Thesis (MBus) -- Auckland University of Technology, 2004. / Also held in print (x, 176 leaves, 30 cm.) in Wellesley Theses Collection. (T 658.40120993 TAN)

Thesis (MBus) -- Auckland University of Technology, 2004. / Also held in print (103 leaves, 30 cm.) in Wellesley Theses Collection. (T 658.40120993 AAB)

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Includes bibliographical references.

Thesis (Ph.D.)--Kent State University, 2010. / Title from PDF t.p. (viewed May 27, 2010). Advisor: William Acar. Keywords: theory evaluation; higher-order construct in theory evaluation; important theories; informativeness; multi-dimensionality of theory evaluation; publication quality; novelty; extendibility; practicability; consistency; falsifiability. Includes bibliographical references (p. 103-112).

The aims of this research are: (A) to examine current practices in executive performance measures in manufacturing; and (B) to propose a model for executive performance measures that reflects both the aspirations of practitioners and the issues raised in academic literature. Executives in the context of this research are defined as the leaders of their organizations who "exercise strategic management not only via the more obvious dimensions of analysis, policy formulation, evaluation and planning but also in their behaviour" (Burke, 1986:64). So executive performance is considered in terms of the roles and responsibilities of executives as leaders, their strategic objectives and their behaviours. The purpose of executive performance measures is to provide an improved understanding of the issues of executive performance. A holistic approach is taken in this research in exploring executive performance measures by addressing the following questions: What are the executive roles and responsibilities in practice? What are the strategic objectives of executives in practice? What are the desired behaviours of executives in practice? What current executive performance measures are used in practice? In the light of these questions, is it possible to create a model for executiveperformance measures? The fieldwork was conducted in three medium sized manufacturing companies using a qualitative case study approach that included direct observation in the form of workshadowing (Mintzberg, 1973), repertory grid technique (Gammack and Stephens, 1994) and semi-structured interviews. The main findings from the fieldwork are that the current practices in executive performance measures in manufacturing organizations favour measures for performance output, particularly in relation to the financial and internal business process perspectives. By contrast the executives themselves feel the practical need for measures, which include executive behaviours alongside the performance output measures. The principal contribution of this research is a model for considering measures for executive performance outputs together with measures for executive behaviours in achieving those outputs. This model (which goes further than any previous model in the field) will allow its users to consider measures to improve executive performance. The aim is that any improvement in the executive performance will contribute to the improved performance and competitive position of their organization.

D.Com. (Human Resource Management) / In this study strategic human resources management in the armaments industry is investigated. Strategic management is treated as a management-of-change instrument. In the theoretical chapters the position of strategic human resources management within the entire management process is discussed. Existing strategic concepts and approaches are analysed in order to identify the strengths and weaknesses as they occur in current practice. In this way the strengths can be utilised and the weaknesses can be eliminated from the strategic human resources management of South Africa's armaments industry. Strategic management is discussed as a system that comprises two main elements, namely strategic planning and strategy implementation. In this dissertation an analytical survey method was employed. Two different questionnaires were distributed: one was aimed at managers, and the second at supervisors and workers on the shop floor. The aim of the survey was to determine the status quo and to identify the defects in human resources strategic planning in the armaments industry. A total of 1444 questionnaires were distributed, of which 1 216 were returned. Four different statistical analyses were done, namely: The identification of specific problem areas that occur amongst managers and non-managers by way of hypothesis testing. The analysis of specified perceptions amongst managers and non-managers by way of the CHAID analysis (in order to identify significant predictors) and by way of model-building (log linear modelling). The comparison of perceptions in private companies with those in Armscor affiliates by way of model-building (loglinear modelling). The analysis of specified perceptions in the armaments industry as a whole by way of model building (loglinear modelling). The two most significant defects in the strategic human resources planning process that were identified during the investigation are: * A lack of communication between the members of armaments businesses at different organizational levels. A lack of strategic planning in general, and of strategic human resources planning in particular. In order to eliminate the defects that have been identified, the author suggests that * businesses follow a participative management approach; (This includes combined planning.) Middle-level managers become more involved in strategic planning and that they be granted the authority to implement strategic decisions; * management information be updated constantly and that this information be used for analysing the environment so that scenarios can be developed and analysed; strategic management must be accepted as a way of life and must not be associated with specific time intervals; * specific provision be made for two-way communication at all levels in armaments businesses; human resources processes must be treated as a system; (The interaction between the different human resources processes must be borne in mind in strategic human resources management.) productivity should receive special attention; and that the elements of strategic management, as summarised in Figure 37, serve as a structure for strategic human resources management.

