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1
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.
Testo completoAbstract (sommario):
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.
2
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.
Testo completoAbstract (sommario):
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.
3
Onuwa, William. "Quality management practices and organisational performance". Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.
Testo completoAbstract (sommario):
The purpose of this research study is to examine the relationship between Quality management (QM) practices deployed as part of a broader management approach and organisational performance in a financial services industry. Quality management as an organisational performance improvement tool or approach has been in practice since the late 1980's following the decline in the American manufacturing industry and competitive position compared to the Japanese. Quality management practices have increasingly become an approach used by firms for gaining competitive advantage in an environment where there is a process of constant change in the national and international competitive environment, due in part to globalisation and increased interdependence of world economy. These changes and interdependence have brought an increased demand on organisational competitiveness and performance with the customer gaining a central place in organisational focus.
4
Bridges, Sarah Joanne. "Organisational performance and human resource management". Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.
Testo completoAbstract (sommario):
Over the last 20 years there has been a growth in the relative importance of personnel economics as an area of economics. However, due to a lack of suitable data most of the work in this area has been largely theoretical. It is only in the past decade that there has been a growth in the availability of firm-based data sets, making it possible for researchers to begin to test some of these ideas empirically. This thesis analyses data from a rich source of monthly personnel and payroll records from a large banking sector firm. The data is confined to the organisation's U. K operations and is available over the period January 1989 to March 1997 (giving 99 monthly observations). Although personnel data of this this sort is available for the US (see, for example, Baker, Gibbs and Holmstrom (1994) and Lazear (1999)), this is one of the first data sets of its kind to be available for the U. K. This thesis focues on three areas of personnel economics. It analyses the issues of promotion, absenteeism, and labour turnover, paying particular attention in all three cases to gender differences.
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Argyropoulou, Maria. "Information systems' effectiveness and organisational performance". Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.
Testo completoAbstract (sommario):
For many years researchers have been troubled with the evaluation of Information Systems (IS) concluding to a lack of understanding as to the time, methods and tools for measuring the impact of IS on organisational performance. Motivated by this lacuna in the literature, this thesis explored the relationship between Information Systems’ Effectiveness and Organisational Performance. The theoretical framework is based on the Delone and McLean’s (D&M) IS success model which is widely adopted in the IS research. Based on a comprehensive literature review on the older and more recent studies the research framework incorporated several new items used by researchers for the measurement of the D&M dimensions. Following a web survey on 168 Greek firms this study sheds some light into the IS field by focusing on how IS effectiveness measures affect Organisational Performance. Data for this study was collected by means of a web-link questionnaire and a sample of 700 companies of different sizes operating in various industries. Many descriptive statistics of academic and managerial importance were produced. Following a correlation analysis and Exploratory Factor Analysis, 15 factors were used for Multiple Regression analysis conducted to test a number of hypotheses around the relationship between the dependent construct (organisational performance) and the independent construct (IS effectiveness). This thesis contributes to existing research in the following ways. First, this study extends our knowledge on IS effectiveness as we adapted and modified DeLone and McLean's model of IS success to incorporate new variables from recent research. The results indicate a significant statistical link between IS effectiveness and performance measures. Second, it provides a holistic framework for measuring Organisational Performance with financial and non-financial variables. Finally, the study presents findings from Greek companies that have adopted IS providing practioners with advice for the practices that can lead to possible and realistic benefits.
6
Eriksson, Henrik. "Benefits from TQM for organisational performance". Licentiate thesis, Luleå tekniska universitet, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-18776.
Testo completoAbstract (sommario):
Total Quality Management (TQM) is sometimes considered as a management system in continuous change and consisting of values, methodologies and tools, the aim of which is to increase external and internal customer satisfaction with a reduced amount of resources. Whether TQM improves the performance of companies has been discussed for several years. One way to work with TQM and its values, methodologies and tools is to apply for and work with a quality award. Today, there are international, national, regional, branch-wise and in-company quality awards. The purpose of this thesis is to evaluate whether and describe how working with quality awards affects the performance of companies. The thesis consists of an extended summary and three appended papers on this subject, each one with a different aim and methodology. Two of the papers study the benefits from in-company quality awards for the performance of units, and one paper studies the financial performance of quality award recipients compared with competitors and branch indices. The main conclusion of the thesis, which strengthens earlier published results, is that working with quality awards affects financial performance positively if companies successfully implement TQM, which is the case for quality award recipients. Moreover, the results of this thesis have not been able to show strong evidence proving that the performance of units which have worked with in-company quality awards, but have not yet successfully implemented TQM, are affected by this work. However, such units experience that working with in-company quality awards has positive effects on the customers as well as the employees.Godkänd; 2002; 20070222 (ysko)
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Maxl, Pierre. "Leveraging organisational energy to improve performance". Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.
Testo completoAbstract (sommario):
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
8
Rankonyana, Lawrence. "An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)". Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96698.
Testo completoAbstract (sommario):
Thesis (MPA)--Stellenbosch University, 2015.ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, management planning, fiscal planning and practice and operational support. The analysis is done in an organisational context (the Organisation of Rural Association for Progress - ORAP) in order to develop a practical understanding of capacity implications in projects implementation activities. In order for organisations to produce efficient, effective, financially viable and relevant performance, there must be a matching level of investment towards capacity development. In this research, information obtained from interviews and group discussions indicated that organisational capacity has a direct effect on the quality and time spent on a single project. In addition, project activities must satisfy specific project objectives, as well as the strategic objectives of the organisation to ensure that performance is consistent with project requirements and at the same time steer the vision of the organisation forward. Community participation should be prioritised because it is important to make sure that project implementation becomes a consultative process that would produce the required outcomes in terms of project value to the community and empowerment through training and experience to community members. It is also important to adequately fund projects and provide the right infrastructural facilities, in order to enable the smooth flow of the project implementation process.
