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Steenhuisen, Maria Jacoba. "The knowledge continuum as an enabler for growth and sustainability in the South African basic education system / Mariè Steenhuisen." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9207.
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The poor state and failure of the basic education system in South Africa gave rise to this research. The wave of knowledge loss experienced in the last two decades is expected to carry on and will continue to deplete the basic education system’s knowledge base, severely affecting the already poor quality of education as well as the future economic growth and sustainability in South Africa.
The main research objective was to establish whether future growth and sustainability in the basic education system in South Africa is achievable; which factors it is influenced by; and how knowledge continuity could impact on future growth and sustainability. A multidisciplinary approach focusing on organisational performance, knowledge management, individual and organisational behaviour and organisational development was followed.
The nature of growth and sustainability and knowledge continuity in organisations was explored by following a contextualisation theory-building process.
The main objective of the empirical research study was to determine by means of quantitative research the degree to which the influencing factors would enhance or impede growth and sustainability in an organisation. A quantitative survey method was followed. A questionnaire was developed and the survey was performed in 6 primary and secondary schools of the basic education system in South Africa. The questionnaire was found to be reliable with a Cronbach’s alpha of .8060.
In the descriptive factor analysis process, principal component factor analysis was conducted, which described the five constructs that would influence growth and sustainability. These constructs’ dimensions produced significant intercorrelations which indicate that the dimensions are for the most part intercorrelated with each other in contributing to growth and sustainability.
The multiple regression analysis indicated that knowledge loss would have an exceptionally strong impact on knowledge; and that knowledge, information and performance would significantly predict growth and sustainability. Organisations should change the focus for growth from physical assets to the development of intellectual capital, and knowledge continuity should form part of an organisations’ business strategy and mission. Knowledge continuity will only be successful if a culture conducive of trust and knowledge sharing and transfer exist, and are supported by effective and appropriate human resource practices and incentives.
A structural equation model development strategy produced a knowledge continuity model aimed at enabling future growth and sustainability, based on the constructs confirmed in the factor analysis. The model indicated that there is a direct causal relationship between knowledge, information and performance with growth and sustainability. The regression analysis showed that most of the intercorrelations are significant, thus confirming the theory.
The newly developed questionnaire and structural equation model should enable organisations to measure the degree to which the enhancing individual and organisational behavioural factors of growth and sustainability are in place and provide the measurement outcomes that would identify the factors that need to be focused on to improve and enable future growth and sustainability in an organisation.Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.
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Gordon, Wayne Barry. "Corporate culture and strategy in environmental sustainability interventions." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29655.
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The influence of corporate culture on the strategies used by firms to meet the environmental sustainability challenge has been explored in this dissertation. This was investigated through web-based questionnaires that were administered to employees in companies who would have knowledge of both their employer‟s corporate culture and corporate sustainability practices.To determine this, the respondents were requested to rate both the corporate strategies undertaken to meet the environmental challenge, as well as the corporate culture where they work. The corporate strategies were evaluated using a bespoke instrument which was constructed from various strategy instruments found in the literature. The corporate culture was evaluated using a well-known organisational culture instrument available in the literature. Potential contextual variables pertaining to the perceptions of the respondents, as well as to the business and industry sector characteristics, were evaluated as well.The findings indicated that the contextual variables had little or no effect on either the corporate culture or the corporate strategies undertaken by the firm, and that a strong comprehensive culture correlated strongly with positive corporate strategies. Corporate cultures that emphasise social coordination (or organic culture forms) exhibited stronger correlations with positive corporate strategies than those which emphasise formal control methods (or mechanistic forms). The focus of the firm, whether on internal dynamics or the external environment, did not show a significant effect on the corporate strategies that were undertaken by the firm.A sustainability culture was synthesised from the findings of the research, which concludes with recommendations regarding further research into this topic.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Vargas, Anamaria, and Pietro Antonio Negro. "Driving organisational culture change for sustainability. Employee engagement as means to fully embed sustainability into organisations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21729.
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When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.
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Aluko, Oluwakayode A. "Drivers of green shipping practices adoption and impact on organisational performance." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15647.
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Green Shipping Practices (GSPs) are a new and increasing trend in the shipping industry. This appears to be a response of the shipping industry to the increasing demand for sustainability in this industry sector. While these practices are gradually becoming acceptable, it is unclear what motivates shipping firms to engage in these practices. This research explored four theoretical perspectives to identify what theory adequately explains the adoption of GSPs and the impact on organisational performance. Through robust literature review, data collection and analysis the conceptualization and definition of GSPs (Lai et al, 2011) is validated. This research through industry case study fills the existing void in literature by identifying what factors influence the adoption of GSPs and how this affects organizational performance. This research adopted a case study approach to exploring the subject area. This is because the research area is still very new and there is little data and literature in this area. The findings suggest that GSPs adoption is largely driven by coercive influences. The research identified factors that influence GSPs adoption classifying them as drivers and enhancers. The research also identified the impact of GSPs on organisational performance classifying the impact as perceived benefits and constraints. The theoretical contribution of this research amongst others include the identification of Institutional theory as plausible explanation for GSPs adoption. Provides adequate explanation to GSPs adoption. Furthermore, this theory is extended to include the influence of moral conviction/values. The research also makes methodological contribution having made use of a qualitative approach in contrast to the prevailing quantitative approach used in similar studies.
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Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.
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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in which CPD is planned and executed ~ the organisational culture. Hence, this research sought to document, through empirical study, the relationship between CPD and performance; and the moderating role of organisational culture. Using a blended methodology with triangulated data sources and collection methods, evidence from four case study hospitals indicates that CPD is associated with outcomes such as improved supervision, efficiency and clinical care that influence organisational performance. The forms of CPD that are conducted on the job such as bedside coaching, support supervision and ward rounds are cheaper and have more practical performance benefits compared to those conducted out-of-station such as workshops and conferences. Cultures emphasising ·employee participation in CPD planning, reflective practice, and information - sharing enhance CPD effectiveness. Likewise, cultures emphasising mutual support, trust, client respect, performance measurement, accountability and use of cultural artefacts such as dress code and religious symbols are associated with better performance. The use of mixed designs in case study research contributes to methodology while empirical findings contribute to development of policy and theory on the interplay between CPD, organisational culture and organisational performance. The study findings suggest that organisational culture does maximise the benefits of CPD to support performance. However, the three variables interact independently in complex ways that make it difficult to untangle their cause-effect relations.
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Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.
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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprising a total sample size of 47 respondents. The research consisted of three phases. Phase One, which made use of an open-ended qualitative survey, was directed at industry experts who were required to identify and recommend four small- to medium- sized high-energy information technology organisations to be considered for this research. Phase Two consisted of gaining approval to conduct research within four of the recommended case study organisations, and conducting an open-ended exploratory face-to-face interview with each Managing Director, with the objective of determining the success, energy state, key drivers, and performance measures of the organisations, as well as the factors that drive the energy of staff. Furthermore, each Managing Director completed the same self-administered questionnaire that formed the basis of Phase Three. This structured survey was used to gather the perceptions and opinions of each organisation’s staff members in determining: the energy state of the organisation, the key drivers of organisational energy, and the link between organisation energy and performance. Statistical analysis techniques were used to determine whether significant relationships exist between the drivers of organisational energy and their respective rankings; and between organisational energy and organisational performance.The study provided evidence that intrapreneurial orientation, collective identity, employee investment and leadership are the most significant drivers of productive organisational energy and confirmed the existence of a significant relationship between productive organisational energy and high performance organisations. Through this research, a model has been developed that can be utilised by leaders of organisations to leverage organisational energy in order to improve and measure organisational performance, thereby creating a sustainable competitive advantage.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Alsada, Abdulla Bader. "The impact of performance measurement systems on organisational culture." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12769.
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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation." University of Western Australia. Graduate School of Management, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0105.
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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation /." Connect to this title, 2004. http://theses.library.uwa.edu.au/adt-WU2005.0105.
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Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.
