The role of best practice in delivering Company Strategy-Brand Promise delivering "Escape through Glamour," has become an issue for the management of Ster-Kinekor as the competitive set in the entertainment arena, increases and becomes aggressive. This has compounded by the digital explosion which has made home entertainment sexy and raised the benchmark of picture and sound quality. Prices are extremely competitive and this practice is supported by the criminal element, i.e. Piracy. The increase in live and televised sports entertainment, television entertainment in general and outdoor activities has contributed to the pressure in growing revenue. Ster-Kinekor has identified the new middle income segment as an opportunity for growth and has identified perceived value of the entertainment format as a key barrier. This is true for the Living Standard Measures (hereafter, LSM) 8, 9 and 10 segment of the market as well. The need to increase the perceived value of the brand and the entertainment it offers has been identified as a key issue by senior management. This study will highlight the concepts of branding and best practice within a review of Ster-Kinekor operational (best practice) interventions. This will be followed by a detailed analysis and interpretation of 800 intercept interviews which will inform the study concerning the market impact of the interventions. In addition, informal interviews were held with various members of management. Ster-Kinekor has introduced a number of initiatives, including a number of best practice interventions under a project entitled "Good to Great." This interventions are aimed at installing best practice within the business with the overall intention of improving customer experience and thereby driving the bottom line. The study therefore will analyse the impact of this these initiatives as intended by Ster-Kinekor management. In conclusion, the study will provide recommendations for consideration in order to enhance the perceived value. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

To stay competitive organisations need to harness and develop their human potential. Traditionally, a deficiency-based approach (DBA) was followed i.e. the focus was set on the development of employees’ deficiencies and weaknesses. However, focusing on an employee’s weaknesses and deficiencies was not sufficient. Consequently, a positive approach was developed that focuses on an individual’s strengths and talents. Unfortunately, exclusively focusing on only strengths or on weaknesses is not sufficient for optimum human functioning. Therefore, it is suggested that South African organisations make use of a balanced approach (i.e. a balanced focus on both the development and use of strengths and weaknesses). This will assist employees to be more positive and engaged in terms of their work. However, there seems to be a lack of research regarding the use of a balanced approach in organisations. The general objective of this study was to investigate the relationship between job resources, a strength-based approach (SBA), a DBA, occupational self-efficacy (OSE), and work engagement. This study was further aimed at determining whether OSE mediated the relationship between these variables among South African employees. An availability sample (N = 699) was taken from various South African organisations. This study made use of a quantitative, cross-sectional design to collect data; a biographical questionnaire; a job resources questionnaire (VBBA); an organisational SBA and DBA questionnaire; a OSE questionnaire and a work engagement questionnaire (UWES). Structural equation modelling was chosen as the method to test the hypothesised model. Mediating effects were tested by using the bootstrapping method. The research results have indicated that there is a positive correlation between autonomy, SBA, DBA, OSE and work engagement. This research found that no correlations existed between relationship with supervisor, information sharing and participation in decision-making and work engagement. There seems to be a significant relationship between autonomy, relationship with colleagues and OSE. From the results OSE can only be seen as the mediator between autonomy and work engagement. From this one can assume that using SBA and DBA in a balanced approach can lead to higher work engagement. Recommendations were made for the organisation and future research. / Thesis (MCom (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.

To stay competitive organisations need to harness and develop their human potential. Traditionally, a deficiency-based approach (DBA) was followed i.e. the focus was set on the development of employees’ deficiencies and weaknesses. However, focusing on an employee’s weaknesses and deficiencies was not sufficient. Consequently, a positive approach was developed that focuses on an individual’s strengths and talents. Unfortunately, exclusively focusing on only strengths or on weaknesses is not sufficient for optimum human functioning. Therefore, it is suggested that South African organisations make use of a balanced approach (i.e. a balanced focus on both the development and use of strengths and weaknesses). This will assist employees to be more positive and engaged in terms of their work. However, there seems to be a lack of research regarding the use of a balanced approach in organisations. The general objective of this study was to investigate the relationship between job resources, a strength-based approach (SBA), a DBA, occupational self-efficacy (OSE), and work engagement. This study was further aimed at determining whether OSE mediated the relationship between these variables among South African employees. An availability sample (N = 699) was taken from various South African organisations. This study made use of a quantitative, cross-sectional design to collect data; a biographical questionnaire; a job resources questionnaire (VBBA); an organisational SBA and DBA questionnaire; a OSE questionnaire and a work engagement questionnaire (UWES). Structural equation modelling was chosen as the method to test the hypothesised model. Mediating effects were tested by using the bootstrapping method. The research results have indicated that there is a positive correlation between autonomy, SBA, DBA, OSE and work engagement. This research found that no correlations existed between relationship with supervisor, information sharing and participation in decision-making and work engagement. There seems to be a significant relationship between autonomy, relationship with colleagues and OSE. From the results OSE can only be seen as the mediator between autonomy and work engagement. From this one can assume that using SBA and DBA in a balanced approach can lead to higher work engagement. Recommendations were made for the organisation and future research. / Thesis (MCom (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.

