Over the past two decades, the South African economy has witnessed a decrease in its capacity to recruit new entrants into the formal labour market. South Africa’s economy is not producing enough employment opportunities to accommodate the influx of annual new entrants into the labour market, such as school leavers. As a result of the inadequate ability of South Africa’s formal labour market to absorb new entrants, coupled with the rising youth unemployment, the South African government has prioritised the development of small, medium and micro enterprises (SMMEs) and entrepreneurship as a means to combat these challenges. Entrepreneurship, as a recognised intervention for the development and growth of an economy through the creation of jobs and poverty alleviation, is an important topic in business literature. Many countries around the world are increasingly recognising the significant contributions that SMMEs make to the employment and income generation aspects of the economy. Despite the contributions that SMMEs and small organisations (SOs), including small service organisations (SSOs), make to the economy, they have multiple difficulties to overcome. While SOs are viewed as powerful mechanisms that contribute to economic development and growth through increasing employment opportunities and wealth, they face certain obstacles that impede their growth potential and, sometimes, even lead to failure. Business incubators are organisations established to support SOs and SMMEs and are recognised as making a significant contribution to reducing business failure. South Africa and countries all over the world are beginning to appreciate the value of incubators as salient institutions that support small organisations. Various forms of business incubators have been developed, including university business incubators (UBIs) which provide support for potential entrepreneurs through ensuring that mentoring, financing, networks and business training is available. Business incubators offer incubation programmes, which include a variety of services and networking resources, to incubates. Whilst numerous studies have been done on the services that incubators offer incubates in the international context, limited research has been conducted on the services that entrepreneurs require from a UBI in the South African context. The primary objective of this study was to determine the essential incubator services that small service organisations require from UBIs within the South African context in order to guide the formation of policy objectives, marketing strategies and marketing procedures. The target population relevant to this study was defined as owners/managers of small service organisations situated in the Vaal Triangle region of South Africa. The sampling frame for the study comprised a list of small service organisations situated in the Vaal Triangle region, as obtained from the Vaal Triangle Info Business Directory. From this sampling frame, a non-probability judgement sample of 125 owners/managers of SSOs in the auto, estate agents and property management, health care and beauty, hospitality and accommodation, and professional service industry sectors was drawn. An unsolicited calling approach was followed, whereby the researcher personally visited each small service organisation individually to request permission to partake in the study. Thereafter, self-administered questionnaires were delivered for completion by the relevant owners/managers of each participating SSO, which were collected thereafter. In order to measure their perceptions of essential UBI services, participants were requested to indicate on a six-point Likert scale the level of unimportance or importance of 41 services. The owners/managers‟ perceptions of the importance of the six UBI service constructs over the business life-cycle phases were measured using multiple-choice questions, whereby the participants were asked to choose one of the five alternatives provided. The owners/managers‟ perceived value of UBI services was measured using dichotomous questions. In addition, certain demographical data were requested from the participants. The findings of this study indicate that the owners/managers of SSOs perceive UBI services as being important. They indicated networking and professional services as the most important UBI services, followed by management services, general business services, physical facilities and financial consulting services, of which university services were perceived as being the least important. The findings suggest that the UBI services were mostly required in the pre-start-up, start-up and growth phases of the SSO‟s business life-cycle phases. While UBI services were deemed important by both young and mature organisations, the owners/managers of young organisations perceived management services as more important than those of more mature organisations. In terms of the perceived value of UBI services, the findings reveal that although owners/managers perceived the UBI services to be important, they expressed minimal interest in utilising those services. Based on the participants‟ level of agreement concerning the perceived importance of UBI services, cluster analysis revealed two clusters, namely Cluster 1 and Cluster 2. The participants in Cluster 1, comprising more female participants and young organisations, perceived the UBI services as more important than those participants in Cluster 2. Since the idea of UBIs is relatively new in South African, and given that they have yet to prove their value to industry, getting stakeholders to buy into the concept remains a daunting task. Insights gained from this study will help business incubators, universities, government and other stakeholders understand current entrepreneurs‟ perceptions towards the important UBI services required by SSOs. This, in turn, will help guide UBIs in the formation of their policy objectives, marketing strategies and marketing procedures. / PhD (Marketing Management)--North-West University, Vaal Triangle Campus, 2015.