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Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific nature of the relationship'. Whilst there is considerable, research into the individual relationship between narrowly defined aspcts if organisational culture and leadership on organisational performance there is little research into their combined effects. A review of the literature shows none that addressed the variables as generic concepts. The gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the relationship of different combinations of generically defined leadership style and organisational culture on organisational performance. Following a review of literature, the Blake and Mouton (1985) task versus relationship classification of style and the Deal and Kennedy (1982) risk versus speed of feedback classification of organisational culture were adopted as the most suitable generic feedback classifications of the variables. From a review of the literature, no explicit methodology was found for applying the selected classification method for organisational culture. Similarly, the selected methodology for classifyingleadership style was perceived as being too narrow to be used on its own. To address these issues a mixed methodology was devised and utilised. The mixed method approach employed questionaires, one to one interviews, focus groups and observation. A case study approach was adopted and sought a correlation between different combinations of variables and different levels of performance. The setting for the empirical phase of the study was the UK Building Services Industry and four of the leading organisations, with a range of levels of performance, participated. Analysis of the data collected indicated that; (i) there is an industry specific organisational culture in the selected sector, (ii) that the industry specific organisational culture acts as a constant and not a variable and (iii) that organisational performance is directly related to the leadership style sequence. The findings of the study indicate that the relationship between the leadership style sequence and organisational performance is a function of two imperatives. Firstly for the highest level of performance the leader needs ta have a preferred dominant style which has the maximum concern for task. Secondly the leader needs to maintain this maximum concern for task as he changes style when the dominant or preferred style fails to get the required result. This study contribute to extant literature in several ways. Firstly, by providing an explicit mixed method of applying generic organisational culture and leadership style classifications. Secondly, by confirming the existence of industry specific culture in some sectors and identifying that the industry specific culture in the UK Building Services Industry as the Deal and Kennedy (1982), Work Hard Play Hard Type. Thirdly by identifying that organisational performance is directly related to the leadership style sequence suggested by Blake and Mouton (1985). Finally the study suggests a specific management action plan to improve or maintain organisational performance.
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Suebwongpat, Im. "The Role of HRM System and Organisational Culture in Employee Engagement and Organisational Performance." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9032.
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Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems with the purpose of increasing the performance of their workforce, empirical evidence supporting the relationship between HRM systems and organisational performance is scarce, therefore this is also a focus of this study. Additionally, organisational culture will be investigated as the social context that enhances engagement and performance beyond the effects of existing HRM systems. Hence, this study explored the role of HRM systems and organisational culture on employee engagement and perceived organisational performance.
Ninety-seven Thai employees from various organisations completed an internet- based survey. Results from multiple regressions suggest that engagement can be maintained or enhanced to the extent that employees are offered responsibility in the organisation and participate less in job training, and that the organisational culture is one that focuses on flexibility, individualism, entrepreneurship, and innovativeness. Moreover, the findings show a positive association between organisational performance and opportunities for advancement, job security, and competitive and goal oriented organisational culture. The limitations and implications of this study were addressed, along with recommendations for future research.
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Ali, Afaf Mubarak Mohamed. "Accounting for performance : case studies of relative performance evaluation in Egypt and England." Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/19241/.
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Relative Performance Evaluation "RPE" is a performance evaluation and reward scheme which have been receiving a growing attention from academic and professionals (Holmstrom 1982, Frederickson 1992, Conyon and Gregg 1994, and Defond & Park 1999). Under RPE rewards for managers and executives are set upon their performance compared to that of their peers. Holmstrom (1982) introduced the basic model of RPE founded on agent-principal assumptions. In that model, the peers' performance was seen to provide information about the agent's unobservable effort. Fredrickson (1992) suggested that RPE could satisfy economic and psychological needs of employee. In this study, an attempt is made to depart from the universal agency perspective and to adopt a contingent framework. The research arguments were developed from an identification of the discrepancies and gaps in the literature of RPE, overlooked complications and issues in the UK practice, relating the debate about RPE to the wider accounting literature of performance measurements and evaluation (Emmanuel et.al. 1990, Kaplan & Atkinson 1998). The aim of this research was to explore the content and context of RPE therefore, the arguments focused on: whether RPE is motivating, the impacts of difficulty of peer group, non financial measures, market measures and varying the form of the rewards on RPE. Case study approach was adopted to examine the research arguments. Data were collected from three companies in Egypt and one company in England. Access was partially accidental but turned to provide four different cases. Three cases were developed in Egypt including: Trade (a public company), Dairy (private company) and Steel (joint venture) and the English company was United Utilities (private company). Data were collected by questionnaire, interviews and other documentary sources of the companies. The research findings suggest associations between RPE and target's difficulty, using non financial but not varying rewards. Competition and type of ownership and the organisational culture were influential on RPE.
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Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/2052.
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The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries and may be explained by the different construct definition and measurement methods applied in the various studies. There is a need to look at the longitudinal view of the relationship of the constructs in future research to provide fresh evidence and also to reveal the extent to which the new concept of internal corporate governance has been embraced by corporate officers over time. There is also need to look at successful and unsuccessful companies to identify the best practices.
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Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Curtin University of Technology, Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=21430.
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The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries and may be explained by the different construct definition and measurement methods applied in the various studies. There is a need to look at the longitudinal view of the relationship of the constructs in future research to provide fresh evidence and also to reveal the extent to which the new concept of internal corporate governance has been embraced by corporate officers over time. There is also need to look at successful and unsuccessful companies to identify the best practices.
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Davies, Gareth. "The impact of organisational culture, learning and knowledge development on performance." Thesis, Kingston University, 2012. http://eprints.kingston.ac.uk/24604/.
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Organisational learning represents a primary determinant of enhanced organisational performance. To meet the challenges of complex and turbulent business markets organisations have to quickly learn how to adapt operations. Existing knowledge concerning organisational learning is substantive and encompasses a voluminous literature. But, irrespective of the development of expanding theory and empirical study organisational learning is not fully understood. A number of limitations justify the requirement for further research. Processes and determinants of learning in a firm are not sufficiently explained. How organisational learning results in the accumulation of new stocks of knowledge is unclear. The claim that exploitation and exploration jointly moderate the predicted relationship between organisational learning and organisational knowledge relies on insufficient evidence. Under what circumstances learning contributes to an improvement in existing standards of performance has yet to be tested. As a consequence of the above limitations the aim of this study is to examine the impact of organisational culture, learning and knowledge development on performance. The research model grounded in literature proposes that organisational structure and organisational culture represent determinants of learning. Organisational learning is predicted to have a positive impact on the accumulation of unique stocks of organisational knowledge. The hypothesised relationship between organisational learning and organisational knowledge is moderated by exploitation and exploration effects. Accumulated stocks of organisational knowledge are assumed to result in enhanced standards of performance. Competing models have been formulated to test alternative configurations of the research model. Specifically, the model is tested at different levels of aggregation of the organisational learning, organisational knowledge and performance constructs. Research methods are undertaken in accordance with this authors' positivist orientation. The study setting is the UK construction industry.' Data are collected on a cross-sectional basis through the administration of a survey encompassing borrowed but purified measures of formative constructs. From the target population 76 usable replies were obtained. Data were analysed using partial least squares and the following are the main findings. A disaggregated model was adopted. Organisational structure does not represent a determinant of organisational learning (organisational learning comprises of individual, group and organisation dimensions). Organisational culture does represent a determinant of organisational learning. Organisation learning and organisational knowledge (organisational knowledge comprises of new product development, alliance formation and technological innovation) are not significantly related. Individual and group dimensions of organisational learning are significantly related to new product development, alliance formation and technological innovation. Exploitation has a moderating impact on new product development, alliance formation and technological innovation. Exploration does not. New product development and technological innovation impact positively on the finance and non-finance dimensions of performance. Alliance formation does not. Knowledge has been advanced as a result of this study. An original contribution is made that addresses important gaps and limitations in literature that constrain the theoretical and empirical development of the field. Practising managers are now able to enhance existing standards of performance because this research clearly explains how and under what circumstances learning can be introduced at the level of the firm.
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Abela, Paul, Omar Roquet, and Ali Armand Zeaiter. "Determining Organisational Readiness for the Future-Fit for Business Benchmark." Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-12718.