Spatial structures shape human behaviour, or in the words of Bill Hillier – human behaviour does not simply happen in space, it takes on specific spatial forms. How staff interacts in a cellular office differs significantly from the patterns emerging in an open-plan environment. Therefore the dissertation ‘The Space-Organisation Relationship’ analyses how exactly spatial configuration shapes collective behaviours in knowledge-intensive workplace environments. From an extensive literature review it becomes clear that only few insights exist on the relationship between spatial structures and organisational behaviour, despite several decades of intensive research. It is argued that the discourse suffers from disciplinary boundaries; a lack of rigorous research designs; as well as incoherent and outdates studies. Founded on this diagnosis, the dissertation puts up two contrary hypotheses to explain the current state of knowledge: on the one hand it could be argued that hardly any coherent results were found due to the incoherent use of methods and metrics. If this was true it would mean that different organisations would react comparably to similar spatial configurations, if the same methods were used. On the other hand it could be hypothesised that it was inherently impossible to achieve coherent results even with the use of consistent methods, since each space-organisation relationship was unique. To investigate these ideas further, the dissertation employs a combination of qualitative and quantitative methods, embedded within an explorative research design. Both a comparative analysis of different cases and an in-depth study to understand specific organisational behaviours were aimed at by conducting three intensive case studies of knowledge-intensive workplaces: 1) A University, 2) A Research Institute, 3) A Media Company, all of them accommodated in varying spatial structures. Based on a multi-layered analysis of empirical evidence, the dissertation concludes that the relationship between spatial configuration and organisational behaviours can be described by two principles. Firstly, evidence of generic function was found for example between spatial configuration, the placement of attractors, and collective movement flows. These influences are based on general anthropological behaviours and act independently of specific organisational cultures; yet they are rarely found. Secondly, the majority of evidence, especially on more complex organisational constructs such as knowledge flow, organisational cultures and identity suggests that the space-organisation relationship is shaped by the interplay of spatial as well as transpatial solidarities. This means that relationships between people may be formed by either spatial or social proximity. Transpatial relations can overcome distances and are grounded in social solidarities; as such they are not motivated by spatial structures, even though they often mirror spatial order. In essence organisations may react uniquely to comparable spatial configurations. Those two principles – generic function as well as spatial and transpatial solidarities – come in many different forms and jointly shape the character of the space-organisation relationship. This means both hypotheses are true to a degree and apply to different aspects of the space-organisation relationship. / Raumstrukturen beeinflussen menschliches Handeln, oder in den Worten von Bill Hillier – menschliches Verhalten findet nicht nur zufällig im Raum statt, sondern nimmt eine spezifisch räumliche Form an. Das Interaktionsverhalten von Mitarbeitern in einem Zellenbüro beispielsweise unterscheidet sich grundlegend von den Mustern, die sich in einem Großraumbüro entwickeln. Die vorliegende Dissertation „The Space-Organisation Relationship“ beschäftigt sich daher mit der Frage, wie sich die Verbindung zwischen Raumkonfiguration und kollektivem Verhalten einer Organisation in wissensintensiven Arbeitsprozessen gestaltet. Aus der Literatur wird ersichtlich, dass trotz einiger Jahrzehnte intensiver Forschung nur wenige gesicherte Erkenntnisse existieren zur Frage, wie sich Raumstrukturen auf organisationales Verhalten auswirken. Der Diskurs zeigt deutliche Schwächen durch disziplinäre Grenzen, einen Mangel an wissenschaftlich fundierten Studien, sowie inkohärente und teils veraltete Ergebnisse. Um den aktuellen Kenntnisstand zum Verhältnis von Raum und Organisation zu erklären, stellt die Arbeit zwei entgegengesetzte Hypothesen auf: zum einen wird angenommen, dass der Mangel an vergleichenden Studien sowie methodische Schwächen verantwortlich sind für die uneindeutige Beweislage. Sollte dies der Fall sein, müssten in vergleichenden Studien mit gleichem Methodenansatz übereinstimmende Ergebnisse zu finden sein. Dies würde nahe legen, dass jede Organisation als Kollektiv gleich oder zumindest ähnlich auf vergleichbare Raumstrukturen reagiere. Zum anderen wird die entgegengesetzte Hypothese aufgestellt, dass der Charakter und die inhärente Komplexität des Wissensgebietes exakte Aussagen per se unmöglich mache. Dies könnte verifiziert werden, wenn unterschiedliche Organisationen unterschiedlich auf vergleichbare Raumstrukturen reagieren würden, obwohl dieselben wissenschaftlich fundierten Methoden angewendet wurden. Um dies zu überprüfen benutzt die vorliegende Dissertation eine Kombination aus quantitativen und qualitativen Methoden, eingebettet in einen explorativen Forschungsaufbau, um sowohl vergleichende