In this thesis, the relations between information systems outsourcing success measures and strategic and financial drivers are investigated. After a study of the relevant literature, 14 organizations that belong to four different categories are investigated in terms of IS outsourcing. These categories are: IS vendors, IS outsourcers, firms that both procure and supply IS services, and IS system integrators. Thus, the subject matter is studied from both customers&#039 / and vendors&#039 / points of view. The investigation is realized in three steps: First, general questions were posed in order to gather the characteristics of organizations, then, questionnaires were conducted, and finally, financial data documents were prepared according to the type of the organization. The results show that the number of relations between strategic drivers and information systems outsourcing success measures are more than the number of relations between financial drivers and information systems outsourcing success measures. Besides, strategic drivers influence each of the information system outsourcing success measures, whereas financial drivers affect only two of them.

Business process modelling has gained widespread acceptance, particularly in large IT-enabled business projects. It is applied as a process design and management technique across all project lifecycle phases. While there has been much research on process modelling, there has been little attention on 'how to' conduct process modelling effectively, or on the evaluation of process modelling initiatives and outcomes. This study addresses this gap by deriving a process modelling success model that contains both the success factors (independent variables) and success dimensions (dependent variables) of process modelling. The study employs a multi-method approach, blending both qualitative and quantitative research methods. The research design commenced with a comprehensive literature review, which includes the first annotated bibliography in process modelling research. A multiple case study approach was used to build the conceptual process modelling success model which resulted in a model with eleven (11) success factors (namely Modeller Expertise, Team Structure, Project Management, User Competence, User Participation, Management Support, Leadership, Communication, Modelling Tool, Modelling Language and Modelling Methodology), two (2) moderating variables (namely Process Complexity and Project Importance) and five (5) process modelling success dimensions (namely Modeller Satisfaction, Model Quality, User Satisfaction, Model Use and Modelling Impact). This conceptual model was then operationalised and tested across a global sample, with an online survey instrument. 290 valid responses were received. The constructs were analysed seeking a parsimonious, valid and reliable model. The statistical analysis of this phase assisted in deriving the final process modelling success model. The dependent variables of this model consisted of three (3) contextual success factors (namely Top Management Support, Project Management and Resource Availability), two (2) Modelling specific success factors (namely Modelling Aids and Modeller Expertise), and two (2) moderating variables (namely Importance and Process Complexity). The dependent variable; Process Modelling Success (PMS) was derived with three (3) success measurement dimensions (namely Model Quality, Process Impacts and Process Efficiency). All resulting success factors proved to have a significant role in predicting process modelling success. Interaction effects with the moderating variables (Importance and Process Complexity) proved to exist with Top Management Support (TMS) and Resource Availability (RA). A close analysis to their interaction relationship illustrated that Importance (IMP) moderated the relationship between Top Management Support (TMS) and Process Modelling Success (PMS) in a linear manner and that Process Complexity (PC) moderated the relationship between Resource Availability (RA) and Process Modelling Success (PMS), also in a linear manner. This is the first reported study with empirical evidence on process modelling success. The progressive outcomes of this study have been readily accepted by the practitioner and academic community, with 16 published internationalrefereed- conference papers [including best paper award at the Pacific Asian Conference on Information Systems (PACIS 2004)], 2 journal publications, and over 5 major industry presentations made upon invitation.