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Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.
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Bibliography: p. 213-220.Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research investigates the features of organization from three angles - on the one hand, the structure and process (functional) aspects, and on the other, the purposeful behaviour of humans. Many works see the three components as separate, and deal with them accordingly. However, we contend that the three aspects are interrelated and that they should be integrated. The integration suggests that multiple views of organization are adequate because it embodies the attributes of purposeful behaviour and functional characteristics. Problems within an organization can be seen as the mutual influence of these parts. They can mutually aggravate and impede the performance of an organization. On the one hand, we contend that bureaucratic organization is inadequate, owing to its fragility in functional components of processing information to adapt to environment change. On the other hand, its rigid essence causes an inability to deal with human dimension problems. The problematical elements present a systemic relation. In turn, we attempt to explore the essence of organization's complex problems. The exploration concludes that both complexity and problems are cognitive phenomena. The illustrations suggest that the unearthing of organization problems should be grounded in the 'interaction' and 'consensus' 'model interchanging' of stakeholders. Based on this idea, we propose an intervention framework for diagnosing pathological pattern within bureaucratic organization. The framework is applied to one of South Africa's biggest local governments (the City of Tygerberg). The research result shows that the most significant problem within the City of Tygerberg is in the information-processing subsystem- associator. Besides, the 'mental pathology' locates on the 'sink' stage of the structured problem model.
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Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.
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Thesis (MA) -- University of Stellenbosch, 2000.ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is widespread or shared among members of the organisation, is related to organisational performance. To answer this question, six hypotheses were formulated with the intention of subjecting them to statistical analysis. The Competence Process of Jay Hall (1996) was used to provide a theoretical framework in terms of which the relationship between the constituent dimensions of organisational culture and organisational performance may be explained. Based on the competence theory it is hypothesised that the dimensions of organisational culture or competence - collaboration, commitment, creativity and the supporting conditions thereof, are directly proportional to the potential for performance. The 40-item Organisational Competence Index (OCI), which forms part of the Organisation Culture Analysis (OCA), is designed to assess the conditions for competence within an organisation. The sampling process finally produced a sample of 988 respondents that completed the organisational culture questionnaires (OCls). The organisation was divided into 60 areas or business units that were stratified throughout the organisation. A stratified sampling technique was therefore used, and the above mentioned geographical subdivisions were used as strata. Because of the all-pervasive nature of accounting as the language of business, financially based indicators are universally adopted to measure organisational performance. Taking the various arguments and proposed measures into consideration, it was decided to use the following three objective performance criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative of the voluntary survival rate). Commercial organisations ultimately have one important "bottom line", to create wealth for all associated with the organisation and therefore to be financially successful. Thus, the indicators of organisational performance that were used are all directly relevant and based on the so-called financial "bottom line" of the organisation. To determine the relationship between the average organisational culture scores and the performance indicators, the product moment correlation coefficients were computed between each area's average organisational culture dimension scores and the three indicators of performance. Commuting the coefficient of variation arrived at the variation in average culture dimension scores per area. To establish the relationship between the variation in average culture dimension scores and the performance indicators, the correlation coefficients were computed between the coefficient of variation and the performance measures. All of these relationships were found to be significant, at least at the 0.05 level. The findings and conclusions arrived at, may be summarised as follows: The first conclusion that can be drawn is that the business units in which the members experience collaboration and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover, compared to those business units where members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which the members experience commitment and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the commitment dimension to a lesser degree. The third conclusion that can be drawn is that the business units in which the members experience creativity and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the creativity dimension to a lesser degree. The fourth conclusion that can be drawn is that the business units in which the members experience the dimensions of competence and the supporting conditions thereof to a lesser degree of variance are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the culture dimensions to a greater degree of variance. In more practical terms, it would seem that the dimensions of competence might well explain why some business units (possibly organisations) are more successful than others.
AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het verder nie net gefokus op die vestiging van 'n verband tussen aspekte van organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie. Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om hulle statisties te toets. Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk wat die verband tussen die samestellende dele van organisasie kultuur en organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die potensiaal vir prestasie. Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988 respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is dus gebruik. Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en voorgestelde indikatore in ag geneem, en is daar besluit om die volgende objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3) arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie doelwit gebaseer is. Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings op die drie prestasie indikatore. Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen hierdie meting, en die prestasiemeting vir elke area. Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in: Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers die samewerkingsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere mate ervaar het. Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers toevertrouing, en die ondersteunende kondisies daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate ervaar het. Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar het. Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar daar 'n groter mate van variansie in die kultuurrnetings was. In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies) meer suksesvol is as ander.
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Yeo, Amy Chu-May. "Integrated cultures, perceived managerial competencies and organisational performance : a Malaysian context." Thesis, University of Derby, 2006. http://hdl.handle.net/10545/283397.
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Understanding `culture' has become an essential mantra of organisational activities. Managers today are facing this challenge of how to bring about changes in the way they manage, leading to sustainability and growth of organisations. The magnitude of effectiveness relies greatly on managers' skills and competencies. Hence, this study takes on a new dimension of integrating a more complex contingency linkage of cultures and competencies of managers with corporate performance, in a Malaysian context. Little is known about the synthesis of using these two components from evidence of previous research. This gap is filled in this research by embarking on two phases of empirical study. A mixed methodology was employed to triangulate the two approaches (qualitative and quantitative). This method allows researcher to be more confident of their results, provides new ways of capturing a problem to balance with conventional data-collection methods as well as counter-balances strengths and weaknesses of one approach with another. The first phase using a case study method aimed to get a feel for the key issues before embarking on a survey, which is the second phase of the study. It involved two cases based on public listed companies in Malaysia using in-depth interview with managers. The interview results revealed characteristics of strong cultures, variations in Hofstede's four dimensional cultures and perceived managerial competencies required for managers. The second phase based on positivist approach using survey instrument to collect data from a sample of 276 managers. The survey was carried out to elicit data on the perception of managers gathered from ten public listed companies (five locally controlled and five multinationals) in relation to cultures and the competency level of managers. Results of the second phase indicate that cultures, using Hofstede's (1980,1990) classifications at both national and organisational perspectives, correlate significantly with managerial competencies and organisational performance. However, findings also revealed that companies having strong cultures as indicated by high consistency drawn from the perception of managers appear to have a profound impact on managerial competencies and were predictive of organisational performance. It is also interesting to note that the factorised components of key-value and hardwork; emotional involvement and build (ie. ability to build frameworks/models/forms on the basis of information) orientations; participative decision and interpersonal respect as well as work goals have significant influence over performance. Evidence from the case studies implied that these elements reflect culture strength of organisation and therefore, contribute to positive organisational performance. The congruent effect on organisational performance was more apparent between organisational culture and managerial competencies than cross-cultural construct. By establishing an empirical linkage between cultures, managerial competencies and performance, the research provides fresh support for human capital requirements in the Malaysian's public and private enterprises.
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Farmer-Brent, Garret. "Exploring the relationship between organisational culture, brand, and word-of-mouth referral." Master's thesis, Faculty of Humanities, 2019. http://hdl.handle.net/11427/31506.
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The culture within an organisation affects organisational performance in a myriad of ways, but the existing research was found by this paper to only examine organisational culture’s effect on profitability. This narrow view creates a gap between culture as a starting point for performance, and profitability as an ultimate endpoint. What about everything in between that culture has an effect on? Rather than examining organisational culture in terms of how it influences profitability, this study looks at how organisational culture influences an aspect organisational performance, specifically: its effect on brand image or on word-of-mouth referral. To do so, this paper unpacks a causal chain of influences in four chapters. The research here shows how that employees situated within the culture influences customers to promise to refer the organisation to their social connections. The literature shows that organisational culture is a context that influences most facets of business, and this context is used as a filter by employees to understand how they should behave and what they should value. This paper proposes that employees receive internal brand communications within the context of the culture. Then, they conduct their service actions according to what is expected of them within this context. Customers who interact with these employees are then coming into contact with the organisational by the proxy of customer-facing employees. These interactions between customers and employees are what causes the customer to enjoy the service experience or not. The theory shows that when a service experience is enjoyed, there is likelihood of positive word-of-mouth referral. This paper correlates that and proposes that when there is a strong degree of alignment in organisational culture, employees receive internal brand communications and conduct their service actions in strong alignment of what is expected of them. This leads to customers perceiving the organisation in a way that is favourable and causes a significant number of customers to promise to recommend the organisation.
