of “the market for corporate control” in which management teams are facing constant competition from other management teams. If the team that currently controls a company is not maximizing the value of the company’s assets, then an acquisition will likely occur and increase the value of the company by replacing its poor managers with good managers. This dissertation focus on two issues on mergers, the first compares the strategy between mergers and joint ventures. The second investigate how much liquidity should the acquirer preserve and what is the equilibrium price of the acquired firm in considering the merger strategy. Drawing upon the incomplete contract theory, I examine the criterion of the strategic choice between joint ventures (JVs) and mergers when two firms contemplate vertical integration. The model reaches the following conclusions: (1) some ownership provision to the acquired company after the mergers may prove to be more lucrative to the acquirer than 100% takeover; (2) given the same equity share arrangement for JVs and mergers I conclude that these two firms should choose to merge or be merged rather than JVs; (3) I derive the optimal equity share arrangement in both JVs and mergers when ownership provision is considered as a strategic means. In addition, I also compare the welfare and effort of both companies in JVs and mergers under symmetric cost structures, and find that mergers would provide greater social efficiency and welfare than 50-50 JVs when the acquirer’s equity share is between 30% and 65%. Firms are concerned that they may in the future be deprived of the funds that would enable them to take advantage of exciting growth prospects, strengthen existing investments or simply stay alive. I specifically examine a firm’s liquidity need in order to grasp any future opportunity of mergers and acquisitions. However, a firm’s manager (borrower) can shed his interim wrongdoings (misbehavior) under the pretext of further financial need for mergers and acquisitions because he knows that he can easily raise sufficient cash from lenders to cover any adverse shock. My study derives the conditions that when this soft-budget-constraint (SBC) problem will occur. It happens when the interim income is small. Moreover, I analyze how the purchase price of acquisition is affected by this soft-budget-constraint syndrome. If there is SBC problem, the acquisition price will be raised by the investors when the interim income is small. Besides, a firm with severe moral hazard problem will be merely able to offer a smaller purchase price for the acquisition. On the contrast, a firm with a stronger balance sheet will be able to secure a greater credit line and offer a more attractive price for the acquisition. The empirical study of U.S. firms during 1988 to 2006 supports my conclusions.

Includes bibliographical references (leaves 181-198) / The research explored the partnership of Namutamba Rehabilitation Centre (NRC) in Uganda with its main donor, the Neukirchener Mission (NM). The review of the literature focused on empowerment, NGO partnerships and organisational sustainability. The achievements and challenges of the partnership of the NRC with the NM regarding the organisational sustainability of the NRC were identified by evaluating documents of both partners, individual interviews and focus group discussions of stakeholders of NRC. In brief, the relationship of NRC with the NM was characterised as a dependent partnership due to the power imbalance between the partners and the resource dependency of NRC. It was recommended that the NRC and the NM focus on creating greater self-reliance of NRC while attempting to develop an authentic partnership. This might have wide reaching consequences not only for the sustainability of NRC but also for the services offered to persons with disabilities in Central Uganda. / Development Studies / M.A. (Development Studies)

This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships. / Business Management / D.B.L.

Cette recherche a eu pour but principal de montrer, à travers l’exemple de l’industrie informatique dans les années 90, que la stratégie de partenariat est aujourd’hui devenue un outil essentiel pour permettre aux entreprises à la tête d’une industrie à forte innovation technologique, confrontée à des changements structurels importants, et en particulier à la désintégration menant au leadership technologique partagé, de maintenir leur position dominante. <p> <p>Les quatre parties du travail constituent une suite logique d’étapes contribuant chacune à valider la thèse: la partie I porte sur la synthèse des principaux courants de la littérature scientifique sur les accords de collaboration et leur relation avec l’évolution des industries. Le but poursuivi dans la partie II est de décrire les changements intervenus dans l’industrie informatique au cours des années 90 et de formuler l’hypothèse d’une relation entre ces changements et la stratégie des firmes dans le domaine des accords de collaboration. Cette hypothèse est vérifiée empiriquement dans les parties III et IV à l’aide d’une banque de données sur les accords de collaboration. La partie III du travail présente les résultats descriptifs et la partie IV les résultats analytiques permettant de valider l’hypothèse.<p> / Doctorat en sciences de gestion / info:eu-repo/semantics/nonPublished

Water has been classified as an increasingly stress resource, according to the last World Water Development Report. Concerns about clean drinking water and water sanitation are also focal points of the Sustainable Development Goals (SDGs). Moreover, small and medium-sized enterprises (SME), as well as start-ups, are interested in water management innovation and reaching countries with difficult access. This project is motivated by a desire to identify and classify the challenges of reaching water-stressed regions or people living at the bottom of the pyramid (BOP) that are facing water scarcity as well as the aim to recognize approaches of how partnerships - strategic alliances, joint ventures, co-opetition, and buyer-supplier relationship - address some of those challenges. The importance of partnerships, their specific motives, and the assets and activities interchanged in each experience, have been examined through different interviews. By focusing attention on the relation between challenges, partnerships, and business model levels, this paper suggests that partnerships are essential to reach emerging markets, but not all of them are valuable at the earlier stages of a start-up. In addition, according to the challenges that are expected to address, a particular type of partnership should be established, which implies different adaptations in the business model. Therefore, the contribution of this study is to provide orientation to small companies on how to use partnerships based on the challenges to overcome reaching regions with water scarcity. / Vatten har klassificerats som en resurs som allt mer drabbas av vattenstress enligt senaste rapporten från World Water Development. Bekymmer om rent dricksvatten och vattenrening hamnar i fokus i de Globala målen för hållbar utveckling (SDG). Dessutom fokuserar små till medelstora företag och startups är intresserade av innovation inom vatten management och att nå länder där tillgång till vatten är svår. Detta projekt motiveras av en vilja att identifiera och klassificera utmaningarna av att nå vattenstressade regioner och människorna som lever i botten av pyramiden (BOP) som drabbas av vattenbrist och att hitta de metoder som med samarbetspartners, strategiska samarbeten, samriskföretag och leverantörssamarbeten kan hjälpa med dessa utmaningar. Betydelsen av samarbeten, deras specifika mål och tillgångar och aktiviteter som spridits i form av utbyte för varje händelse har examinerats genom olika intervjuer. Genom att fokusera på sammanhanget mellan utmaningarna, samarbeten och olika nivåer av affärsmodeller föreslår denna studie att samarbeten är grundläggande för att kunna nå utvecklingsområden, men inte alla är viktiga i de tidigare skeden i en startup. Dessutom enligt de utmaningar som uppkommer, en speciell typ av samarbete ska etableras som innebär olika anpassningar av affärsmodellen. Därför bidrar denna studie till att ge små företag riktlinjer på hur man använder sammarbetspartnerskap baserat på utmaningarna för att nå de regioner som har vattenbrist.