Analysen zwischen Organisationen durchführen, als auch tiefergehende Interpretationen zu spezifischem organisationalem Verhalten anstellen zu können. Die Arbeit stützt sich auf drei intensive Fallstudien unterschiedlicher wissensintensiver Tätigkeiten – einer Universität, einem Forschungsinstitut, und einem Medienunternehmen, die in jeweils unterschiedlichen räumlichen Strukturen agieren (Zellenbüros, Gruppenbüros, Kombibüros, Großraumbüros). Aufbauend auf der vielschichtigen Analyse empirischer Ergebnisse kommt die Dissertation zur Erkenntnis, dass sich das Verhältnis zwischen Raumkonfiguration und organisationalem Verhalten durch zwei Prinzipien beschreiben lässt. Einerseits sind so genannte generische Einflüsse festzustellen, zum Beispiel zwischen Raumkonfiguration, der Platzierung von Ressourcen und Bewegungsmustern. Diese generischen Einflüsse gehen auf grundlegende menschliche Verhaltensmuster zurück und agieren im Wesentlichen unabhängig von spezifischen Organisationskulturen. Allerdings sind sie selten, und nur wenige Faktoren können als generisch angenommen werden. Andererseits ist die überwiegende Mehrheit der Raum-Organisations-Beziehungen bestimmt vom Wechsel zwischen räumlicher und so genannter trans-räumlicher Solidarität, das heißt Beziehungen zwischen Individuen können sich entweder auf räumliche oder soziale Nähe stützen. Trans-räumliche Beziehungen, die sich aufgrund von sozialer Nähe entfalten können beispielsweise Entfernungen überwinden, und sind daher in erster Linie nicht räumlich motiviert, auch wenn sie sich oft in räumlichen Ordnungen widerspiegeln. Diese beiden Prinzipien – generische Einflüsse sowie räumliche und trans-räumliche Funktionsweisen – treten in vielschichtigen Formen auf und bestimmen den Charakter des Verhältnisses zwischen Raum und Organisation. Damit treffen beide der aufgestellten Hypothesen auf unterschiedliche Aspekte und Teilbereiche des Raum-Organisations-Zusammenhangs zu.

This dissertation investigates managerial leadership and its cultural foundations in Kenya. It discusses the theoretical underpinnings of culturally contingent leadership theories, and examines Sub-Saharan African leadership through existing literature, cultural metaphors, and qualitative and quantitative methodologies. The study replicates the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) methodologies with 267 respondents – managers in the finance and food processing sectors, and the civic sector (education and health). The literature review focuses on leadership issues impeding socio-economic development, complexities such as ethnic heterogeneity, colonial history, customary practices, instability in governance, conflict, corruption, and poverty. The cultural domain is also examined in terms of ethno-linguistic groups and major historical and geo-political influences on these groups. Additional aspects of culture that pose persistent problems to Kenyan leadership are explored: paternalism and patronage, and the legacy of entitlement and bureaucracy –– negative influences on workrelated relations, and managerial and political leadership. Findings on organisational culture and societal culture indicate that Kenyan values and practices are not congruent, thereby creating a unique profile of Kenyan leader attributes and leadership styles. The study identifies Bwana Kubwa (Big Boss) managerial leadership as a norm, political leadership as “a dirty game,” and an “inspirational idealist” as the preferred leader. Lastly, survey results for Kenya are compared against GLOBE dimensions of culture and leadership for Sub-Saharan Africa, as well as against West Africa. / Communication Science / D. Litt. et Phil. (Communication Science)

In following a lean transformation specifically for discrete manufacturing, how and why will the organisational structure be affected? How will the employees deal with this profound change? Lean theory and literature propose that organisations should be restructured according to the value stream of the organisation; what does this imply and how can it be accomplished? The purpose of this study was to determine, from a new perspective, guidelines and theory that could indicate how and why organisational structures and behaviours might change with lean transformation. Two discrete manufacturing organisations in South Africa were purposively sampled for this purpose. A conceptual framework was used at the outset that indicated constructs for the independent lean variables and the dependent organisational structure and behaviour variables. Using a mixed methodology case study and quantitative multiple linear regression approach, hypotheses and propositions for the research were developed. Multiple linear regression was used to test the hypotheses, and case study methodology was applied to analyse and test the qualitative data. Findings confirmed the hypotheses and propositions that a flat structure consisting of business units that support manufacturing cells achieves effective lean transformations in discrete manufacturing organisations. The research revealed the components of an effective lean structure as open constructive leadership, an effective lean champions unit and business units that support linked manufacturing cells. These are led by cell leaders who cultivate supportive behaviours through cross-functional teamwork and through self-directed work teams who run manufacturing cells or flow support functions. / Business Management / D.B.L.