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Paul, Gary William. "Strategies to create a post-merged organisational culture conducive to effective performance management." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010857.
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Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
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Aboajela, Samia Mohamed. "The influence of organisational culture on performance measurement systems in Libyan higher education." Thesis, University of Huddersfield, 2015. http://eprints.hud.ac.uk/id/eprint/25431/.
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This research attempts to study the influence of organisational culture (OC) on the acceptance, importance and use of performance measurement systems (PMS) in Libyan higher education. To achieve the objectives of this research, a contingency theory is adopted. Organisational culture as a contingent variable was identified from the literature and appropriate statistical tests were undertaken to ascertain its influence. The organisational culture assessment instrument (OCAI) devised by Cameron & Quinn (2011) was chosen to be the conceptual model for determining the organisational culture type of institutions. Using the OCAI, an organisational culture profile could be verified by determining the organisation's dominant culture type characteristics. The Competing Values Framework (CVF) model developed by Cameron & Quinn (2011) was chosen to be a measurement tool for Organisational Culture (OC) to examine aspects of dominant organisational culture types in the Libyan higher education sector. A mixed methods quantitative and qualitative) approach, involving a survey questionnaire and interviews, was adopted. Descriptive statistics, which include frequencies and percentages, were utilized to present the main characteristics of the sample, the profiles of organisations’ cultural types, and the information gained in relation to the acceptance, importance and use of performance measurement systems. The sample of this study consists of three types of Libyan higher education (universities, higher institutions and technical collages). The intended participant lists covered the entire population of all groups in Libyan higher education. The study revealed that the three types of Libyan higher education are not homogeneous. In addition, the study showed that job titles and positions, experience and education levels are among the factors that influence organisational culture and thereby PMS acceptance, importance and use. While Libyan higher education in general, which includes public universities and technical colleges, was dominated by a Hierarchy culture that favours a centralised management style, the private and higher institutions were dominated by a Clan culture which is often found in ‘family-type’ organisations. Hierarchy culture exhibited a significant negative direct relationship with the acceptance and importance of performance measurement systems in Libyan universities. On the other hand, Clan culture exhibited a significant negative direct relationship with the acceptance and use of performance measurement systems in Libyan higher institutions. The contingency theory of performance measurement systems is based on the assumption that there is no universally appropriate use of performance measurement systems that applies equally to all organisations in all circumstances and the findings of this thesis are consistent with this contingency theory assumption. Therefore, organisational culture as a factor of contingency theory has influence on some aspects of performance measurement systems and does not influence others, and this depends on a given organisation’s circumstances.
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Grocott, Timothy. "How school leaders create an organisational culture that ensures improved performance for Māori." Thesis, University of Canterbury. Educational Studies and Leadership, 2014. http://hdl.handle.net/10092/9320.
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Improving Māori achievement is one of the most important aims of the New Zealand educational system. The benefits of raising the achievement of Māori students have a wide range of positive outcomes for the whole country. In the last ten years many schools have been engaged in initiatives designed to improve the success of Māori learners; but does this work continue when the support and funding is no longer there?
This research is designed to identify factors that can sustain these initiatives. Organisational culture creates the conditions in schools so they can continually develop and evolve. But in 21st century society this can happen in complex ways, so schools and their leaders need to understand how to manage that complexity. Leadership is a crucial part of this process, but it is not traditional styles of leadership that are required but new types such as adaptive and authentic leadership. These styles of leadership rely on building relational trust through clear communication and actions which engage and empower others.
The recommendations form a framework for school leaders to create a successful organisational culture which could be applied to improving the performance of Māori, but it could also be applied to other school change initiatives.
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Mottram, Anne. "An exploration of the relationship between organisational culture, organisational identity and healthcare performance in a merged academic health science centre." Thesis, Imperial College London, 2015. http://hdl.handle.net/10044/1/58212.
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This study makes a significant contribution to new knowledge in the field of mergers, organisational culture and organisational identity. For the first time evidence is found on the longevity of a ‘merger effect’ which impacts on staff perceptions of organisational culture and organisational identity. Seven years on from a merger there were statistically significant differences in the mean survey scores of staff employed pre-merger and those appointed post merger. In addition there was evidence of divergent views among staff with sub-cultures and multiple identities: Staff perceive culture and identity differently based on hierarchical ranking (more positively for non-managers) and occupational group (more positively for clinicians) and are affected differently by workplace stressors during a merger. There was evidence to support a relationship between culture and identity. Over time the dominant clinical academic logic was eroded, when the merged organisation adopted a competing professional and managerial logic. Staff used cultural cues to make sense of changes however senior staff did not influence the perceptions of subordinates. Links with performance, culture and identity were ambiguous. This mixed methods inquiry in a merged Academic Health Science Centre, employed an organisational survey with 1,978 respondents, in-depth interviews, descriptive statistics, regression analyses and thematic analysis to interpret the results and to triangulation research findings. Institutional logics is the exploratory lens NHS financial pressures necessitate developing new organisational models, transformations and mergers to achieve sustainability. Findings support debates on the length of time required to achieve cultural change following a merger, the time it takes for staff to identify with the new merged entity and proposes that merger plans should take into account the longevity effect in designing post-merger integration programmes and staff differences to maximise success, paying attention to fostering staff well-being during mergers.
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Kokt, Deseré. "The impact of organisational culture on service delivery in Group4 Securicor (G4S)." Thesis, Bloemfontein : Central University of Technology, Free State, 2007. http://hdl.handle.net/11462/88.
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Thesis (D. Tech.) -- Central University of Technology, Free State, 2007In the face of international crime and terrorism, private security together with public policing and the military is playing a crucial role. The domain of private security is a fairly neglected field of study, especially in South Africa, making this investigation a substantial contribution. With the focus on the impact of organisational culture on the levels of service delivery in South Africa’s largest security company, Group4 Securicor (G4S), a model is proposed for aligning organisational culture with levels of service excellence within the company. Data was collected by means of a structured questionnaire with a preceding pilot study. The Competing Values Framework (CVF) and the Baldrige criteria served respectively as guideline for the development of the culture and quality sections of the questionnaire. Although organisational culture and service excellence are well-researched topics, no other investigation applies these aspects to the private security industry. The results show that organisational cultural impacts on service excellence in G4S.
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Ifie, Kemefasu. "An investigation of the antecedents of service delivery and organisational performance : a service culture perspective." Thesis, Loughborough University, 2010. https://dspace.lboro.ac.uk/2134/6705.
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Service quality has been shown to be critical for the success of service organisations. However, the quality of service delivered by an organisation is dependent on the behaviours of organisational members. Therefore, understanding the various processes that foster desirable service behaviour is important. While there have been many studies which deal with antecedents of service delivery, research adopting a cultural perspective and focusing on elements such as shared values and norms have been somewhat sparse. This is quite surprising given the amount of reference to the importance of a service culture. Recently, there have been calls for research into the cultural determinants of service quality and in particular service culture. This study answers the call by testing a multi-layer model of service culture and performance. The key objectives of the study relate to understanding how service culture leads to both customer-based and financial performance, as well as investigating the process of culture transmission from managers to employees. On the basis of data collected from management and employees, the study assesses service culture at the management and the employee levels, focusing simultaneously on assumptions, value, norms and behaviours. Two routes for culture transmission: the social contagion and behavioural routes are hypothesised and tested. The key findings are that shared service norms are the key impact point of culture transmission from management to employees as well as the key determinant of employee service delivery behaviour. The findings also show that proximity among managers and employees is crucial in the diffusion of service culture and hence in the leadership influencing process. Based on the findings, managerial implications for managing service employees are discussed as well as limitations and suggestions for future research.