AFRIKAANSE OPSOMMING: In hierdie studie word organisatoriese kapasiteit beskou as die samevoeging van organisatoriese vermoëns om funksies uit te voer wat verwagte vlakke van werkverrigting sal lewer; wat suggereer dat organisasies die geleentheid gebied moet word om probleme op te los, doelwitte uiteen te sit en te bereik, werksaamhede te leer en aan te pas om bepaalde doelwitte te bereik. Derhalwe, analiseer hierdie navorsing verskeie kapasiteitsopsies wat nodig is vir die behoorlike funksionering van die organisasie in ooreenstemming met Frederick se kapasiteitsmodel wat kapasiteit in terme van leierskap en visie, bestuursbeplanning, fiskale beplanning en praktyk, en operasionele ondersteuning vooropstel. Die analise word gedoen in ’n organisatoriese konteks (die Organisasie vir Landelike Ontwikkelingsassosiasie – OLOA) ten einde ’n praktiese begrip van kapasiteitsimplikasies in die implementering van aktiwiteite van projekte te ontwikkel. Vir organisasies om doetreffende, effektiewe, finansiëel haalbare en relevante werkverrigting te lewer, moet daar ’n ooreenstemmende beleggingsvlak vir kapasiteitsontwikkeling wees. Inligting wat verkry is tydens navorsing vanuit onderhoude en groepbesprekings het aangedui dat organisatoriese kapasiteit ’n direkte effek het op die kwaliteit en tyd wat gewy word aan ’n enkele projek. Daarby moet projekaktiwiteite spesifieke projekdoelwitte verwesenlik, asook strategiese objekte van die organisasie om te verseker dat werkverrigting niestrydig is met projekvereistes en om terselfdertyd die visie van die organisasie uit te dra. Gemeenskapsdeelname behoort voorkeur te kry, want dit is belangrik om te verseker dat projekimplementering ’n advieserende proses word wat die vereiste uitkomste in terme van projekwaarde vir die gemeenskap en bemagtiging deur opleiding en ervaring van gemeenskapslede na vore sal bring. Dit is belangrik om projekte genoegsaam te befonds en die regte infrastrukurele fasiliteite te verskaf om die die gelykvloeiendheid van die proses van projekimplementering moontlik te maak.
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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations". Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.
Testo completoAbstract (sommario):
Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.
10
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.
Testo completoAbstract (sommario):
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.
11
Arshad, Darwina A. "Understanding organisational improvisation : foundations and performance implications". Thesis, Loughborough University, 2011. https://dspace.lboro.ac.uk/2134/8115.
Testo completoAbstract (sommario):
This research is grounded in strategy process theory and contingency theory and the main research aims are to investigate the antecedent factors affecting organisational improvisation and to identify how improvisation determines firm performance. This study is the first to examine the antecedent factors, which are categorised onto managerial and organisational factors that drive improvisation. The managerial factors contain the reasoning ability of managers (intuitive and rational) and managers' characteristics (selfconfidence, manager's expertise and attitude towards risk‐taking). Whilst the organisational factors include organisational structure and characteristics (goal clarity, organisational structure, organisational flexibility and organisational risk‐taking), and information processing (organisational information and organisational memory). Environmental turbulence (technology, market and competitive) is examined as an external moderating factor to the improvisation–performance relationship. Fifteen hypotheses were developed and examined in this study. A cross sectional survey methodology was used to test the hypotheses of this study. A postal questionnaire primary data was collected from 128 top management executives of high technology‐based companies in Malaysia. In summary, the findings confirm that a total accumulated variance in organisational improvisation was collectively explained by managerial factors and organisational factors; thus confirming that those aforementioned factors have statistically significant associations with organisational improvisation. Based on the study of the improvisation–performance relationship, the results revealed a positive significant relationship between both factors. Surprisingly, once the environmental turbulence factors were introduced as a moderator, the result on the association between improvisation and firm performance was greater than before; thus demonstrating a significant moderating effect on the relationships between organisational improvisation and firm performance. However, mixed results were identified when the association between each antecedent and improvisation was tested and the effect of each moderating factor was individually examined. This study on the effect of internal and external factors on organisational improvisation and firm performance makes novel contributions to the existing body of knowledge as well as to practitioners. It is noticeable that organisational improvisation in strategic management is crucial as a decision‐making mechanism for improving organisational performance. Hence, managers themselves as well as other relevant factors within firm hierarchy should facilitate and induce necessary condition that may drive organisational improvisation to happen.
12
Williams, David Gordon Spencer. "Organisational climate and performance : an empirical investigation". Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/725/.
Testo completo
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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.
Testo completoAbstract (sommario):
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.
Testo completoAbstract (sommario):
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.
15
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.
Testo completo
16
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.
Testo completo
17
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/.
Testo completoAbstract (sommario):
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.
18
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.
Testo completoAbstract (sommario):
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.
19
Campbell, Timothy Todd. "The process of organisational learning and its value for organisational performance : an empirical study". Thesis, University of Hull, 2007. http://hydra.hull.ac.uk/resources/hull:5697.
