Canadian ideology promotes the concept of a “cultural mosaic,” which encourages groups to maintain their unique cultural heritage in a pluralistic society. However, despite being a popular metaphor, to date, there are only two academic articles on the concept (Chao & Moon, 2005; Eilam, 1999), and the extent to which the cultural mosaic truly represents the Canadian society is undocumented. Furthermore, the challenge facing multicultural organizations is achieving a balance among cultures in the workplace that benefits both individuals and their organizations. To address this challenge for the workplace and work groups, I developed and explored the concept of the Cultural Mosaic—defined as a multicultural work group in which members’ distinct cultural heritages, values, and practices are mutually recognized and accepted by the group, and are leveraged in the group’s activities—and created the Cultural Mosaic Scale (CMS) to measure the construct. In three studies, exploratory and confirmatory factor analyses were used to determine the factor structure of the CMS, and convergent and discriminant validity were demonstrated. The final components that make up the Cultural Mosaic are “Group Diversity,” “Culture Acceptance/Expression,” and “Culture Utilization.” Finally, limitations, future directions, and practical implications are discussed.

Thesis (Ph. D.)--Lewis & Clark College, 2008. / Includes bibliographical references (leaves 164-175).

Dissertation (Ph.D.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references (p.95-101).

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 194-206).

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 443-452).

Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2009. / Full text also available online. Scroll down for electronic link.

No description available.

This thesis investigates the relationship between Knowledge Management Activities (KMAs), New Product Development drivers (NPDd), and New Product Development (NPD) process success in organisations that rely on new products for competitive survival. The literature review highlights that while KMA is in 2008, a common part of the practice of NPD, it is not included in any of the lists of wellknown success factors. Given that research in the KM field claims KMAs are a significant driver of success, this omission in the NPD literature seems worthy of further investigation. This thesis details the method and results of an empirical investigation examining the claim that KMAs are an independent influence on NPD process success. Data was collected in 2006 using survey methods and a classic positivistic research philosophy. The sample was taken from 124 UK-based projects, chosen from private organisations in the Department of trade and Industry's Research Development Index. The data was analysed using multivariate techniques, notably comparing NPD drivers, KMAs and their individual contribution to success based on stepwise regression analysis. Statistics indicate that while well-known NPDd account for much of the variance in NPD process success, KMAs are also significant. The unique contribution of this thesis is two fold: first empirical evidence that some KMAs can act as independent drivers of success in the NPD environment; and second a model detailing the relationship between the test elements, updating the existing high-level research in the field with a more detailed analysis of the relationships implied. The conclusions highlight for private sector managers that some KMAs make a distinct and measurable addition to NPD process success. Public sector managers may also find the results of interest as they add a finer level of detail to understanding the "systems" view of NPD, information worth sharing within the burgeoning UK knowledge economy.

With the increased globalization and expansion of the markets worldwide, companies have to struggle with increased competition. Therefore, organisations have begun to offer advantages such as a personalisation of products to potential customers. Market conditions and legal policies can make it challenging to predict whether those ad-vantages can be realized. Project managers are often in the position of having to fulfil these requirements; in continuously changing influencing factors that make tasks diffi-cult to manage. These circumstances create complexity. Frequently, managers are una-ware that complexity has created problems in a specific project. Often, the traditional standards of project management no longer provide a sufficient support to managers of complex projects. This research investigates how current standards of project management address com-plexity, and whether a supplement is necessary. Complexity strengtheners are investi-gated. One standard Project Management Institute (PMI) is selected as an example to analyze the influence of strengtheners on PM-processes. A funnel model is developed based on these research findings. This is aimed to help managers in their daily practice and support them in categorizing the complexity of their projects. Based on this model, managers should be able to recognize the actual strengtheners of complexity and which processes of their project are affected. Finally, a possible adaption of the standard is re-searched. A proposition for a new comprehensive guide is designed to support manag-ers carrying out complex projects. The key managerial implication of this research is the development of a five-step model for handling complexity in projects: forming, storming, norming, performing, and ad-journing. Furthermore, the intent of this thesis is to make a valid contribution to the management literature. For handling complexity the new funnel model should close the gap between the recognition of complexity in a project and underlying causes. The new five-step model thus provides project managers helpful guidelines for handling complex projects. This research applies a mixed method, consisting of a survey (quantitative method) and focus interviews (qualitative method) with experts of project management (PMI) in Germany. There are approximately 4.900 PMI certified project managers in Germany; more than 170 participated in the survey (3.6%). This is considered sufficient to provide reliable results for this research. Further, three focus interviews deepen the knowledge and validate the results of the survey: Complexity is an actual problem in project man-agement. Existing standards are sufficient for project management, but complexity can-not be standardized. This thesis proposes to help project managers to resolve project complexity by providing guidelines for navigating through complex projects.

Self-directed work groups are a growing phenomenon in the field of organisational psychology (Kauffeld, 2006; Neck & Manz, 1994). While much is known about what factors affect information sharing in these kinds of groups, little is known about why these factors have an impact and how they relate to each other. Through the concept of hidden profiles (tasks that by nature have shared and unshared information), this study explored the information sharing and group decision making processes and aimed to illuminate the group processes involved. The study employed a qualitative, ideographic approach where case studies were used. The sample consisted of twenty four undergraduate and postgraduate students studying at the University of the Witwatersrand divided into groups of four members each. A group task to rank the best candidate for a job was self-designed based on the theory and design utilized by Stasser and Titus (1985; 1987). This was first completed individually and then as a group – the group discussion was filmed and coded using a self-developed observation rubric. Participants also completed a self-developed post-task questionnaire regarding their perspectives of various aspects of the decision making process. The analysis was carried out using frequency counts and thematic content analysis. It was found that all the groups discussed more shared information and more unshared negative information was discussed than unshared positive information. Information sharing increased when there was debate about which pieces of information were relevant. In most cases, group members were motivated to share information because they wanted to have their opinion heard. Although the majority of the sample stated that they did not withhold any information, there was evidence of strategic information sharing. Group 5 made a decision that was closest to the ideal decision. Characteristics of this group that could have contributed to this included: long duration of discussion; high number of talking turns; respecting each other’s talking turns; moderate levels of disagreement; no obvious role of leader; moderately high levels of group familiarity; diversity in race not gender; similar educational backgrounds and a norm of critical evaluation. The study found that the interactions between factors that were perceived to affect the information sharing and decision-making (such as duration of discussion, number of talking turns, group familiarity, competitive aspects, group composition and group roles) were more interwoven than previously thought.