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Rowland, Caroline Ann. "Organisational culture and the impact of performance management: some issues concerning motivation, pay and performance at two aerospace organisations." Thesis, University of Manchester, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488353.
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There is a strong and growing world-wide interest in performance management and pay for performance. This work draws together and evaluates previous research concerning performance management. It also builds and expands on existing work by establishing linkages between organisational culture and issues of motivation, pay and performance. The research looks at the little investigated area of how organisational culture acts as a mediating influence between performance management systems and organisational effectiveness. This work discusses the extent to which congruence between performance management systems and organisational culture influences organisational effectiveness. There has been little research in the area of performance management in the aerospace sector. The area of linkage to organisational culture has seldom received attention, although aerospace has its own distinctive culture. This work examines and evaluates performance management strategy and practice at two aerospace organisations based in the North-West of England. This takes place within the context of recent growth of commercial and business cultures within an industry deeply grounded in a unique and pervasive tradition of creativity, innovation and technological expertise paradoxically combined with a conservative and pluralistic value system. The aerospace sector is at the forefront of technology transfer and change. It represents a rich vein of material to be mined concerning trends in performance management. This research contributes to furthering knowledge and enables predictions concerning other sectors. The methodology employs a mixture of quantitative and qualitative approaches. These include ethnographic surveys, postal questionnaires, unstructured informal interviews and statistical comparisons between the host organisations. Findings indicate strong cultural beliefs in equity, quality, empowerment and technical excellence often at odds with management cultures valuing control and profit. Tensions between strategic planning and managerialistic attitudes towards performance-related pay and appraisal are revealed. There is no universal panacea but whether performance-related pay can be applied and how it is applied are both contingent on the culture of the organisation. Conclusions indicate that as organisations shift from hierarchical structures to more complex and democratic systems the appropriateness of traditional systems of appraisal and managing performance are increasingly questionable.
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Jwaai, Nomfusi. "Evolution of the prevailing organisational culture at PetroSA and its implications to the sustainability of organisation's future : the beehive way." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/6438.
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Hostettler, Yara, and Maurik Britt Van. "Gamification for Sustainability - An experts' perspective on the opportunities and challenges of gamification as a tool to foster sustainability practices within organisations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22739.
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Gamification and sustainability are two topics that have gained a lot of attention in the past few years, both from the corporate sector and the academic community. Yet, the connection between the two concepts has seldom been made. This study addresses this research gap, by presenting the novel concept of gamification and connecting it to established theories in the field of organisational change. It then creates a discussion around the question of the potential of gamification as a tool to foster sustainability practices within organisations.To answer this question, this thesis followed a qualitative research design. By performing semi-structured interviews with experts in the field of gamification, the study explored different aspects of gamification, namely its definition, the opportunities and challenges it faces in regards to sustainability, the organisation’s responses towards the concept and the hypotheses for the further development of gamification.The results of this study suggest that gamification has great potential to foster sustainable practices within organisations. With its element of fun, gamification has the power to engage employees in sustainability issues, create a deeper understanding of the topic and relate it directly to the employees’ personal values and decision-making process. By offering different perspectives and helping employees see the bigger picture, gamification can inspire a sense of meaningfulness and contribution to something bigger than oneself. However, this can only happen when the tools are designed and used in the right way. Building an understanding of the user and implementing the fitting game design elements to create an impactful experience for the player is, however, a complex and time-consuming process, and therefore put forth as one of the biggest challenges. Furthermore, gamification should strive to expand beyond the commonly used game design elements of points, badges and leaderboards to tap into the user’s intrinsic rather than extrinsic motivation.
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Moffatt, Jennifer J. "Organisational culture and performance in project based organisations operating in the Australian resources and energy sector." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/121425/1/Jennifer_Moffatt_Thesis.pdf.
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Minerals, metals and energy commodities are far more important to the Australian economy than they are to most other advanced economies. This study investigated the type of culture, and its link to financial performance, in organisations that deliver engineering projects in the resources and energy sector. The research used an existing organisational culture model to assess and describe the values, shared beliefs and management practices of these firms. The main contribution of this research is that it reveals a certain type of culture that exists in a unique organisational type in a notable and unanticipated phase in the Australian economic cycle.
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Hedges, Glenn A. "Developing a business case for sustainability in the construction industry." Thesis, Queensland University of Technology, 2017.
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In this thesis a framework is provided to assist construction industry personnel overcome industry-wide inertia to innovation and sustainability. Using an ethnographic-based case study method, the relevant business improvements and value drivers linked to total shareholder return were identified. The resultant framework can enable construction industry personnel to compose effective business cases for sustainability within the context of existing project and organisational performance practices. The framework will also enable the construction industry to make more meaningful contributions to society's sustainable development challenges.
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Phelan, Simon Edward. "Organisational culture, knowledge and learning : a case study of workplace learning in a high performance centre." Thesis, University of Birmingham, 2016. http://etheses.bham.ac.uk//id/eprint/6599/.
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This aim of this thesis was to critically examine the features of an elite performance centre in facilitating coaches’ professional learning experiences. In response to existing coach development literature that is negative about the formal education experiences coaches encounter, contemporary research has suggested a conceptual and practical shift towards professional learning (e.g. learning as form of social practice), which in turn has led to a greater focus on the workplace as a legitimate site for the development of professional knowledge. A focus on workplace learning requires an understanding of the social, structural, and cultural factors that facilitate or inhibit coach learning. Drawing on an ethnographic case study approach, 6 professional coaches and 3 administrative staff within an Olympic High Performance centre participated in the project over an 8 month period. Utilising a constructivist version of grounded theory, the findings build upon current understandings of coach education, suggested learning experiences are a condition of the interrelationship between negotiated personal engagement, workplace structures, and contextual mediating conditions. This relationship is captured within the model ‘Negotiated Community Transitions’, characterising coaches’ as individuals that move and participate across communities, each with its own distinct culture. As such, the coaching workplace is portrayed as a contested and fluid landscape.
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Nisar, Khattak Mohammad. "Give good get good do servant leadership behaviours work in a political organisational culture." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/117687/2/Mohammad_Nisar_Thesis.pdf.
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In this thesis a mixed method research design is adopted to investigate the mechanisms underlying the relationships between servant leadership and employee task performance and citizenship behaviours. Also examined in this thesis is the impact of organisational politics on these relationships. The research, conducted in a South Asian context, comprises two studies utilising the sequential exploratory mixed-method research design. In the first qualitative study, 25 participants were purposefully selected from five different administrative departments of the case organisation. In the follow-up quantitative study, 236 participants were recruited using a convenience sample. Across both studies servant leaders were fund to work effectively to influence subordinates’ task performance and citizenship behaviours. This was the case even in highly political environments where self-centred activities are in abundance.
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Abu, Keir Mohammed Youssif. "Staff perceptions of how human resource management practices influence organisational performance : mediating roles of organisational culture, employees' commitment and employee retention in Bahrain private universities." Thesis, Cardiff Metropolitan University, 2016. http://hdl.handle.net/10369/8003.
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Recently in Bahraini private universities there has been an increased focus on the importance of HR practices. This research examined the link between HR practices and staff perceptions of organisational performance. The research explored staff perceptions of the link directly and also examined the effect of mediating variables – organisational culture, employee commitment and employee retention. The researcher developed a model, based on an extensive review of the literature and using the resource-based view and contingency theory. Within the model a set of HRM practices and mediators including organisational culture were suggested as determinants of organisational performance. A set of research hypotheses concerning the links between variables were formulated. Data was gathered using a set of questionnaires to measure staff perceptions. The questionnaires were designed to take cultural considerations into account and the survey was conducted ethically and objectively. The questionnaire survey was targeted at 300 academic and administrative staff employed by five Bahraini private universities. Stratified sampling was used and two hundred and eighty usable responses were received. The results were analysed to determine the relationship between variables in the model using PLS (Partial Least Squares). SPSS (Statistical Package for Social Sciences) was used for statistical analysis of the responses to the questionnaire which gave further insights into the use of specific HR practices. The research findings indicated that there was a direct relationship between HR practices and staff perceptions of organisational performance and this was also mediated by organisational culture, employee retention and employee commitment. This study contributes to the body of knowledge of HRM by providing new insights into the interplay between adoption of SHRM practices and organisational performance of private universities in a developing country. This contributes to the literature on the effects of HRM on organisational performance, which are currently drawn mainly from a Western context.