Testo completoAbstract (sommario):
Organisational learning has been advocated as a key enabler of organisational performance improvement. However, despite over half a century of research, such claims attributed to organisational learning cannot be adequately verified. To date, the field is fragmented where agreement is not evident on even the fundamental aspects such as the definition or process. It has been proposed that the organisational learning concept may outlive its usefulness unless these anxieties are addressed. To ameliorate these anxieties, it was argued that further empirical research utilising carefully constructed methodologies needs to be conducted to help validate the claims attributed to organisational learning. The following research addresses this need by empirically studying organisational learning and evaluates the concept’s value for organisational performance. A researchable organisational learning model was developed and extended to include a link with organisational performance. The rationale of the developed model proposed that organisational learning, in comparison to individual learning, aids a broader understanding of the business environment and the formation of a shared vision which provides the basis for unified action leading to organisational performance improvement. The proposal was then longitudinally tested in four organisations with senior and departmental managers by utilising a causal cognitive mapping method. The findings suggest that there is value in the organisational learning concept and the process should be fostered within organisations for potentially improved organisational performance. However, the results also advise caution in that barriers to effective organisational learning, such as cognitive inertia, need to be recognised and addressed. The research concludes that organisational learning can be potentially beneficial to an organisation and provides some empirical support for the concept that has been argued to be lacking.
20
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.
Testo completoAbstract (sommario):
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.
21
Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations". Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
Testo completoAbstract (sommario):
Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems.
This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appears to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
22
Meintjies, Jean. "The influence of organisational climate on job performance". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.
Testo completoAbstract (sommario):
Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive effect upon service outcomes and hence improves organisational success. The study examines the influence of organisational participants’ perception of work environment on job performance in a sample of employees within the various departments of Transnet National Ports Authority. The paper presents that the perception of organisational climate has a significant effect on job performance of some employees while it is not so for others. The research sample consists of 71 employees working in the marine and operations, engineering, human resource, marketing and legal departments. One questionnaire was designed by the researcher to measure organisational climate and the effectiveness of job performance. The climate dimensions of communication, management and supervision, reward and recognition and training are significantly related to job performance. The research consisted of the organisational climate and job performance literature and the subsequent link between these two constructs within Transnet National Ports Authority. In conclusion the report presents the authors findings, conclusions and recommendations derived from the study.
23
Law, Ka Yee. "CRM adoption and its impact on organisational performance". Thesis, University of Nottingham, 2009. http://eprints.nottingham.ac.uk/10787/.
Testo completoAbstract (sommario):
Customer Relationship Management (CRM) which aims at enabling organisations to realize a customer focus is believed to be useful and has risen to the agenda of many organisational strategies. It can be seen as an approach to marketing that has its origins in Relationship Marketing (RM). In Hong Kong, CRM has been gathering attention from attorneys, accountants, merchants, bankers and financial advisors. However, there are few studies specifically investigating the factors that may influence the adoption of CRM. In order to bridge the gap in understanding, an exploratory study utilising in-depth interviews was conducted. A conceptual model was developed in order to deal with the two major objectives in this research 1) to investigate the factors which lead organisations to adopt CRM; and 2) the impact of CRM on the organisational performance. The conceptual model was tested with the relevant hypotheses, using a survey method by mailing questionnaires to the organisations of services industry in Hong Kong. Important findings from the examination of research objectives were discussed with regard to their implications for researchers and practitioners. Analysis results supported that attributes of innovation proposed by Rogers’ (1995), attitude towards change, market orientation, innovation orientation, perceived accessibility of IT solutions, competition intensity and desire of customer intimacy were the antecedents of CRM adoption. Also, it was discovered that information utilisation would be a possible mediator between CRM adoption and the performance. Finally, customer satisfaction, employee satisfaction and business performance was found to be influenced by CRM adoption. Limitations of study were reported together with recommendations for future research programmes.
24
Goodhew, Geoffrey. "Cognition and management: Managerial cognition and organisational performance". Thesis, University of Canterbury. Business Administration, 1998. http://hdl.handle.net/10092/4363.
Testo completoAbstract (sommario):
This thesis is about management. A review of the management literature revealed two under-researched areas of management - thinking and performance. Additionally, cognition has received increasing attention in management and other social sciences. This thesis addresses these issues by asking,
25
Roberts, Martyn. "Strategic information systems : their contribution to organisational performance". Thesis, University of Portsmouth, 2016. https://researchportal.port.ac.uk/portal/en/theses/strategic-information-systems(68d1899d-969c-4988-a18c-89b5562c5f8e).html.
Testo completoAbstract (sommario):
The body of work presented here makes a substantial contribution to the body of knowledge on Strategic Information Systems. It is based on research that has been writtenup in fourteen papers that have been presented at conferences and published in peer-reviewed journals over a 20 year period. The issues discussed in the submission are essentially business and organisational issues; they are not technical information systems (IS) development or implementation issues. The work explores the role of IS and their contribution to organisational performance: how organisations use IS and the interrelationship between business strategy and IS strategy. These are strategic rather than technical or operational issues. The work builds on, develops and adds detail/depth to earlier work on the area of strategic information systems that first originated in the late 1980s and early 1990s. In particular it examines three sub-areas within the domain of strategic information systems: the role of IS and organisational growth; issues concerning IS and eCommerce; and the strategic role of IS outsourcing in public sector local government. The work is essentially of a practical and pragmatic nature. A number of different methodologies have been used to suit the particular research being undertaken: from indepth case study analysis to questionnaire and interview methods. As often found in social/management sciences, the data is not 100% conclusive in any one direction. For instance the papers on high-growth organisations were not conclusive that IS had been a major factor in the relevant organisations growth. However, the papers do prove that Information systems are a key factor in organisational performance: they can provide a way of assisting small, start-up organisations achieve growth; they can assist high-growth organisations of staying competitive and they can assist organisations in facilitating business change. It is not the information systems themselves that make a difference, but how the information systems are used. These are the strategic issues.
26
Makore, Stanford. "The role of knowledge management in organisational performance". Thesis, University of Pretoria, 2015. http://hdl.handle.net/2263/52991.