Organisations are always confronted with the need to transform in order to adapt to environmental changes and have a competitive advantage. The concern is that when an organisation embarks on a transformation process, its individual employees are affected either positively or negatively. Employees can respond to transformation change by either being satisfied or dissatisfied in the organisation. The main aim of this research was to develop a diagnostic model for measuring employee satisfaction during organisational transformation. The first construct of organisational transformation was conceptualised using the open system paradigm, theoretical definitions and models of organisational change. In this study, organisational transformation is second order and drastic in the sense that it alters the way in which the organisation functions and relates to the external environment focusing on the vision, processes, systems, structure and culture. It is the fundamental and constant change at all levels of the organisation caused by external factors posing as risks for organisational survival. vi The second construct of employee satisfaction was conceptualised focusing on the humanistic paradigm, theoretical definitions and models. Employee satisfaction in this study is the individual’s positive emotional state of contentment stemming from the organisation’s ability to meet his or her needs and expectations based on his or her experience and evaluation of various organisational processes and practices. It influences employees’ performance and commitment to the organisation. A theoretical model was developed as a framework to enable organisations to diagnose or assess their employees’ satisfaction during organisational transformation. The model highlighted dimensions essential to diagnose employee satisfaction such as organisational strategy, policies and processes and outcomes, in order to determine employees’ contentment and fulfilment in the organisation. The main aim of the empirical research was to conduct a three year longitudinal study of employee satisfaction during organisational transformation; to operationalise the conceptually developed diagnostic model of employee satisfaction during transformation; and develop a structural equation model (SEM) in order to test the theoretical model. The Employee Satisfaction Survey (ESS) was used in 2003, 2007 and 2008 to measure employee satisfaction. The initial year of the study (2003) comprised 1 140 participants who voluntarily completed the measuring instrument. The second year of the study (2007) involved 920 participants, while the final year of the study (2008) included 759 participants. In terms of the reliability and validity of the ESS, it was determined that in the three years of the study, most of the dimensions had acceptable internal consistency reliability based on the results of the Cronbach alpha test. The SEM investigated the impact of organisational strategy, policies and procedures and outcomes as the three domains of employee satisfaction during organisational transformation. The confirmatory factor analysis of the latent variables was conducted, and the path coefficients of the latent variables of organisational strategy, policies and processes and outcomes indicated a satisfactory fit for all these variables. The goodness-of-fit measure of the model indicated both absolute and incremental goodness-of-fit. The SEM confirmed the causal relationships between the latent and manifest variables, indicating that the latent variables, organisational vii strategy, policies and procedures and outcomes are the main indicators of employee satisfaction. This research adds to the field of organisational behaviour by proposing a model of employee satisfaction during organisational transformation. The domains of this model should enable organisations to identify developmental areas based on employees’ dissatisfaction or areas of strengths based on employees’ satisfaction. The diagnostic model will also enable organisations and practitioners to initiative interventions aimed at addressing areas of dissatisfaction as developmental areas and to leverage on its strengths as areas of satisfaction in the organisation. / Industrial and Organisational Psychology / D. Litt. et Phil. (Industrial and Organisational Psychology