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Anderson, Catrine, Francesca Schüldt, and Therese Åstrand. "Organisational culture’s influence on the integration of sustainability in SMEs : A multiple case study of the Jönköping region." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39757.
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Background: Existing literature suggests research about sustainability and Small- and Medium Sized Enterprises (SMEs) to be limited. SMEs tend to have less resources than large companies and as a result of this sustainability integration may be challenging. Despite these resource restrictions, some SMEs still succeed in integrating sustainability. Some literature suggests that organisational culture could influence the integration of sustainability. Purpose: The purpose of this thesis is to investigate how organisational culture attributes influence the integration of sustainability in Swedish SMEs. Method: To fulfil the purpose of this thesis, a multiple case study consisting of six SMEs in the Jönköping region is performed. Qualitative semi-structured interviews are conducted with the manager and/or head of sustainability. Furthermore, structured interviews are conducted with managers and employees, in an attempt to gain insights into the values and cultural attributes of the organisational culture of the SME. Main Findings: The results reveal that an organisational culture which emphasises internal relationships, stability and goal-setting and planning seem to facilitate the integration of sustainability. SMEs with the attribute of valuing internal relationships are aided in the integration of sustainability through the existence of tightly knit groups that work together toward the long-term goal of integrating sustainability. The positive influence of stability stems from the fact that the attribute provides structure, economic stability, and a stable employee base. A high focus on goal-setting and planning may enable the integration of sustainability through providing clear missions and objectives which the company strives toward. Managerial Implications: This study urges three implications for managers of SMEs; 1. It provide managers with some understanding of how their organisational culture may affect sustainability integration. 2. It provide insight into the challenges companies may face as the result of lacking certain cultural attributes. 3. It provide indications of which attributes that could be beneficial to develop or incorporate into the organisational culture in order to aid the integration of sustainability.
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Mandalia, Jigisha. "An analysis of institutional structures, organisational culture and decision-making processes that affect the sustainability of buildings at the University of Cape Town." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/27867.
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Universities globally are realising the potential they have in shaping the future workforce to deal with a variety of environmental issues, such as efficient resource use and sustainable development. The University of Cape Town (UCT) has committed to a number of environmental sustainability goals and is a signatory to international sustainable campus charters. This dissertation analyses the progress of sustainability levels of buildings on campus. A case study of three recently built buildings was undertaken, the last of which attained a 4-star green rating by the Green Building Council of South Africa. A detailed analysis was conducted through semi-structured interviews with key stakeholders at the university and others, including architects and sustainability experts. This study specifically evaluates the institutional structures, organisational culture and decision-making processes that have enabled, promoted or hindered sustainable buildings at UCT. One key policy was established in 2012, which stated that all new buildings at UCT will be constructed to be 4-star rated at a minimum. The decisions leading up to this policy were analysed and they highlight the enabling mechanisms within the university. However, a number of barriers and challenges were found that hindered progress. Many challenges are not unique given the similarity of university structures and governance globally, such as lack of: resources, awareness, motivation and coordination. However, there are local and contextual challenges, especially lack of funding and competing priorities, that need to be addressed before sustainability is fully integrated into UCT. Moreover, inertia of large institutions, difficulty in shifting organisational culture, and complex and lengthy decision-making processes make change difficult at a university. Nevertheless, some strategies are explored that are likely to be effective in promoting increased sustainability levels, especially of buildings on campus.
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Nisar, Muhammad Atif, Mahfooz Ahmad Shahid, and Banoosheh Ghasemi. "Green IT Initiatives in organizations for achieving Environmental Sustainability; integration of Change Management and Organization Culture." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-16079.
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The issue of environmental sustainability is rising nowadays, which made the organisations to survive the planet. Accordingly, the governments are giving support to organisations for taking steps to achieve the environmental sustainability. To achieve the environmental sustainability, it is needed to bring change in organisations. Besides, Information Technology plays a significant role to develop novel processes and technologies to control the environmental loads for achieving environmental sustainability. This study is based on three mainstay concepts: Change Management, Green IT, and Organisational Culture. This research is intended to identify Green IT initiatives to achieve the environmental sustainability through change management and organisational culture in the organisations. A change management model is ultimately presented in the analysis, which describes the process of change management within an organisation based on the three main concepts mentioned above. This study is an investigation based on literature reviews and two case studies (Tetra Pak (Pakistan) and Panasonic (Sweden)). Case Studies have been carried out to verify the commodity of change process model (theoretical framework) and change management model. The research is also aimed to find, if the investigated organisations ultimately capture the targeted result, when willing to bring Green IT in their organisational systems.
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Williams, Quinton Walter. "Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture." Thesis, Rhodes University, 2006. http://eprints.ru.ac.za/293/.
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Thesis (M.B.A. (Investec Business School))--Rhodes University, 2006.A thesis submitted in partial fulfilment of the requirements of the degree of Masters of Business Administration, Rhodes Investec Business School.
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Mohamad, Bahtiar. "The structural relationships between corporate culture, ICT diffusion innovation, corporate leadership, corporate communication management (CCM) activities and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7635.
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Corporate Communication Management (CCM) is an important concept within the communication and marketing discipline. The term corporate communication came to the attention of the general public more than 40 years ago, due to changes in global business environments. Although corporate communication received great attention from scholars and the business community, its complex concepts are still unclear. Furthermore, many scholars believe there are influences of corporate culture, ICT diffusion innovations and corporate leadership on corporate communication and its impact to organisational performance, yet there is a paucity of studies on the validation of this theoretical assumption. Therefore, the purpose of this study is to address this gap by providing an elevated understanding of the concept of CCM and its antecedents, and in consequence, focus on organisational performance from the managerial perspectives. This study employs a two tier mixed-method research process involving qualitative and quantitative approaches. The first tier commences with a semi-structured interview (with 12 respondents) to refine a conceptual framework developed based on existing literature. Then, content validity (with 10 expert opinions) and pilot test (with 35 respondents) follow, to develop a measurement scale with good validity and reliability. The second tier involves online survey data (with 223 respondents) and secondary data (from Thomson DataStream) to test the research hypotheses and proposed conceptual model. In this stage, structural equation modelling (SEM) is employed. Results indicate a very good fit to the data, with good convergent, discriminant and nomological validity and reliability stability. The findings of this research show that corporate culture, ICT diffusion innovation and corporate leadership are factors that influence CCM directly. While CCM correlates positively with financial performance, it has no effect on mission achievement. Corporate culture was found to have a positive relationship with mission achievement but negative relations with financial performance. Furthermore, ICT diffusion innovation demonstrates a positive association with mission achievement. Despite corporate leadership having a positive relationship with mission achievement, there was no effect on financial performance. Therefore, this study answered the antecedents and consequences of CCM, and they were found to be influential factors. In addition, the study demonstrates that managers rely on internal factors such as corporate culture, ICT diffusion innovation and corporate leadership to predict and assess CCM. The findings have implications for knowledge of theories and practices, and also contribute in the development of a model that explains the CCM functions and shows that functions have a definite positive impact on financial performance. Furthermore, the research adds an insight to a growing body of communication literature (primarily corporate communication) and makes recommendation for future research directions.
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Swanepoel, Sybel. "The relationship between organisational culture and financial performance: an exploratory study in a selected financial institution in South Africa." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003881.