Testo completoAbstract (sommario):
An organisation s success to a great extent depends on its capability to leverage knowledge and produce value from its knowledge resources. However, shifting workforce demographics are causing challenges to organisations in this regard. A significant number of experienced employees are retiring, changing to part-time or moving from their employment. This leads to corporate memory loss. Catalysts of the problem include cost saving calls that have left companies struggling to maintain the current productive labour force in the face of dwindling labour pools due to streamlining of operations. The recent economic recession caused retrenchments across many organisations and thus loss of knowledge. The increased mobility of the younger generation of employees is not helping either. The consequences of this management challenge range from loss in efficiency, loss in time, lack of capacity to reach strategic goals, decrease in employee and customer satisfaction levels, costly expenditures of trying to recoup lost knowledge pieces ultimately resulting in the potential compromise of the company s performance.
It is therefore the objective of this study to establish if there is a relationship between knowledge management and organisational performance. As part of the study, knowledge management was thought to comprise the key constructs of knowledge dissemination (KDI), knowledge acquisition (KAC), responsiveness to knowledge (RTK) and knowledge management practices (KMP) as identified in prior studies. Interestingly, results point to the inability of respondents to clearly distinguish between KDI, KAC and RTK constructs. It would therefore seem that the understanding that previous researches, predominantly undertaken in developed societies, relied upon to create the three constructs does not exist in the construction and engineering industry in South Africa. The three constructs were thereafter collapsed into a distinct construct called knowledge process capability (KPC).
Using a respondent population of employees from companies in the construction and engineering industry in South Africa, results revealed the existence of relationships between the component-constructs of KPC and KMP with organisational performance. A similar association was depicted on the constructs of interest, being knowledge management and organisational performance. Academically, the results enrich the body of literature as it pertains to knowledge management specifically in South Africa and more so in the engineering and construction industry. Practically, the empirical evidence provides necessary impetus for greater attention and investment on the part of companies in the area, buoyed by the realisation that it contributes to the goal of better organisational performance.Thesis (PhD)--University of Pretoria, 2015.
Business Management
PhD
Unrestricted
27
Wang, Huijuan. "Organisational change and performance : the effect of inertia, extent of niche expansion and organisational characteristics". Thesis, Durham University, 2011. http://etheses.dur.ac.uk/3295/.
Testo completoAbstract (sommario):
Organisational change is one of the most popular and interesting topics in business, among both academics and practitioners. However, from previous research development in organisational change, the limiting conditions that apply to the two competing paradigms call for more empirical investigations in different organisational contexts (Aldrich, 1979). Enough research has been conducted on organisational change to make it clear that both content and process dimensions of change should be evaluated, and their separate effects need to be distinguished (Barnett and Carroll, 1995). The previous theories and analyses often tend to only one dimension. Furthermore, previous researchers comment that the dynamic effect of change has been ignored in recent tests of structural inertia theory (Delacroix and Swaminathan, 1991; Haveman, 1992; Kelly and Amburgey, 1991). Very few empirical studies seek to link change action to organisational performance, and the destabilizing effects of change have been assumed more than tested in the previous organisational research studies (Barnett and Carroll, 1995, Carroll and Hannan, 2000). This thesis is one of the first studies to investigate the effects of both organisational change content and organisational change process outside Western countries. It seeks to escape from the binary distinction of adaption versus selection embraced by opposing theoretical camps, and looks for a more balanced stance. Drawing on the literature on organisational change in organisational ecology and associates the claims of managerial scholars, considers the above research suggestions, it directly examines the broader implications of inertia theory and recent developments in niche expansion theory relating with the measurement to dynamic performance consequences of organisational change. It integrates a number of important theoretical variables to address a variety of distinct theory fragments. These include expectation of firms’ on the survival threshold of change, regression toward the mean, time variance of the change effect, cascading change and the effect of organisational characteristics of opacity, asperity, intricacy and viscosity (Hannan, Polos and Carroll, 2007). It separately examines the effect of the change process on performance (Barrett and Carroll, 1995), empirically tests the effects of organisational characteristics on the change length and on the change process. Both the lack of studies outside Western countries and the lack of studies on the process of organisational change make this study a path-finding study. This thesis is applied to a case organisation in the safety and filtration industry in China. It aims to test the generalizability of organisational change theories in this specific context and the predictability of change theories. In order to achieve these aims, this thesis adopts an in-depth qualitative research strategy and a detailed operational design. The qualitative methods it used were interviews, observation and documentation. The findings were consistent with the theoretical predications. There was a positive relationship between the experience of previous change types and the likelihood to adopt the same type of change in the future. It also demonstrated that there was a significant relationship between the extent of niche expansion and the change effect on performance. The more extensive the organisational change, the more unrelated the niche expansion move, and the more organisational performance is likely to be negative. The results also gave support to the predication of this study that the instant effects of organisational changes were harmful, but declined over time; organisational change might improve performance in the long run in the context of environmental transformation in the safety and filtration industry of China. However, the role of the pre-change condition to initiation change and the relations of the pre-change condition and change consequences were not obviously observed from the results of the empirical data collected in this study, the measurement model was re-estimated and further study to verify the results was suggested. Moreover, the organisational characteristics of intricacy, viscosity, opacity and asperity extended the length of the organisational change process, and the length of the change process negatively affected performance. However, the result showed that opacity not only led to an under-estimation of the change length but also an over-estimation. It only happened in the change cases in which a similar type of change was previously implemented and the managers had relevant change experience with that change type. In order to demonstrate that the theories from the adaptation and selection camps are not mutually exclusively, this study examined the possibility of ambidexterity which is in the centre of the organisational adaptation camp (O’Reilly and Tushman, 2008). The results showed that a limited number of change cases conditionally supported the proposition’s predication in this study: it was possible to simultaneously achieve flexibility and efficiency in the organisational change process, with the condition that only if a similar type of change was implemented previously and the managers had previous experience. Finally, this thesis proposed that the theories of organisational adaptation and selection were complementary; some effects of change processes were interpreted better by one view than the other, and it suggested a possible way of disentangling the propositions to directly examine the elements influencing the change process and the consequences on performance functions by considering both theories. The findings of this paper have strong implications for future research into organisational change studies by several dimensions, and they shed light on several important practical issues in business.