M.Com. (Business Management) / Please refer to full text to view abstract

This dissertation expands the logic underlying Weiner's (1985a) achievement-motivation model, and applies this logic to the justification of unethical behavior. A conceptual model is developed in which causal attributions linked to anger and shame are predicted to increase the degree to which unethical behaviors are seen as justifiable. Conversely, attributions linked to guilt and frustration are predicted to impede the justification of unethical behaviors. Results of two scenario-based studies are reported. Study 1 tests the conceptual model using a sample of undergraduate students, whereas Study 2 samples a population of practicing physicians. Results provided only limited support for the hypotheses, but did indicate that both attributions and emotions are related to justification in some situations. Implications of these findings for the study of ethics and attributions, as well as for promoting ethical behavior, are discussed. / A Dissertation submitted to the Department of Management in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Fall Semester, 2006. / August 10, 2006. / Ethics, Attribution Theory, Emotion, Attribution Style / Includes bibliographical references. / Mark J. Martinko, Professor Directing Dissertation; David B. Paradice, Outside Committee Member; Gerald R. Ferris, Committee Member; Stephen E. Humphrey, Committee Member.

Organisations are under pressure to expand the boundaries of strategic management to better account for socio-ecological dependencies, and to shape the principles that guide decision-making accordingly. Prior research on strategic change focusses on the role of leadership to sensegive, and the response of organisational members. Within a strategy-asnarrative perspective, narrative infrastructure has been identified as a valuable but underexplored theory to explain how narrative guides the decisions and actions of organisational members and how leaders use narrative infrastructure to sensegive strategic change to the organisation. Yet, we know less on how narrative infrastructure is shifted, and the work of others than leaders to do this. I undertake a grounded study of how strategic champions (individuals working to influence strategic issues) support leadership in initiating and adopting a shift in narrative infrastructure. My analysis reveals that strategic champions undertake six different stages of narrative work: prompting, enrolling, underpinning, reinforcing, reconstituting and revisiting. Across these stages, strategic champions draw on discursive competences to sensegive the new master story to both leaders, and the organisation more broadly. I make two contributions to the research conversation on narrative within strategy-aspractice. First, I extend the metaphor of narrative infrastructure as a set of rails that guide decision-making, and present a more fulsome picture of narrative infrastructure as a rail network - made up of several master stories which may have different, and at times competing, organisational or institutional logics underpinning them. Second, I identify the work of strategic champions to support leadership in prompting, initiating and revisiting a shift in the narrative infrastructure of an organisation, and demonstrate how they build master story legitimacy, understanding and ownership. My thesis also lends insights to practice, identifying the tactics employed and competences to be developed by strategic champions undertaking to expand the boundaries of strategic management and shift the principles that guide decision-making in their organisations.

Hsin-Chu Science Park was founded in 1980. During 24 years development, it has unique cluster advantage for promoting Taiwan information technology industry to the world. Being that, Taiwan become the 4th largest semiconductor manufacture country and 3rd largest IT industry country in the world. Because of such successful experience, Hsin-Chu Science Park has been well-known and has been duplicated his experience to other countries in Asia. Government among Asia countries lead to found new science park such as China. China plan to establish 152 science parks in 21st Century. China has numerous natural resources which helping them for establishing science park. Under this circumstance, IT industry in Taiwan will face highly competitiveness in the future. Taiwan IT industry has to apply organization changes become great agency for gaining advantage for continuing organization effectiveness. The study targets the company of Hsin-Chu Science Park and surveyors of the HRM and is made in questionnaires. A total of 300 copies are issued with 110 valid ones collected and analyzed in SPSS. To begin, descriptive statistics are used to analyzed basic data characteristics of the variables. Relevant analysis and level regression analysis are adopted to discuss between relevancy of variable and whether there are distinctive influences. The results are: 1.The leadership of Change management and the efficacy of human resource has distinctive influences.¡C 2.Human resource strategic and human resource efficacy has distinctive influences. 3.Human resource strategic has partial intermediary effect to organization change strategic and efficacy of human resource. 4.The HRM involvement has not distinctive monitor effect to human resource strategic and efficacy of human resource.