Abstract In today’s business world, the delivery of superior information technology services has become an important deliverable for successful organisations. This study focuses on the end user perception of information technology service quality in manufacturing organisations. The study focuses on one manufacturing organisation, namely Nissan South Africa, a supplier of quality vehicles to South African customers. The main research problem describes the necessity of having a tool in place that can measure users’ perception of information technology service quality. The two subproblems describe the change of perception regarding information technology service quality when measured from a functional area or designation level perspective. The functional area represents the various departments within an organisation and the designation level, the hierarchical position of the employee within an organisation. A broad literature review is conducted and a theoretical foundation is developed and relevant service quality models are reviewed and adjusted in order to construct a model to measure information technology from a service quality perspective. The information has been collected by means of a questionnaire, which was distributed to approximately 1200 users. i i The overall perception of the information technology service quality, as experienced by the Nissan user base, is rated as above average customer satisfaction. No significant differences are identified between the demographic levels and the dimensions of the service quality model. Even though the model used in this study provides a good indication of the information technology service quality, it needs to be refined on a continuous basis in order to ensure that it is aligned with the dynamic nature of information technology.

The tension uncovered during this study is between two worlds: the very pragmatic and enormously challenging world of managing in a rapidly changing and highly competitive global market, and the scientific world of strategic management thinking and the concern that contemporary strategic management is unable to deal effectively with the modern dilemma of globalisation. This dilemma is as a result of change; before a current scenario can be solved, the next evolution of scenarios is upon the business community. In today's turbulent world, globalisation is sweeping away the market and industry structures that, historically, have defined competition. Swept away with them are the classic approaches to strategic management, nearly all of which mistakenly assume that a predictable path to the future can be paved from the experiences of the past. The solution: Strategy should be dynamic and should change constantly in order to contend with external turbulences. Organisations should brace themselves for a future of hyper-competition. They should respond to these rapid changes in the business environment by adopting a new approach to strategy, one that combines speed, openness, and flexibility. Organisations need: an ability to sense changes in their environment; an ability to understand the impact, of this change, on the whole; a willingness to adapt to change; and an ability to adapt. Experimenting with new strategies is also important. Constant testing, adaptation and building on what is found to be successful with customers is the way ahead, especially when one is trying to re-invent the value provided, or the way in which it is produced and delivered. The overall purpose of this experimental strategic learning and management process is to establish which strategic options or elements thereof are robust across the possible competitive scenarios, and use the healthiest elements to develop your strategic intent - your core strategic focus or theme.

Research report presented to the SBL, Unisa, Midrand. / This report proposes to make a contribution in the area of governance by critically analyzing the governance structure of SNV (The Netherlands Development Organization) in implementing projects. This study is motivated by the scarcity of published documentation on corporate and project governance practices specific to the African and particularly Kenyan context which organisations interested in pursuing good governance and managerial practices can use as a reference point.

SMEs in the 21 century have to cope with an increasingly dynamic and competitive environment. In order to work effectively within this environment, SMEs have to collaborate with other enterprises in forms of virtual organisations. Despite the increased interest in the area of virtual organisation collaboration, useful information is still lacking about the risk sources of virtual organisation, where the enterprise face more complicated risk threats than those in traditional enterprise due to the new form of relationships between partners. The aim of this research was to identify a risk management contribution where this research has identified key areas of risk that SMEs are likely to face when working collaboratively in VO. It also enables SMEs to understand the relative importance of these risks. A further contribution is made by use of tools (ISM and ANP) to enable SMEs to understand the inter-relationships of risk sources. Multiple analysis techniques provide triangulation of analysis results, leading to validation of results. The secondary research showed all of the risk sources identified in the relevant literature and some of the relationships between them, whilst the primary research addressed all of the direct and indirect relationships using the Interpretive Structural Modeling. Also the primary data sources from the questionnaires and the case study shed light on the relative importance of these sources using the Analytical Network Process. Areas for further research are suggested to close the gaps and to continue enriching the research.

Loneliness in the workplace has received relatively little attention in the literature. The research surrounding loneliness tends to focus almost exclusively on personal characteristics as the primary determinant of the experience, and largely ignores the workplace as a potential trigger of loneliness. As such, personality tends to be overestimated as the reason for loneliness, whilst only modest emphasis is given to environmental factors, such as organisational environments. Therefore, the overall aim of this thesis was to explore the notion of loneliness in the workplace, with a particular emphasis on examining the antecedents and outcomes of its development in work contexts. The first stage of the research included the development and empirical examination of a scale measuring work-related loneliness. A 16-item scale was constructed and tested for its reliability and factor structure on a sample of 514 employees from various organisations. Exploratory factor analysis indicated two factors best represent the data, namely Social Companionship and Emotional Deprivation at Work. For the main study, a theoretical model was constructed whereby various antecedents (personal characteristics, social support, job characteristics, and emotional climate) were hypothesised to influence the development of work-related loneliness, which in turn was thought to affect employee attitudes and wellbeing. Employees from various organisations were invited to participate in the online research via email, which generated 362 submissions from diverse occupational groups. Structural equation modelling techniques were used to assess the hypothesised model, which was evaluated against a number of fit criteria. The initial results provided limited support for the Loneliness at Work Model. Consequently, a number of adjustments were necessary to obtain sufficient fit. The modified model suggests that organisational climate (comprising climate of fear, community spirit at work, and organisational fit) serves to simultaneously predict the emotional deprivation factor of loneliness (made up of seven items) and employee attitude and wellbeing. The results indicate that environmental factors such as fear, lack of community spirit, and value congruence play a role in the experience of work-related loneliness and have an overall negative effect on employee withdrawal behaviours and job satisfaction. The findings from this study offer insight into possible areas for organisational intervention and future research.