28
Zhai, Xiaofeng. "The role of human resource practices in enhancing employees' behaviours and organisational learning in Chinese construction organisations". Thesis, Loughborough University, 2010. https://dspace.lboro.ac.uk/2134/7104.
Testo completoAbstract (sommario):
Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.
29
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/.
Testo completoAbstract (sommario):
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.
30
Hough, Alan. "How nonprofit boards monitor, judge and influence organisational performance". Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/36376/1/Alan_Hough_Thesis.pdf.
Testo completoAbstract (sommario):
The law and popular opinion expect boards of directors will actively monitor their organisations. Further, public opinion is that boards should have a positive impact on organisational performance. However, the processes of board monitoring and judgment are poorly understood, and board influence on organisational performance needs to be better understood. This thesis responds to the repeated calls to open the ‘black box’ linking board practices and organisational performance by investigating the processual behaviours of boards.
The work of four boards1 of micro and small-sized nonprofit organisations were studied for periods of at least one year, using a processual research approach, drawing on observations of board meetings, interviews with directors, and the documents of the boards. The research shows that director turnover, the difficulty recruiting and engaging directors, and the administration of reporting, had strong impacts upon board monitoring, judging and/or influence. In addition, board monitoring of organisational performance was adversely affected by directors’ limited awareness of their legal responsibilities and directors’ limited financial literacy.
Directors on average found all sources of information about their organisation’s work useful.
Board judgments about the financial aspects of organisational performance were regulated by the routines of financial reporting. However, there were no comparable routines facilitating judgments about non-financial performance, and such judgments tended to be limited to specific aspects of performance and were ad hoc, largely in response to new information or the repackaging of existing information in a new form. The thesis argues that Weick’s theory of sensemaking offers insight into the way boards went about the task of understanding organisational performance.
Board influence on organisational performance was demonstrated in the areas of: compliance; instrumental influence through service and through discussion and decision-making; and by symbolic, legitimating and protective means. The degree of instrumental influence achieved by boards depended on director competency, access to networks of influence, and understandings of board roles,
and by the agency demonstrated by directors. The thesis concludes that there is a crowding out effect whereby CEO competence and capability limits board influence. The thesis also suggests that there is a second ‘agency problem’, a problem of director volition.
The research potentially has profound implications for the work of nonprofit boards. Rather than purporting to establish a general theory of board governance, the thesis embraces calls to build situation-specific mini-theories about board behaviour.
31
Günther, Thomas, e Michael Grüning. "On the Selection of Measures to Quantify Organisational Performance". Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2003. http://nbn-resolving.de/urn:nbn:de:swb:14-1060061708937-95847.
Testo completoAbstract (sommario):
In the last decade measuring a company´s performance exclusively financially has been heavily criticised. Consequently, different performance measurement systems including the Balanced Scorecard, the Performance Pyramid, and the Quantum Performance were developed, discussed and implemented in industry. Besides the financial perspective, additional perspectives (e.g. customers, processes, employess, etc) have been considered. Organisational performance is assumed to be a multidimensional phenomenon today. Hence one important aspect of the discussion of several concepts of performance measurement has been the selection of the right measures. This paper focused the problemof measuring multidimensional organisational performance. Based on the multitask agency theory we enhanced the approaches of Holmstrom/milgrom and Austin by introducing extrinsic and intrinsic motivation, cost of measurement and uncertainty of measurement into the model.
32
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.
Testo completoAbstract (sommario):
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.
33
Doody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations". Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
Testo completoAbstract (sommario):
Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
34
Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study". Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.
Testo completoAbstract (sommario):
A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.
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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.
Testo completo
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Vasilaki, Athina. "Enhancing post-acquisition organisational performance : the role of leadership". Thesis, Middlesex University, 2009. http://eprints.mdx.ac.uk/8031/.