Spatial structures shape human behaviour, or in the words of Bill Hillier – human behaviour does not simply happen in space, it takes on specific spatial forms. How staff interacts in a cellular office differs significantly from the patterns emerging in an open-plan environment. Therefore the dissertation ‘The Space-Organisation Relationship’ analyses how exactly spatial configuration shapes collective behaviours in knowledge-intensive workplace environments. From an extensive literature review it becomes clear that only few insights exist on the relationship between spatial structures and organisational behaviour, despite several decades of intensive research. It is argued that the discourse suffers from disciplinary boundaries; a lack of rigorous research designs; as well as incoherent and outdates studies. Founded on this diagnosis, the dissertation puts up two contrary hypotheses to explain the current state of knowledge: on the one hand it could be argued that hardly any coherent results were found due to the incoherent use of methods and metrics. If this was true it would mean that different organisations would react comparably to similar spatial configurations, if the same methods were used. On the other hand it could be hypothesised that it was inherently impossible to achieve coherent results even with the use of consistent methods, since each space-organisation relationship was unique. To investigate these ideas further, the dissertation employs a combination of qualitative and quantitative methods, embedded within an explorative research design. Both a comparative analysis of different cases and an in-depth study to understand specific organisational behaviours were aimed at by conducting three intensive case studies of knowledge-intensive workplaces: 1) A University, 2) A Research Institute, 3) A Media Company, all of them accommodated in varying spatial structures. Based on a multi-layered analysis of empirical evidence, the dissertation concludes that the relationship between spatial configuration and organisational behaviours can be described by two principles. Firstly, evidence of generic function was found for example between spatial configuration, the placement of attractors, and collective movement flows. These influences are based on general anthropological behaviours and act independently of specific organisational cultures; yet they are rarely found. Secondly, the majority of evidence, especially on more complex organisational constructs such as knowledge flow, organisational cultures and identity suggests that the space-organisation relationship is shaped by the interplay of spatial as well as transpatial solidarities. This means that relationships between people may be formed by either spatial or social proximity. Transpatial relations can overcome distances and are grounded in social solidarities; as such they are not motivated by spatial structures, even though they often mirror spatial order. In essence organisations may react uniquely to comparable spatial configurations. Those two principles – generic function as well as spatial and transpatial solidarities – come in many different forms and jointly shape the character of the space-organisation relationship. This means both hypotheses are true to a degree and apply to different aspects of the space-organisation relationship.:Acknowledgements Table of Contents 1. Introduction – Space and Organisation 2. Literature Review – Space as Intangible Asset of an Organisation 2.1. Organisation Theory – Key Themes and Strands 2.2. Organisation and Space – The Forerunners 2.3. Organisation and Space – The Early Works (1960’s-1980’s) 2.3.1. Contributions Summarising the Discourse 2.3.2. Contributions Providing More Empirical Evidence 2.3.3. The Other Side of the Coin: Neglecting the Role of Physical Space 2.4. Organisation and Space – The Lean Years (1980s-1990s) 2.4.1. Continuous Neglect of Space as an Influence 2.4.2. Filling the Gaps in the Common Knowledge on Space and Organisations 2.4.3. Space Syntax as a New Emerging Theory 2.5. Organisation and Space – Recent Rediscoveries (1995 onwards) 2.5.1. Organisational Behaviour 2.5.2. Organisational Constitutions 2.6. Organisation and Space – Conclusions on a Fragmentary Evidence Base 2.6.1. Disciplinary Boundaries and Disciplinary Cultures 2.6.2. Speculative Presumptions 2.6.3. Vague Operationalisation 2.6.4. Contradictory Evidence 2.6.5. Outdated Studies Lacking Further Articulation 2.6.6. Conclusions 3. Methodology 3.1. Research Design – Inductive and Deductive Approaches 3.2. Case Study Research 3.3. Qualitative Methods 3.3.1. Structured Short Interviews 3.3.2. Semi-Structured In-Depth Interviews 3.3.3. Ethnographic Space Observations 3.3.4. Analysis of Written Documents 3.4. Quantitative Methods 3.4.1. Standardised Online Questionnaires 3.4.2. Space Syntax Analysis 3.4.3. Structured Space Observations 4. Introduction to the Case Studies 4.1. University School – High Quality Teaching and World-Leading Research 4.2. Research Institute – An International Location for Theoretical Physics 4.3. Media Corporation – Business To Business Magazines and Services 4.4. Overview of the Cases 5. Spatial Configuration – The Integration of Buildings, Spaces and Functions 5.1. Spatial Configuration 5.1.1. University School – Pre 5.1.2. University School – Post 5.1.2. Research Institute 5.1.3. Media Corporation: Publisher C – Pre 5.1.4. Media Corporation: Publisher R – Pre 5.1.5. Media Corporation: Information Business W – Pre 5.1.6. Media Corporation: Events Organiser K – Pre 5.1.7. Media Corporation – Post 5.1.8. Spatial Configuration – A Comparative Overview of All Buildings 5.1.9. The Case of Satellite Offices and their Configurational Implications for the Organisations 