Vulnerable children in Southern Africa are not receiving adequate services to support their human development. The child rights-based approach (CRBA) has become the globally accepted norm informing the quality and variety of multidimensional services children require to realise their rights and ensure their optimal human development. Community- Based Organisations (CBOs) are providing services to children in their communities. Unfortunately, relatively few CBOs in Southern Africa have been able to deliver all the multidimensional services required by vulnerable children to realise their right to survival, protection, development and participation. Yet, in the immediate future, existing CBOs could be capacitated as part of a collaborative approach with governments and donor agencies, to scale up services for vulnerable children. In line with the CRBA and the people centred development approach (PCDA), this research describes the factors that enhance or constrain the services for vulnerable children provided by the CBO, Kuyasa Horizon Empowerment (Kuyasa), in Kayamandi, Cape Town, South Africa. The aim of the case study was to identify and describe these key factors which impact on CBOs service delivery, utilising the CRBA as theoretical framework, so as to provide recommendations for future capacity building with Kuyasa in particular and other CBOs in general. Both qualitative and quantitative methods of research were applied throughout the study using a variety of techniques and instruments. Generally the findings indicate that, in terms of the CRBA, the factors which enhance services for vulnerable children provided by Kuyasa, were (1) their approach to empowerment as a point of departure for other practices and principles, (2) the scope and sequencing of their multidimensional services , (3) the practice of assigning responsibility to children to encourage contribution and the (4) principle of mentorship to validate children‟s iii potential and contribution in the absence of biological fathers. The critical constraints were (1) the variety of challenges children encounter in the community, i.e., sexual abuse, early sexual debut and alcohol abuse, (2) the challenges out of school youth encounter in accessing higher education or employment, (3) conflicting interests which hindered consensus in the participation process and (4) managing complex or prescriptive donor relationships. In light of the critical constraints identified, a collaborative and integrated approach is recommended. The constraining factors identified by this case study cannot be addressed by CBOs in isolation. The challenges children, out of school youth, and CBOs encounter can only be mitigated through a collaborative and integrated approach, where the grassroots level services provided by CBOs are combined with interventions offered by government departments and the development community. Some of the success factors and constraints can be extrapolated and used to inform many similar organisations operating in similar contexts. Finally, framing the findings in terms of the CRBA, promotes advocacy and discourse around a shared theoretical framework. / Magister Artium (Development Studies) - MA(DVS)

All executives strive for better results in their organisations. They are always dependent on others to achieve these results and this dependency is particularly evident in large organisations. This thesis is concerned with the ways in which these better results might be achieved and the role senior executives might play in this process. The traditional view is that senior executives design and control the way their organisations function and better results therefore depend upon getting the design and the controls ‘right’. My personal experience, supported by many authors, is that this view is often far from reality. In this thesis I therefore draw on an alternative view of how organisations function, namely, the theory of complex responsive processes, in order to explore how senior executives can be more effective given their very limited ability to design and control their organisations. From a complex responsive processes perspective (Stacey, Griffin and Shaw, 2000; Stacey, 2003a), an organisation is understood, by analogy with the complexity sciences, to be processes of self-organising interaction between agents. The abstract analogy from the complexity sciences is interpreted in the case of human interaction according to the thinking of the American pragmatist G. H. Mead (1934). Mead explains the simultaneous emergence of mind and society in terms of the social act in which one person gestures to another and in doing so calls forth a response from that other in ongoing conversational processes in which patterns of communication (meaning) emerge across the organisational population. Work in organisations is accomplished in these conversational processes. In their conscious, self-conscious and responsive interaction, human agents depend on each other; according to the process sociologist N. Elias (1978), this means that all human relating is simultaneously constraining and enabling. Elias defines power as these enabling constraints between people, so that power is an aspect of all human relating. According to Elias, values, norms and ideology are the basis of power. Human choice and intention influence the shifting of power balances in which conflict, as a normal aspect of human interaction, plays an important role. Power, ideology and identity are then seen as central aspects of organisations. 4 People only interact locally with a small proportion of the total population they are part of, and do so on the basis of their own local organising principles (communication, power and choice) rather than simply obeying centrally set rules. This can be understood as self-organisation. The global patterns of communicative interaction and power relations across the organisation emerge in these local interactions rather than following a specific plan, programme or blueprint. The global patterns are unpredictable and are not under the control of any member of the organisation. Global – that is, company-wide – results are thus not directly determined by global design or control, but emerge in this local interaction. This approach means re-thinking what is involved in leadership and the roles of senior executives. From this perspective, senior executives are paradoxically in control and not in control at the same time (Streatfield, 2001). In this thesis I draw on my own personal experience over the past three years as a senior executive in a large services and transport company to identify the role a senior executive can actively play in potentially achieving better results despite not being fully in control. I emphasise the active contribution of senior executives in many local interactions in which global company-wide results emerge. Through the manner in which they participate in, and inspire, the development of local conversational interaction, senior executives can actively encourage front-line staff to take local responsibility for contributing to global, company-wide improvement of results. During these local interactions a chain reaction of local responsibilities can emerge that can contribute to the improvement of global company-wide performance. It is the responsibility of senior executives to communicate clearly in the organisation about demands on performance and results by customers and stakeholders in the market, and to encourage the taking of local responsibility for them. From a complexity view, the impact of leaders on the organisation is not less but different, with potentially better results.