Testo completoAbstract (sommario):
One of the issues that post-acquisition integration fails to achieve the intended benefits is attributed to poor leadership (Covin et al, 1997; Graebner, 2004; Haspeslagh and Jemison, 1991; Javidan et al, 2004; Nemanich and Keller, 2007; Marks and Mirvis, 1998; Pablo, 1994; Sitkin and Pablo, 2004). These studies point to the fact that effective leadership will lead to the harmonisation of the post-acquisition integration process and that in turn will yield enhanced acquisition performance. However, the association between leadership and post-acquisition performance is not clear, as it is a phenomenon that has not been studied thoroughly and the existing studies indicate conflicting results. Moreover, this association is often complicated by various influences such as the intended level of integration of the two entities, as well as a range of contingency factors such as the motives of the acquisition, acquisition experience, size and relatedness (Birkinshaw et al, 2000; Chatterjee et al, 1992; Datta, 1991; Weber, 1996). Therefore, against this background the main aim of this study is to investigate the relationship between leadership and post-acquisition organisational performance. The objectives of this study arc; (a) to extend the literature on leadership-performance relationship in dynamic environments by empirically investigating the extent to which leadership influences performance in the context of acquisitions, (b) to establish how leadership styles act as a determinant of performance under different acquisition conditions. In meeting this objective the companies that were selected were from both the service and manufacturing industries and had engaged in both domestic and cross-border acquisitions, (c) to establish the extent the relationship between leadership style and performance is contingent upon the degree of integration adopted by the acquiring firm. In meeting this objective this study seeks to further integrate the study of leadership with the literature on the acquisition process. In order to meet these objectives a thorough review of the literature on the post-acquisition integration process was carried out. This review revealed that there are four schools of thought in the literature. After a critical assessment, it was concluded that this study will focus on the process school of thought but will also draw from the organisational behaviour school of thought and the culture school. This enables for a multidisciplinary assessment of the predictors of performance and the role that leadership plays in this context. Established constructs were used to assess the predictors and performance was measured by employing both financial and non-financial indicators overcoming limitations that were present in the literature. This mixture of indicators will allow for a more coherent assessment of performance moving away from the traditional finance literature that has dominated M&A research. The study's variables are: the motives for the acquisition, relatedness (organisational. strategic and organisational culture fit), relative size, previous acquisition experience, transfer of resources, capabilities and knowledge, leadership styles and post-acquisition organisational performance. To identify potential respondents for participation in the study certain criteria were established. The total population that met these criteria was 764. The response level consists of 139 acquisitions (18.7%) and is satisfactory. In order to investigate this relationship multiple and hierarchical regression analyses were used. To meet the second objective the sample was split into two sub-groups according to their industrial classification and market/geographic relatedness. To meet the third objective the sample was divided according to the degree of integration between the acquiring and the target organisation. Finally, backward deletion regression was used to find out the most significant determinants of post-acquisition organisational behaviour in different settings. The results from testing the first objective indicated that leadership has an important role in managing the post-acquisition integration process and enhancing post-acquisition organisational performance. Moreover, following Bass's (1985) classification of leadership styles further investigation of what attributes constitute an effective leader in the post-acquisition integration process were assessed. The results from testing the second and third objective indicated that in different settings different emphasis on leadership will be placed. It was found that in domestic acquisitions leadership does not emerge as a predictor of performance whereas, in cross-border acquisitions leadership has a significant role in achieving higher results. Similarly, in manufacturing firms there were other significant predictors of performance and not leadership, whereas, in service firms leadership was the most significant predictor. The reasons for these differences arc explicitly analysed in the implications of this study. This research contributes to the existing body of knowledge in four distinct areas. It covers the gap in the literature regarding the role of leadership in enhancing post-acquisition organisational performance. It extends and further contributes to the understanding of the process school of thought in acquisitions. It also provides an integrated model of measuring post-acquisition organisational performance combining both financial and non-financial indicators. Finally, it contributes to the literature on the relationship between leadership and performance in dynamic environments. Few studies have focused on this relationship and most of them have been conducted in stable environments (Bass et al, 2003; Nemanich and Keller, 2007) and not in dynamic processes such as an acquisition. This study has successfully placed the study of leadership within the literature on the acquisition process.
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Oyemomi, Oluwafemi Oyedele. "The impact of organisational factors on knowledge sharing performance". Thesis, University of Plymouth, 2017. http://hdl.handle.net/10026.1/9844.
Testo completoAbstract (sommario):
Facing global challenges in the knowledge economy, the competitiveness of business organisations has transformed dramatically in recent years. With the increase in the significance of knowledge sharing to organisational growth, a lot of resources have been invested to the management of knowledge via technological applications. In the same line of argument, a wide range of literature has argued for the contribution of employees in the sharing of knowledge. However, there are few literature that discussed the impact of organisational factors on the integration of business processes and knowledge sharing. Given the amount of research on the importance of knowledge management to improve business processes and organisational knowledge, it becomes imperative to develop a clear understanding of the impact of organisational factors on knowledge sharing performance. Therefore, the primary aim of this research is develop and validate a functional knowledge sharing model which can facilitate and enhance organisational performance considering the impact of organisational factors for business-knowledge implementation. A conceptual framework is built based on thorough literature review of knowledge management, organisational factors, performance and in-depth discussion with knowledge experts. The proposed conceptual framework is empirically tested adopting a quantitative method with survey data using over 300 responses from manufacturing and service industries in seven countries across three continents for a comprehensive and balanced view. The data from the survey are analysed by using integrated techniques of both Fuzzy Set Qualitative Comparative Analysis (fsQCA) and Data Envelopment Analysis (DEA). The fsQCA phase of this study discussed the comparative impact of organisational factors in the seven countries where survey data were collected and formulated the input and output variables for the measurement of knowledge sharing performance using DEA. With regard to the findings of the empirical research, three main constructs (knowledge sharing, organisational factors and performance) were successfully validated as dimensional constructs. The structural paths support conceptual framework that knowledge sharing has a positive influence on organisational competitive advantage, and organisational factors such as culture has a strong contribution to knowledge sharing performance. However, the direct impact of knowledge sharing on organisational performance is insignificant when key performance indicators are not identified. Various manufacturing and service organisations will potentially benefit from applying the results of this study to their knowledge sharing practices when seeking greater integration of multi business processes with accrued knowledge. The theoretical contribution of this study includes an integrated framework and model for knowledge transformation processes, knowledge sharing processes and knowledge sharing decision making for organisational performance.
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Leung, Wei Lue. "Individualism, organisational identification and performance : evidence from Southern China". HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/632.