Change in today’s business environment may be seen as inevitable however in the absence of a generic and endemic Change Framework for Managing and Leading Change; South African businesses face a difficult task of surviving into the future unless they are able to find an Organisational Change Management Approach that will assist them in navigating the Organisational Change Landscape for the 21st Century. This study provides an exploratory approach to understanding the nature of Organisational Change Management in South Africa, by exploring the following key concepts: (1) An understanding of the nature of Organisational Change Management in South Africa (2) The Critical Success Factors needed for Organisational Change Management to succeed in South Africa (3) The provision of a practical Organisational Change Management Framework and Scorecard for the measurement of Organisational Change Management processes and initiatives (4) Recommendations towards a Organisational Change Management Scorecard The study which is largely qualitative in nature makes use of a multiple case study design methodology for the collection of empirical evidence as well as quantitative research data from a survey questionnaire to support the underlying constructs and research questions posed within the study. The use of data and methodological triangulation, namely research interviews, survey data, company and archival documentation as well as focus group discussion points has provided the research study with the necessary validity and reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational change within a rapidly transforming environment, where Mergers and Acquisitions are major force for change as it would help to provide the necessary change framework and change scorecard for the management and measurement of organisational change interventions. This study also highlights the Critical Success Factors for change by focusing on the Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for the management of organisational change. In addition, the study also provides a first view of some change performance measures in the form of a Change Scorecard, which can be used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL

Change in today’s business environment may be seen as inevitable however in the absence of a generic and endemic Change Framework for Managing and Leading Change; South African businesses face a difficult task of surviving into the future unless they are able to find an Organisational Change Management Approach that will assist them in navigating the Organisational Change Landscape for the 21st Century. This study provides an exploratory approach to understanding the nature of Organisational Change Management in South Africa, by exploring the following key concepts: (1) An understanding of the nature of Organisational Change Management in South Africa (2) The Critical Success Factors needed for Organisational Change Management to succeed in South Africa (3) The provision of a practical Organisational Change Management Framework and Scorecard for the measurement of Organisational Change Management processes and initiatives (4) Recommendations towards a Organisational Change Management Scorecard The study which is largely qualitative in nature makes use of a multiple case study design methodology for the collection of empirical evidence as well as quantitative research data from a survey questionnaire to support the underlying constructs and research questions posed within the study. The use of data and methodological triangulation, namely research interviews, survey data, company and archival documentation as well as focus group discussion points has provided the research study with the necessary validity and reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational change within a rapidly transforming environment, where Mergers and Acquisitions are major force for change as it would help to provide the necessary change framework and change scorecard for the management and measurement of organisational change interventions. This study also highlights the Critical Success Factors for change by focusing on the Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for the management of organisational change. In addition, the study also provides a first view of some change performance measures in the form of a Change Scorecard, which can be used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL

Subjective career success has been the focus of research for a number of years. The term refers to the individual’s personal perception of how successful he/she is in a career. In many qualitative studies subjective career success is found to be a multi-dimensional construct. Although there are quantitative instruments that measure subjective career success, they do not measure the construct on multiple dimensions. The first objective of this study was to determine the validity and reliability of two existing multi-dimensional instruments that measure subjective career success, especially in the South African context. These are the Perceived Career Success Scale (Gattiker & Larwood, 1986) and the Life-success Measures Scale (Parker & Chusmir, 1992). The second objective was to determine which predictors can be found for subjective career success. Literature differentiates between three broad categories of variables, namely demographical (gender, language group, marital status and age), human capital (job tenure, level of education and career planning) and organisational variables (perceived organisational support and training, and development opportunities). A convenience sample of 754 personnel from the South African Police Service was taken at stations and training colleges in the Free State, South Africa. A measuring battery that assesses subjective career success was used. This entailed the Perceived Career Success Scale as well as the Life-success Measures Scale. In addition, questions were used to ascertain the three types of variables demographic (gender, language group, marital status and age), human capital (job tenure, level of education and career planning) and organisational variables (perceived organisational support and training and development opportunities). The following