5.2. Spatial Strategies – Distribution of Resources 5.2.1. Spatial Integration of Facilities and Functions 5.2.2. Distance and Proximity 5.3. Conclusions on the Building Potentials of Configurations-in-Use 6. Organisational Behaviour in Space – Movement Flows and Co-Presence 6.1. Collective Patterns of Movement 6.2. Density of Movement 6.3. Presence and Co-Presence: Intensity of Activities 6.3.1. Publisher C – From Four Separated Floors into One Compact Space 6.3.2. Publisher R – Increasing Interaction Dynamics 6.3.3. Information Business W – Changed Environments in the Same Building 6.3.4. Events Organiser K – The Loss of an Intimate Workplace 6.3.5. Conclusions on Co-Presence and Interactivity 6.4. Conclusions on Spatialised Organisational Behaviours 7. The Space-Organisation Relationship 7.1. How Spatial Configuration-in-Use Shapes Collective Patterns of Movement 7.1.1. Strong and Weakly Programmed Movement – Spatial Configuration as an Influence on the Distribution of Movement in Complex Buildings 7.1.2. Movement and Encounter – Attractors in Space 7.2. How Movement Density Drives Interactivity 7.3. How Proximity Governs Interaction Patterns and Network Densities 7.3.1. Distances between Individuals and Resulting Patterns of Contact 7.3.2. Distances between Individuals – Adjacencies and Neighbourhoods in the Office 7.3.3. Distances within Teams – Evolving Networks of Interaction 7.3.4. Conclusions on Proximity and Interaction 8. Discussion and Conclusions 8.1. Space as Generic Function 8.1.1. Movement as Generic Function in Office Spaces 8.1.2. Generic Function – Contradicting Human Agency? 8.2. Spatiality and Transpatiality 8.2.1. The Preference of Spatial over Transpatial Modes 8.2.2. The Preference of Transpatial over Spatial Modes 8.2.3. Balance and Imbalance of Spatiality and Transpatiality 8.2.4. Different Scales of Spatiality and Transpatiality 8.2.5. Conclusions: Spatial and Transpatial Organisations 8.3. The Interplay between Generic Function and Spatiality/Transpatiality 8.4. Final Conclusions and Future Research Appendix A: How to Construct Netgraphs from Questionnaire Data Appendix B: Used Documents Appendix C: List of Figures Appendix D: List of Tables References / Raumstrukturen beeinflussen menschliches Handeln, oder in den Worten von Bill Hillier – menschliches Verhalten findet nicht nur zufällig im Raum statt, sondern nimmt eine spezifisch räumliche Form an. Das Interaktionsverhalten von Mitarbeitern in einem Zellenbüro beispielsweise unterscheidet sich grundlegend von den Mustern, die sich in einem Großraumbüro entwickeln. Die vorliegende Dissertation „The Space-Organisation Relationship“ beschäftigt sich daher mit der Frage, wie sich die Verbindung zwischen Raumkonfiguration und kollektivem Verhalten einer Organisation in wissensintensiven Arbeitsprozessen gestaltet. Aus der Literatur wird ersichtlich, dass trotz einiger Jahrzehnte intensiver Forschung nur wenige gesicherte Erkenntnisse existieren zur Frage, wie sich Raumstrukturen auf organisationales Verhalten auswirken. Der Diskurs zeigt deutliche Schwächen durch disziplinäre Grenzen, einen Mangel an wissenschaftlich fundierten Studien, sowie inkohärente und teils veraltete Ergebnisse. Um den aktuellen Kenntnisstand zum Verhältnis von Raum und Organisation zu erklären, stellt die Arbeit zwei entgegengesetzte Hypothesen auf: zum einen wird angenommen, dass der Mangel an vergleichenden Studien sowie methodische Schwächen verantwortlich sind für die uneindeutige Beweislage. Sollte dies der Fall sein, müssten in vergleichenden Studien mit gleichem Methodenansatz übereinstimmende Ergebnisse zu finden sein. Dies würde nahe legen, dass jede Organisation als Kollektiv gleich oder zumindest ähnlich auf vergleichbare Raumstrukturen reagiere. Zum anderen wird die entgegengesetzte Hypothese aufgestellt, dass der Charakter und die inhärente Komplexität des Wissensgebietes exakte Aussagen per se unmöglich mache. Dies könnte verifiziert werden, wenn unterschiedliche Organisationen unterschiedlich auf vergleichbare Raumstrukturen reagieren würden, obwohl dieselben wissenschaftlich fundierten Methoden angewendet wurden. Um dies zu überprüfen benutzt die vorliegende Dissertation eine Kombination aus quantitativen und qualitativen Methoden, eingebettet in einen explorativen Forschungsaufbau, um sowohl vergleichende Analysen zwischen Organisationen durchführen, als auch tiefergehende Interpretationen zu spezifischem organisationalem Verhalten anstellen zu können. Die Arbeit stützt sich auf drei intensive Fallstudien unterschiedlicher wissensintensiver Tätigkeiten – einer Universität, einem Forschungsinstitut, und einem Medienunternehmen, die in jeweils unterschiedlichen räumlichen Strukturen agieren (Zellenbüros, Gruppenbüros, Kombibüros, Großraumbüros). Aufbauend auf der vielschichtigen Analyse empirischer Ergebnisse kommt die Dissertation zur Erkenntnis, dass sich das Verhältnis zwischen Raumkonfiguration und organisationalem Verhalten durch zwei Prinzipien beschreiben lässt. Einerseits sind so genannte