Testo completoAbstract (sommario):
Applying the theoretical perspective of organisational identification (OI), in this thesis I explore how rising individualistic cultural values (ICVs) of employees affect their work performance in service industry of South China. I consider leader-member exchange (LMX) and its moderating effect on the association between rising ICVs and OI of employees, which may affect their performance. The hypotheses are tested using data collected from a large Hong Kong owned organisation in the hospitality industry in South China. The data show that ICV has a negative relationship with OI, which in turn can cause poorer employee performance of young generation workforce. The data also show that a relationship approach such as LMX can moderate the negative association between ICV and OI. From the empirical findings, there are practical implications for people management in South China business operations.
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Yu, Qionglei. "Investigating internal market orientation and organisational performance in China". Thesis, University of Sheffield, 2013. http://etheses.whiterose.ac.uk/4478/.
Testo completoAbstract (sommario):
With the impact of globalisation, businesses nowadays are searching for new ways to compete more effectively in today's business marketplace (Wei and Lau, 2008). Companies that have already performed successfully in the external market but cannot perform well with their internal market may find themselves at a disadvantage in the long term, especially with the fast expansion of firms (Ralston et al., 2006). Whilst businesses often spend significant amounts on their campaigns to attract external customers, they may also need to consider the internal market place and specifically their internal customers' needs, i.e. employees, as they often have a significant impact on external market performance and profitability (Flipo, 1986, Webster, Jr. 1988; Lings and Greenley, 2009; Yu and Barnes, 2010). If well managed the internal work force can contribute to a firm's success, however when poorly manifested it can have devastating effects. Over the last three decades, much research attention has focused on internal marketing from the western perspective. The notion of internal marketing was first initiated in the U.S. by Berry (1976) and Sasser and Arbeit (1976), and quickly adopted in Europe by the Nordic scholars including Grönroos (1983) and Gummesson (1987), and more recently in the U.K. through Rafiq and Ahmed (1993) and Lings and Greenley (2005). To date no major studies drawing on large data sets have been published in this area within the Chinese context. This research therefore aims to fill a gap in the literature by exploring internal marketing in China - the largest of the world's newly emerging economies (BBC, 2011). By drawing on microeconomics, the internal market economy and social exchange theory, this research aims to critically explore how firms' different degrees of internal market orientation behaviour can lead to different levels of achievement both internally and externally. The findings will have implications for enhancing the effectiveness of a company's strategic response and, eventually, its ability to perform better in terms of profitability and its long-term competitiveness (Gounaris, 2006).
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Griesel, Jakobus T. "Organisational design considerations for performance through responsibility and accountability". Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52403.
Testo completoAbstract (sommario):
Organisational performance, and how this performance can be influenced, continue to be primary concerns for managers. Although many motivational and performance related theories are presented by literature, the role and importance of responsibility and accountability as concepts within the organisation and in performance theory have been neglected, to the point that authors clearly highlight the need for further research in this regard (Mero, Guidice, & Werner, 2014; Greenwood & Miller, 2010).
This research developed a speculative model which integrates organisational design theory with responsibility and accountability theory. The aim of the speculative model is to enhance managers understanding of how responsibility and accountability fit into the organisation and how an organisation can be designed to strengthen these concepts to the extent that performance can be positively influenced. The study also presented guiding principles as examples of the practical implication inferred from the results of the study and the speculative model developed.
The qualitative research was conducted at an engineering firm in South Africa. Fifteen in-depth interviews were conducted with employees in positions at different levels (organisational level, group level and individual level) of the organisation. These interviews enabled the researcher to explore mechanisms related to responsibility and accountability and inductively develop the speculative model.
It was found that the various links that determine how strong responsibility and accountability are present in a specific context could successfully be linked to different design components within the organisation, highlighting a specific area of focus within the organisation when a specific link of responsibility or accountability needs to be addressed.Mini Dissertation (MBA)--University of Pretoria, 2015.
ms2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Chen, Le. "Linking Knowledge Management to Organisational Business Performance in Construction". Thesis, Griffith University, 2007. http://hdl.handle.net/10072/365181.
Testo completoAbstract (sommario):
The construction industry is characterised as a highly turbulent, rapidly changing, very complex, and extremely competitive environment, with construction activities often being highly knowledge-intensive. Specialised expert knowledge and problem-solving know-how are the real products of knowledge-intensive services, such as design, architecture, surveying and construction. Although construction organisations have been managing knowledge informally for years, their informal approaches are no longer sufficient to cope with the challenges associated with a knowledge economy. New issues attributed to the changes caused by technology, communication, and market advances are emerging, and need to be addressed strategically through effective management of knowledge and innovation. Within the construction industry, there is a growing awareness of the need for managing these challenges through a structured approach to knowledge management (KM), and the alignment of KM with business strategy and existing performance measures.
The intention of KM is to link and develop internal capabilities to meet both current and future needs of an organisation. KM is perceived as a process, where KM activities interact with each other and form a process that receives input from its context (i.e. the business environment), and produces output that should be justified by business performance. Therefore, it has been conceptually suggested that through manipulating certain elements of the internal business environment (e.g. structure, strategy, policies, technology), organisations are able to facilitate KM and ultimately improve business performance. However, to date, apart from recent efforts in conceptual model propositions and exploratory studies, empirical understanding of such an input-process output relationship and the interactions among different KM activities in the context of construction is limited. Moreover, a systematic means of assessing the contribution of KM initiatives towards achieving organisational business objectives is lacking hitherto.
This research study aims to empirically investigate the issues outlined above. The main objective of the study, therefore, is to empirically develop a strategic KM process framework for linking implemented KM activities to the strategic objectives of construction organisations. In addition, the study intends to provide empirical evidence for the argument that KM activities interact with each other in a cycle pattern; and, through manipulating business environment factors (i.e. the ‘forces’), construction organisations are able to inject ‘power’ into such a KM cycle, and consequently increase the intensity of KM activities, which ultimately improve their capacity to achieve economic gain in the long term.