statistical analyses were done to analyse the data: descriptive and inferential statistics, Cronbach’s alpha coefficients, product-moment correlations, confirmatory factor analysis and linear regression analysis. The results of these analyses indicate that subjective career success is indeed a multi-dimensional construct. Three dimensions (job success, interpersonal success and non-organisational success) of the Perceived Career Success Scale (Gattiker & Larwood, 1986) could be established. These dimensions yielded good reliability, but the validity remained problematic. In contrast, the Life-success Measures Scale (Parker & Chusmir, 1992) yielded four dimensions (security, social contribution, professional fulfilment and personal fulfilment). The psychometric properties of these dimensions were acceptable and showed to be reliable and valid. In addition, various demographic, human capital and organisational variables were found to be predictors of subjective career success. Career planning, training and developmental opportunities, as well as perceived organisational support, explained the most variance. Various recommendations were made for the context of the South African Police Service, and also for future research. The organisation is advised to apply the results from this study to adjust policies and practices in such a way that employees will experience higher levels of subjective career success. Furthermore, career discussions may be held in order to enhance opportunities for career planning and provide opportunities for relevant training and development that are aligned to the business drive of the organisation. Interventions that will increase perceived organisational support and congenial relationships could be implemented and maintained. More research on the two subjective career success measures is needed, in order to 1) verify the validity of the Perceived Career Success Scale and 2) to apply it and the Life-success Measures Scale to other sectors and industries. It is also recommended that a more heterogeneous sample be utilised as well as longitudinal research designs in future research studies relating to subjective career success. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Subjective career success has been the focus of research for a number of years. The term refers to the individual’s personal perception of how successful he/she is in a career. In many qualitative studies subjective career success is found to be a multi-dimensional construct. Although there are quantitative instruments that measure subjective career success, they do not measure the construct on multiple dimensions. The first objective of this study was to determine the validity and reliability of two existing multi-dimensional instruments that measure subjective career success, especially in the South African context. These are the Perceived Career Success Scale (Gattiker & Larwood, 1986) and the Life-success Measures Scale (Parker & Chusmir, 1992). The second objective was to determine which predictors can be found for subjective career success. Literature differentiates between three broad categories of variables, namely demographical (gender, language group, marital status and age), human capital (job tenure, level of education and career planning) and organisational variables (perceived organisational support and training, and development opportunities). A convenience sample of 754 personnel from the South African Police Service was taken at stations and training colleges in the Free State, South Africa. A measuring battery that assesses subjective career success was used. This entailed the Perceived Career Success Scale as well as the Life-success Measures Scale. In addition, questions were used to ascertain the three types of variables demographic (gender, language group, marital status and age), human capital (job tenure, level of education and career planning) and organisational variables (perceived organisational support and training and development opportunities). The following statistical analyses were done to analyse the data: descriptive and inferential statistics, Cronbach’s alpha coefficients, product-moment correlations, confirmatory factor analysis and linear regression analysis. The results of these analyses indicate that subjective career success is indeed a multi-dimensional construct. Three dimensions (job success, interpersonal success and non-organisational success) of the Perceived Career Success Scale (Gattiker & Larwood, 1986) could be established. These dimensions yielded good reliability, but the validity remained problematic. In contrast, the Life-success Measures Scale (Parker & Chusmir, 1992) yielded four dimensions (security, social contribution, professional fulfilment and personal fulfilment). The psychometric properties of these dimensions were acceptable and showed to be reliable and valid. In addition, various demographic, human capital and organisational variables were found to be predictors of subjective career success. Career planning, training and developmental opportunities, as well as perceived organisational support, explained the most variance. Various recommendations were made for the context of the South African Police Service, and also for future research. The organisation is advised to apply the results from this study to adjust policies and practices in such a way that employees will experience higher levels of subjective career success. Furthermore, career discussions may be held in order to enhance opportunities for career planning and provide opportunities for relevant training and development that are aligned to the business drive of the organisation. Interventions that will increase perceived organisational support and congenial relationships could be implemented and maintained. More research on the two subjective career success measures is needed, in order to 1) verify the validity of the Perceived Career Success Scale and 2) to apply it and the Life-success Measures Scale to other sectors and industries. It is also recommended that a more heterogeneous sample be utilised as well as longitudinal research designs in future research studies relating to subjective career success. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.