This thesis deals with the way that values get taken up by managers and leaders in international non-governmental organisations (INGOs), organisations which already have a rich history of public appeals to values. By ”values‘ I take to mean those generalised and idealising statements, such as the aspiration to ”mutual respect‘, ”equity and justice‘ ”honesty and transparency‘ in dealings with others, which usually accompany the organisation‘s vision and mission statements. The thesis sets out the argument that modern management methods based on systems thinking have been imported largely uncritically into the INGO sector, and in situations where the future is uncertain, or where there is difficulty or conflict, managers often attempt to cover over this conflict or uncertainty with an appeal to values which pictures an idealised future or an imaginary unity. Further, the thesis attempts to explore this phenomenon and to uncover some of the ethical issues that arise in the process of an appeal to unity when I am engaged as a consultant in working with managers in the INGO-sector. The thesis considers how my own practice as a consultant has changed and developed as a consequence of considering these phenomena more intensely and acting on the conclusions from these reflections. The research was prompted by my feelings of being co-opted into a process that encouraged conformity in INGOs in a way that left me feeling uncomfortable. In exploration of this discomfort and as student in a faculty pursuing the conceptual development of professional practice I have drawn broadly on the phenomenological tradition of research as a way of better understanding what I was encountering and how to make better sense of it. The method underpinning this thesis uses narrative, and reflection on narrative with a community of enquirers, which has included both fellow students on the course, as well as a wider group of interested academics. I have used as my research material my own experience of working with INGOs as a consultant and have reflected on those occasions when the discussion of values is very much to the fore. It has also meant my locating the discussion of values in a wider discourse of philosophy, sociology and psychology and mounting a critique of the dominant paradigm for understanding values in current management and organisational change literature, which is often understood as a tool for management to bring about employee alignment. Instead, I have set out an emergent understanding of values as radically social phenomena arising in the daily interaction between engaged human beings. I argue that, because of our interdependence, we are obliged to renegotiate our value commitments on a daily basis as a way of working out how we can continue together. This has involved developing a different understanding of the relationship between self and other, and a more nuanced insight into the workings of groups and the relationships of power that arise between people. Engaging with values in INGOs as a consultant invited into conversations in INGOs has thus involved my paying attention to power relating between myself and others, and the dialectic between the good and the right. Reflecting on the ethical aspects of my own consultancy practice has involved an investigation into what we might mean by ethical practice, which is generally understood to be following a series of linear rules and paradigms. I have begun to develop in its stead a theory of consultancy practice based on concepts of mutual recognition and mutual adjustment that create more space for movement within the broader social processes that can severely constrain what it is and is not possible to say and do. This thesis contributes to knowledge in the field of the management of INGOs by being one of the first to offer a critique of accepted paradigms of management theory, particularly as it relates to the appeal to values as part of strategy formation. Moreover, the emergent and social theory of values that I develop as a foil to more orthodox understandings of the role of values in the management of INGOs is also unique. My arguments concerning the ethical practice of consultancy in the domain, underpinned by a dialectical engagement of self and other, are particularly relevant to the field in which I am involved where the encounter with difference is inevitable. In the literature on management of INGOs, where research on consultancy practice is still rather thin and orthodox, my argument for a different understanding of ethical practice offers a considerable divergence of approach. In pointing to the similarities between the pressures facing INGO and private sector organisations I have also called into question the uniqueness that many scholars claim for the current management practice in INGOs. My attempts to use narrative and reflection on narrative as a method that strives to articulate what a different practice might look like should also make a new contribution to the debate about method, and ways of discussing management practice, in international development.

Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.