D.Litt. et Phil. / The problem addressed in this study is to determine whether information is recognized as a resource in South African manufacturing enterprises and whether these enterprises use information to their competitive advantage. The role of information as a resource for competitive advantage is discussed and it is shown that the competitive position of enterprises can be strengthened on the strategic level if the information resources are efficiently managed. As a result of the lack of knowledge on the information management situation in manufacturing enterprises, an empirical investigation was necessary and a questionnaire was sent to enterprises in the Guateng province. South African manufacturing enterprises were grouped according to the strategic types identified by the Miles and Snow typology. Of the 172 respondents 21,5% were classified as Prospectors, 36,6% as Analyzers, 29,7% as Defenders and 12,2% as Reactors. The majority of the respondents pointed out that they frequently scanned the environment, but formal environmental scanning systems existed at only 20% of the enterprises. The majority of South African manufacturing enterprises are currently in Strategic Management Phase 2. Attention is paid to the strategic management of products with the emphasis on market growth and market share in comparison to those of competitors. The way in which information is managed in manufacturing enterprises relates to the management typology applied in these enterprises. Information is managed very fragmentally in South African manufacturing enterprises and integrated information management systems exist at only a small percentage of enterprises. The majority of enterprises are in Development Phase 2 of information management, that is, the management of corporate automated technology. Formal information management departments are found more regularly at Prospectors and Analyzers than at Defenders and Reactors. Prospectors and Analyzers make more use of information management systems. The proportion of personnel involved with information management is higher at Analyzers than at any of the other strategic types. Analyzers also apply records management more frequently than the others. More than half of the respondents evaluated their investments in information management resources periodically in order to determine practical use and value. Employee development was encouraged with 94,9% of the respondents and 9,9% of the enterprises were classified as learning organizations. It is concluded that information management is applied in South African manufacturing enterprises but that it is not used to the competitive advantage of these enterprises. It is recommended that South African manufacturing enterprises integrate information management with the other enterprise functions and that information management be a strategic management function. Manufacturing enterprises should strive to reach the Strategic Management Phase 4 as well as Phase 5 of information management. Guidelines are provided on how information management can be implemented as a strategic management function within enterprises classified as Prospectors, Analyzers, Defenders and Reactors. Unstableness and change are the main characteristics of the South African manufacturing industry and this changing environment makes it necessary to react appropriately in order to obtain competitive advantage. South African manufacturing enterprises should therefore strive towards a new management typology called Renewers or learning organizations.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:3454 |
| Date | 04 September 2012 |
| Creators | Du Toit, Anna Sophia Adeline |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
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