generische Einflüsse festzustellen, zum Beispiel zwischen Raumkonfiguration, der Platzierung von Ressourcen und Bewegungsmustern. Diese generischen Einflüsse gehen auf grundlegende menschliche Verhaltensmuster zurück und agieren im Wesentlichen unabhängig von spezifischen Organisationskulturen. Allerdings sind sie selten, und nur wenige Faktoren können als generisch angenommen werden. Andererseits ist die überwiegende Mehrheit der Raum-Organisations-Beziehungen bestimmt vom Wechsel zwischen räumlicher und so genannter trans-räumlicher Solidarität, das heißt Beziehungen zwischen Individuen können sich entweder auf räumliche oder soziale Nähe stützen. Trans-räumliche Beziehungen, die sich aufgrund von sozialer Nähe entfalten können beispielsweise Entfernungen überwinden, und sind daher in erster Linie nicht räumlich motiviert, auch wenn sie sich oft in räumlichen Ordnungen widerspiegeln. Diese beiden Prinzipien – generische Einflüsse sowie räumliche und trans-räumliche Funktionsweisen – treten in vielschichtigen Formen auf und bestimmen den Charakter des Verhältnisses zwischen Raum und Organisation. Damit treffen beide der aufgestellten Hypothesen auf unterschiedliche Aspekte und Teilbereiche des Raum-Organisations-Zusammenhangs zu.:Acknowledgements Table of Contents 1. Introduction – Space and Organisation 2. Literature Review – Space as Intangible Asset of an Organisation 2.1. Organisation Theory – Key Themes and Strands 2.2. Organisation and Space – The Forerunners 2.3. Organisation and Space – The Early Works (1960’s-1980’s) 2.3.1. Contributions Summarising the Discourse 2.3.2. Contributions Providing More Empirical Evidence 2.3.3. The Other Side of the Coin: Neglecting the Role of Physical Space 2.4. Organisation and Space – The Lean Years (1980s-1990s) 2.4.1. Continuous Neglect of Space as an Influence 2.4.2. Filling the Gaps in the Common Knowledge on Space and Organisations 2.4.3. Space Syntax as a New Emerging Theory 2.5. Organisation and Space – Recent Rediscoveries (1995 onwards) 2.5.1. Organisational Behaviour 2.5.2. Organisational Constitutions 2.6. Organisation and Space – Conclusions on a Fragmentary Evidence Base 2.6.1. Disciplinary Boundaries and Disciplinary Cultures 2.6.2. Speculative Presumptions 2.6.3. Vague Operationalisation 2.6.4. Contradictory Evidence 2.6.5. Outdated Studies Lacking Further Articulation 2.6.6. Conclusions 3. Methodology 3.1. Research Design – Inductive and Deductive Approaches 3.2. Case Study Research 3.3. Qualitative Methods 3.3.1. Structured Short Interviews 3.3.2. Semi-Structured In-Depth Interviews 3.3.3. Ethnographic Space Observations 3.3.4. Analysis of Written Documents 3.4. Quantitative Methods 3.4.1. Standardised Online Questionnaires 3.4.2. Space Syntax Analysis 3.4.3. Structured Space Observations 4. Introduction to the Case Studies 4.1. University School – High Quality Teaching and World-Leading Research 4.2. Research Institute – An International Location for Theoretical Physics 4.3. Media Corporation – Business To Business Magazines and Services 4.4. Overview of the Cases 5. Spatial Configuration – The Integration of Buildings, Spaces and Functions 5.1. Spatial Configuration 5.1.1. University School – Pre 5.1.2. University School – Post 5.1.2. Research Institute 5.1.3. Media Corporation: Publisher C – Pre 5.1.4. Media Corporation: Publisher R – Pre 5.1.5. Media Corporation: Information Business W – Pre 5.1.6. Media Corporation: Events Organiser K – Pre 5.1.7. Media Corporation – Post 5.1.8. Spatial Configuration – A Comparative Overview of All Buildings 5.1.9. The Case of Satellite Offices and their Configurational Implications for the Organisations 5.2. Spatial Strategies – Distribution of Resources 5.2.1. Spatial Integration of Facilities and Functions 5.2.2. Distance and Proximity 5.3. Conclusions on the Building Potentials of Configurations-in-Use 6. Organisational Behaviour in Space – Movement Flows and Co-Presence 6.1. Collective Patterns of Movement 6.2. Density of Movement 6.3. Presence and Co-Presence: Intensity of Activities 6.3.1. Publisher C – From Four Separated Floors into One Compact Space 6.3.2. Publisher R – Increasing Interaction Dynamics 6.3.3. Information Business W – Changed Environments in the Same Building 6.3.4. Events Organiser K – The Loss of an Intimate Workplace 6.3.5. Conclusions on Co-Presence and Interactivity 6.4. Conclusions on Spatialised Organisational Behaviours 7. The Space-Organisation Relationship 7.1. How Spatial Configuration-in-Use Shapes Collective Patterns of Movement 7.1.1. Strong and Weakly Programmed Movement – Spatial Configuration as an Influence on the Distribution of Movement in Complex Buildings 7.1.2. Movement and Encounter – Attractors in Space 7.2. How Movement Density Drives Interactivity 7.3. How Proximity Governs Interaction Patterns and Network Densities 7.3.1. Distances between Individuals and Resulting Patterns of Contact 7.3.2. Distances between Individuals – Adjacencies and Neighbourhoods in the Office 7.3.3. Distances within Teams – Evolving Networks of Interaction 7.3.4. Conclusions on Proximity and Interaction 8. Discussion and Conclusions 8.1. Space as Generic Function 8.1.1. Movement as Generic Function in Office Spaces 8.1.2. Generic Function – Contradicting Human Agency? 