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This research investigates the relationship between organisational culture and financial performance in a selected financial services institution in South Africa. The banking sector as part of the financial services industry contributes to economic growth in the economy. The banking sector in South Africa is highly concentrated, but also highly competitive. It is important for banks to retain their competitiveness and increased global competition places further pressure on banks to perform financially in order to satisfy the demands of shareholders. The literature reviewed and previous studies both suggest that organisational culture is an important variable that influences organisational performance. For purposes of this research, organisational performance will be measured in terms of financial performance. The concepts of organisational culture and financial performance are discussed and a questionnaire based on Hall’s (1988) theory of organisational competence is used to determine the strength of the levels of the dimensions of competence as indicators of organisational culture within the selected financial institution. The financial performance of the branches within the organisation is determined by calculating certain selected financial performance ratios, namely cost-to-income ratio, cumulative leverage and contribution per employee. A correlation analysis is conducted in order to establish whether there is a statistically significant relationship between organisational culture and financial performance. A conclusion is drawn that there is a statistically significant relationship between the organisational culture and the financial performance of the branches of the selected institution and recommendations are made as to how financial performance can be improved by strengthening the dimensions of competence as indicators of organisational culture. These recommendations include specific actions that can be taken by leaders to improve commitment, collaboration and creativity.
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Franklin, Timothy William. "The organisational culture gap between management and work groups : links with continuous improvement performance in the UK manufacturing sector." Thesis, University of Brighton, 2010. https://research.brighton.ac.uk/en/studentTheses/a7a40241-4efb-4920-a9e0-a1f887a65863.
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Considerable research into the strength of organisational culture and the links with performance has been undertaken in recent decades. Acceptance of widely shared or strong cultures outperforming narrowly shared or weak cultures is limited. The demarcation point between strong and weak cultures is not clearly defined. This thesis presents research that investigates the organisational cultures, continuous improvement capability and the continuous improvement performance of 10 work groups within three manufacturing companies in the South of England. The quantitative methods employ the Broadfoot and Ashkanasy (1993) organisational profile, the CIRCA CI (1997) self assessment tool and a Continuous Improvement performance assessment tool which was informed by the work of Borg et al. (2006). Semi-structured interviews were also conducted in this longitudinal study. A co-production of knowledge stage following the field study provides additional findings.
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Mabuza, Linda Tengetile. "The influence of organisational culture on a high commitment work system and organisational commitment : the case of a Chinese multinational corporation in South Africa." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017768.
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Chinese presence in Africa has been rapidly increasing in the past few years and has been speculated to be mainly due to China seeking Africa’s political alliance and access to Africa’s natural resources and growing consumer markets. The growing presence of Chinese organisations in Africa, however, has not been without its challenges. In particular, Chinese multinational corporations (MNCs) in search of consumer markets in Africa have been cited as facing human resource (HR) challenges which may affect their organisational performance. In this regard, literature on human resource management has already established the important role of organisational culture, HR practices and organisational commitment in enabling organisations to achieve superior organisational performance. Given the fact that there is currently little research knowledge of Chinese presence in Africa at the organisational level, this research aimed to contribute empirical knowledge to the growing body of research in this area. Specifically, the main purpose of this research was to examine how the organisational culture of a Chinese MNC’s South African subsidiary has shaped the nature of its high commitment work system (HCWS) and to assess the consequences thereof on organisational commitment. In alignment with the phenomenological paradigm, the research applied a descriptive and explanatory case study methodology in order to generate rich, qualitative data which was required for in-depth descriptions and to uncover the underlying interactions of the researched phenomena at the subsidiary. The selected case for the research was, therefore, a Chinese MNC operating in the personal computer (PC) industry, which had expanded its operations to South Africa in order to reach Africa’s growing consumer markets. In particular, the South African subsidiary served as a PC sales and distribution organisation for the Chinese MNC. There were about 40 employees at the subsidiary who were all South African employees. Semi-structured, in-depth interviews were conducted with twelve employees from different job functions and across different job levels. Data collection was guided by the theoretical frameworks by Cameron and Freeman (1991) for organisational culture and Xiao and Bjorkman (2006) for the HCWS and organisational commitment. The data collected from interviews was then analysed through a qualitative, content analysis process. The findings of the research thus pointed to the market culture as the dominant organisational culture type at the South African subsidiary of the Chinese MNC; characteristics of the adhocracy and clan cultures were also discovered. The externally oriented market culture was found to be the most relevant for the high performance and market leadership aspirations of the subsidiary. The market culture also appears to be the most appropriate organisational culture that would enable the subsidiary to deal with the competitive nature of the PC industry. Furthermore, it was found that certain cultural values emphasised by the Confucian and Ubuntu value systems could have had a part to play in the formation of the subsidiary’s organisational culture. The market culture was also found to have had the greatest influence in shaping the primarily performance oriented HCWS practices. Of the investigated HR practices at the subsidiary, all were found to be consistent with HCWS practices, with the exception of ownership practices and the performance appraisal system. Finally, although there were generally high levels of organisational commitment reported at the subsidiary, other job and organisational context factors besides the HCWS practices were found to be the major contributors to those feelings of organisational commitment. By investigating the organisational culture, HCWS and organisational commitment of a Chinese MNC in South Africa, this research has added to the body of knowledge concerning the growing presence of Chinese organisations in Africa. Based on the empirical findings of this study, several recommendations have been made in an attempt to assist the Chinese MNC manage the organisational commitment of its South African employees towards superior organisational performance.
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Shologu, Anita. "Employee perceptions of organisational culture constructs in selected non-governmental organisations (NGOs) in Cape Town, Western Cape Province." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2876.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019.Non-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.
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Cole, Richard S. "An evaluation of the influence of human capital investment on organisational culture and performance within health and social care organisations." Thesis, University of Surrey, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.321007.
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Imologome, Folashayo Olateju. "Bridging the gap between an old economy culture and a new economy culture to create a high performance organisation : a critical analysis of the organisational performance of an indigenous company in a developing economy." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/97396.
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Thesis (MBA)--Stellenbosch University, 2008.ENGLISH ABSTACT: The research seeks to investigate the progress of an indigenous group of companies in the advertising industry in Nigeria, in its bid to transform from unsustainable organisational practices to more sustainable and progressive practices that promote increased operational efficiency and organisational performance. The study made use of the Beehive Survey of High Performance Organisation TM and the Evolution to Excellence Framework (EEF), tools that were used by permission of the owners, The Village of Leaders Consulting, as well as interviews with staff of the company. The research objectives were firstly, to identify positive and negative influences on organisational culture change, secondly, to assist the subject company in identifying necessary steps to take in its bid to become world class and finally, to test the questionnaire model, the Beehive Survey, in an environment other than South Africa where it had been extensively used. The research further aimed to identify how far Nigerian companies had been able to achieve their bid to become truly world class with sustainable organisational practices, what type of leadership and cultural challenges they might face and what they needed to do to overcome these challenges. The major findings of the research were that indigenous companies need to reduce authoritative hierarchy and control, increase participation and interaction at all levels, increase transparency and information dissemination and clearly define the organisational vision and get the buy-in of all stakeholders.
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Neff, John E. "Cultural Factors: Entrepreneurial Orientation or Not-Here Comes Innovation in Small to Medium Sized Enterprises." Case Western Reserve University Doctor of Management / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568628518748942.
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Kővári, Edit Mária. "Don't worry, be emotionally intelligent : hotel functional managers' trait emotional intelligence and its relation to task and contextual performance within organisational culture in Hungary." Thesis, University of Derby, 2016. http://hdl.handle.net/10545/614995.
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Sithole, Sisanda. "Measuring quality of work life of municipal firefighters in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3026.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019Municipal firefighters face a number of risks and much stress at work. In the South African context, the quality of work life (QWL) is impacted considerably by high stress levels and work-related demands. Currently, firefighting organisations face serious challenges that hamper the QWL among municipal firefighters. These challenges include physical and mental challenges, and the element of work which negatively affects the job performance among the firefighters. The primary research objective has been to identify the key factors that impact on the QWL of municipal firefighters in the Western Cape, South Africa. In addition, this study explores a common approach for measuring the QWL and determining an effective way to maintain a better work life for the firefighters. The quantitative research method was employed. This study measured and analysed the key factors that had impacted on the QWL of municipal firefighters in the Western Cape, South Africa. A questionnaire was used to collect data from a group of 120 municipal firefighters from the Goodwood Fire Department. This study used the ethical principles of informed consent, the right to privacy and honesty, and confidentiality/anonymity in the research process. The quantitative data were analysed using the Statistical Package for the Social Sciences (SPSS). The findings and results provide insight into and guidance to management and employees in a practical way to improve the QWL among municipal firefighters. The fire department should upgrade the QWL of its workers so as to hold them and get its very own vital needs. The fire department should develop and keep up QWL programmes. Support from ranking employees are basic to a useful QWL programme. In addition, unmistakable upper level management contribution is one of the critical factors in the procedure accomplishment.