8.2. Spatiality and Transpatiality 8.2.1. The Preference of Spatial over Transpatial Modes 8.2.2. The Preference of Transpatial over Spatial Modes 8.2.3. Balance and Imbalance of Spatiality and Transpatiality 8.2.4. Different Scales of Spatiality and Transpatiality 8.2.5. Conclusions: Spatial and Transpatial Organisations 8.3. The Interplay between Generic Function and Spatiality/Transpatiality 8.4. Final Conclusions and Future Research Appendix A: How to Construct Netgraphs from Questionnaire Data Appendix B: Used Documents Appendix C: List of Figures Appendix D: List of Tables References

Text in Afrikaans / Summaries in English and Afrikaans / In die vinnig veranderende omgewing waarin universiteitbiblioteke funksioneer is daar besorgdheid oor die vermoe van universiteitbiblioteke om tred te hou met die verandering ten einde suksesvol te kan bly voortbestaan. Kreatiwiteit en innovasie speel 'n rol in die veranderingsproses. Organisasiekultuur het 'n invloed op die mate waarin kreatiwiteit en innovasie in 'n organisasie gestimuleer word. 'n Voorlopige model wat op die literatuur gebaseer is, het getoon dat strategie, organisasiestruktuur, ondersteuningsmeganismes, innovasiegedrag en kommunikasie die organisasiekultuurdeterminante is wat kreatiwiteit en innovasie in organisasies beinvloed. In die onderhawige empiriese studie is bestaande data, wat ingesamel is om die organisasiekultuurvan 'n universiteitbiblioteek te beskryf, gebruik om die voorlopige model te toets. 'n Faktorontleding het getoon dat strategie, doelgerigtheid, vertrouensverhouding, innovasiegedrag, werkomgewing, klientgeorienteerdheid en bestuursondersteuning 'n invloed het op die mate waarin kreatiwiteit en innovasie in die universiteitbiblioteek gestimuleer en bevorder sal word. / In the rapidly changing environment in which university libraries function there is concern about the ability of such libraries to keep pace with change in order to be able to survive. Creativity and innovation have a role to play in the change process. Organisational culture has an influence on the degree to which creativity and innovation are stimulated in an organisation. A preliminary model which is based on the literature, has shown that strategy, organisational structure, support mechanisms, innovation behaviour and communication are the organisational culture determinants that influence creativity and innovation in organisations. In the empirical study, existing data which were collected to describe the organisational culture of a university library, were used to test the preliminary model. A factor analysis showed that strategy, purposefulness, trust relationship, innovation behaviour, work environment, customer orientation and management support influence the degree to which creativity and innovation are stimulated and promoted in the university library. / Information Science / M.Inf.

The postmodern organisation and its leaders are faced with relentless turbulence and change and a compelling economic drive for success. The recent exponential rise in the popularity of coaching can be ascribed to the business need for the development of leadership bench-strength. Appreciative inquiry (AI) claims to be a source of untapped strength for organisations in the postmodern world and a source of sustainable solutions and genesis for energy. However, the scarcity of evidence of coaching linked to a postmodern stance, incorporating AI principles, as well as using group-based coaching methods, provided an opportunity for this study to respond to the challenges and contribute to the theory and practice of leadership coaching in the organisational setting by investigating the transformative effects of a postmodern group-based leadership coaching programme (LCP) on leaders’ personal and professional perspectives. The premises suggest that postmodern group-based coaching is a practical and cost-effective methodology in multi-cultural international organisations. Furthermore, postmodern coaching in groups can transform the personal and professional perspectives of leaders, specifically in transforming future plans, goal-directedness, confidence, resilience, hope, subjective well-being and empowerment as a leader, as well as broadening life outlooks. Key transformative themes were identified: self-knowledge, appreciation of others, broader vision, self-control and work-life integration. This applied study has made a valuable contribution to the body of research in the area of postmodern and group-based coaching. Replication of the study in other industries, setting and with different levels of leadership, training of postmodern coaches and robust follow-up coaching were identified as opportunities for further exploration. / Industrial & Organisational Psychology / D.Lit. et Phil. (Industrial Psychology)