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Jonsson, Peter, and Peter Hedberg. "Raising environmental awarenessand behavior in and by projectmanagement : An organizational culture and change managementapproach." Thesis, Uppsala universitet, Industriell teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-219027.
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In an increasingly environmentally awareworld, companies are influenced bysustainability thinking and there ismuch talk about certifications,reporting requirements, andenvironmental work. Meanwhile, projectshave become a common way to conductbusinesses, however, without significantenvironmental consideration in theproject process. By using changemanagement in corporate culture andorganizational behavior, we examine howa process of implementation of newapproaches and methods may look like andhow the new work method affects itsusers.This thesis deals with the subject whereenvironmental and sustainabilitythinking is incorporated in projectmanagement. Our ambition is that theresults will lead to greaterunderstanding and awareness in companiesand eventually be developed and fullyutilized. The conclusions first presentthe changes needed to be done in theorganization and its culture and thensome concrete steps to take towards moreeco-friendly project management methodstogether with proposals for reporting.Because the subject is in thedevelopment phase, this is a preliminarystudy and an introduction to a moresustainable project management. Finallythe conclusions present suggestions forfurther studies to get deeperunderstanding in the field.Miljömedvetenheten och arbetet med att spara på våra resurser tar allt mer fart runt om isamhället. Uttryck som återvinning, energismarta lösningar, förnyelsebar elproduktion ochhållbar avfallshantering får alltmer uppmärksamhet. Detta är högst välmotiverat då vårtnuvarande konsumtionssamhälle inte skulle finnas kvar länge till då vi förbrukar allt mernaturtillgångar, produkter och energi på daglig basis. Aldrig förr har väl uttrycket ingen kangöra allt men alla kan göra något känts så aktuellt som nu. Självklart gäller detta hushåll ochprivatpersoner men framför allt företag och större organisationer vilka ofta spenderar ochförbrukar väldiga resurser. Dessutom är det oftast de som både har pengar och makt attverkligen påverka utgången av konsumerandet.Något annat som blir allt vanligare bland företagens arbetsmetoder är att bedriva sinverksamhet i projektform. I vissa fall har själva företagsidén blivit att man nischat sig helt tillatt skapa och leda projekt åt andra företag, så kallade managementkonsulter.Detta visar alltså flera åtskiljda växande intressen på frammarsch, men bedrivs de utan någrasamband? Företagens befintliga miljöarbete består mestadels i att sätta upp mål vilkaförhoppningsvis kan leda till någon form av certifiering eller intyg på att en viss nivå haruppnåtts. Dessa miljömål har ofta bristfälliga uppföljningar samtidigt som det finns en uppsjöav olika rapporteringsmodeller och certifieringar vilket försvårar kontinuerlig uppdatering avaktuell status inom området.Denna uppsats är gjord på uppdrag av företaget CGI Sweden vilket i vår uppstartsfas hetteLogica. I och med namn- och ägarbytet är de numer ett av världens största IT-konsultbolagmed många stora kunder över hela världen. De har identifierat ett behov av att på projektbasiskunna genomföra kontinuerliga uppföljningar av miljörapportering vilket skulle underlätta förföretag att uppnå sina hållbarhetsvisioner. CGI Sweden miljörapporterar enligt GRI-standardvilket vi haft som utgångspunkt när arbetet startades. Uppsatsens huvudfokus behandlarpotentiella vägar att gå när företag skall genomföra kultur- och organisationsförändringarsamt börja med sitt miljöarbete på projektnivå. Tankar som genomsyrar studien är hurorganisations- och kulturförändringar sker inom företag, om och i så fall hur företag beaktarmiljöarbete inom projektledningen idag, hur stort intresset är att integrera hållbarhet i sinprojektledning, hur man med hjälp av GRI kan utveckla en potentiell framtida metod och vaddetta skulle innebära.En stor del av uppsatsens empiriska material är insamlat från ett flertal intervjuer med insattaprojektledare, chefer och miljöansvariga från företagsvärlden för att få en så tydlig bild sommöjligt av rådande situation och branschernas framtida syn på våra tankar.Utifrån en sammanställning och analys av intervjuerna, GRI-rapporteringar samt teorier omhur förändringsarbete går till har flertalet rekommendationer i form av förslag och tänktalösningar till problemet framkommit och presenteras i resultatet. Detta mynnar ut i slutsatservilka belyser några konkreta steg som är applicerbara. Vi har genom detta arbete även kommitfram till flera tänkvärda förslag till vidare studier.
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Coelho, Jose Flavio Guerra Machado, and f. coelho@bigpond com. "SUSTAINABILITY PERFORMANCE EVALUATION MANAGEMENT SYSTEMS MODEL FOR INDIVIDUAL ORGANIZATIONS AND SUPPLY CHAINS." Central Queensland University, 2006. http://library-resources.cqu.edu.au./thesis/adt-QCQU/public/adt-QCQU20060720.094327.
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The title of the research is Sustainability Performance Evaluation Management Systems Model for Individual Organizations and Supply Chains. This research has achieved its aim to develop and demonstrate the practical implementation of a simple and objective sustainability performance evaluation management system model for individual organizations and supply chains. It has resulted in the recognition that a new concept Network of Interested Partners underpins the achievement of sustainability. The term acknowledges the interdependence and reflects the essential cooperation that must be achieved between business organisations, their commercially related entities and the local community if progress towards sustainability is to be achieved. It therefore encompasses and extends the concept of a supply chain as currently used.
Sustainable Development is defined by the World Commission on Environment and Development as development, which meets the needs of the present without compromising the ability of future societies to meet their own needs. Organizations, as part of human activities, also have to be sustainable. The sustainability of organizations is directly linked to the continual improvement of business performance. Many organizations have found a way to improve performance through the establishment of management systems. International Organization for Standardization (ISO) standards are recognized worldwide as reliable and efficient tools for the implementation of management systems. However, they do not always result in the desired improvement in outcomes. Therefore, if the required improvement of business performance is to be achieved, improved methodologies for development and implementation of performance evaluation (PE) processes are necessary. These methodologies must take into consideration sustainability principles. They also have to be applicable to individual entities and supply chains, with or without management systems in place. Supply chains are important because it is being increasingly recognized that overall supply chain performance is a means of adding value and competitive advantage to all businesses.
In the first part of the research a performance evaluation model or PE (version 1 model) was developed. This was used as criteria to compare and evaluate existing performance evaluation processes and outcomes of individual organisations and their respective supply chain within the Gladstone region, Australia. Questionnaires have also been used to identify and evaluate the needs of the interested parties in relation to the organizations and supply chains business performance and processes of performance evaluation.
All the information provided in the first part of the research was used by the researcher to develop the Sustainability Performance Evaluation Management Systems model or SPEMS (version 2 model). This incorporates the concepts of Network of Interested Parties/Partners. In particular, one of the outcomes is recognition that organizations need to establish partnerships if effective supply chain performance improvement is to be achieved. Therefore the establishment of partnerships has become a key requirement for the implementation of SPEMS.
The establishment of partnership among participants of a supply chain of Gladstone and implementation of the eight first steps of the SPEMS (version 2 model) in this supply chain was commenced successfully through workshops. The supply chain was formed by commercial organizations, government entities and interested parties from the community. SPEMS requires that partners all have the same level of ownership and authority in the decisions of the supply chain.
Some new terms and their definitions have been created within the research to support the new SPEMS model. They include: Network of Interested Partners, sustainability for organizations, sustainability KPI and sustainability friendly organizations.
All of the above are encompassed within the final SPEMS (version 3 model).