In an effort to achieve the research objective, this study employed both empirical and qualitative approaches to investigate: KM activities applied by construction organisations; the interactions of these activities; the main business environment challenges associated with their implementation; and the strategic contribution of these activities to the overall business performance, particularly within the context of Hong Kong construction organisations. In doing so, a theoretical framework of a strategic KM process was proposed and statistically tested. The measurement scales of the constructs of the framework were developed through both exploratory and confirmatory factor analyses. The relationships between the constructs were identified through correlation, regression and structural equation modelling analyses. In addition, a qualitative study approach was used to provide a better understanding of the processes attached to the phenomena under investigation.The findings of this study provide both empirical and qualitative evidence for some essential arguments in the KM literature, in particular, within the construction-specific context. These arguments are firstly, context-specific, tacit knowledge embedded in complex organisational routines and developed from experience, tends to be unique and difficult to imitate, hence is important in developing and preserving rents, or in the protection of an organisation’s core capabilities from competitors’ covetousness (Baumard, 1999). Therefore managing tacit knowledge within an organisation is essential for developing organisational competence (Sveiby, 1997). Secondly, the knowledge related activities help to create knowledge based asset (Argyris and Schön, 1978; Nonaka and Takeuchi, 2004), and the validity of this knowledge asset is reflected by the business performance indicators (Kaplan and Norton, 1996). KM process hence is capable of leveraging organisations’ intellectual capital to achieve organisational objectives (Cavaleri, 2004; Sveiby, 1997). Thirdly, through modifying organisational culture and climate an internal business environment can be cultivated where the activities that create the knowledge asset are encouraged and facilitated (Dalkir, 2005; Debowski, 2006; Stacey, 2001). Key research outcomes are described below.
Firstly, the study found KM activities positively contribute to the organisational performance from learning and processes perspective, which serve as the foundation for future economic success; it, therefore, supports the claim of the literature that KM is capable of leveraging intellectual assets to realise desired organisational objectives. In other words, this study finding establishes a link between KM and desired business performance, which previously was empirically unclear, and yet was taken for granted in the KM literature.
Secondly, this study established that KM activities interact with each other forming a strategic KM cycle, which implies that increasing the intensity of one type of strategic KM activity helps to push those of the others into a higher level. This means that if ‘power’ can be injected into this KM cycle, through any type of KM activities, the intensity of all other KM activities, along the cycle, can be increased. Moreover, the magnitude of this increase is enlarged with each cycle, forming a spiral pattern. Hence this study provides a unique insight into the interactions between the various KM activities. Further, previous KM studies neglected to consider the dynamic nature of the KM process. This study provided some evidence that organisations need to view KM activities from a strategic perspective, especially since the initial effort may not translate immediately into improved performance.
Thirdly, this study revealed the elements of organisational culture and climate that affect the intensity of implemented KM activities. More specifically, the study findings indicate that strategic planing for KM and policies encouraging innovations are the two main ‘forces’ which can be manipulated to create the ‘energy’ that ‘powers-up’ the intensity of KM activities, in particular market knowledge acquisition and tacit knowledge dissemination. Through strengthening the strategic guidance and leadership to KM, as well as encouraging innovation and open communication, this finding suggests that organisations are more able to create a KM friendly internal business environment that helps to increase the intensity of the KM activities. Such effort will undoubtedly ‘power up’ the KM cycle, ultimately contributing to the long term economic success of the organisation.
Finally, this study found that, compared to managing explicit knowledge, tacit knowledge management activities are impacted upon by the ‘forces’ of the internal business environment to a much larger degree. In addition, tacit knowledge management activities also form more active interactions; and have stronger predicting powers on the leading business indicators that drive future economic success. The finding reveals the more essential strategic role that tacit knowledge management plays in serving the long-term organisational development objectives. It thus provides evidence for the argument in the literature that much knowledge in the construction industry is both experience-based and tacit, due to the orientation toward unique projects; and as a consequence the tacit knowledge strategy seems more appropriate for the industry.
The study also pointed out that medium and large contracting organisations, operating in Hong Kong, focus on KM activities that mainly serve short-term business objectives. This was especially so during the past economic down-turn. The findings revealed a potential for these organisations to derive value from KM implementation. The study also suggested that, through strengthening strategic planning and modifying organisational policies and values for KM, these organisations can push the intensity of the long-term oriented KM activities to a higher level. Ultimately, such actions will help them to achieve better business performance over the long term. Furthermore, KM should be programmed as an integral part of the holistic business management process of the organisation. KM activities should thus be managed in a similar manner to traditional business processes, whereby objectives and aligned measures are developed and continuously evaluated to ascertain their contribution to the organisational performance.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith School of Engineering
Faculty of Science, Environment, Engineering and Technology
Full Text
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Botha, Corlia. "Group membership salience, social dominance orientation and task performance". Master's thesis, University of Cape Town, 2011. http://hdl.handle.net/11427/10117.
Testo completoAbstract (sommario):
The use of teams in organisations is often plagued by reduced individual effort which is termed social loafing. Therefore the study proposed that by making people aware that they are part of a group and introducing intergroup competition, social loafing would be reduced and turned into social labouring. The study further investigated the potential mediating effect of social dominance orientation on the relationship between group membership salience and task performance.
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Do, Hoa. "High-performance work systems and organisational performance : evidence from the Vietnamese service sector". Thesis, Aston University, 2017. http://publications.aston.ac.uk/30340/.
Testo completoAbstract (sommario):
Despite the plethora of research scrutinising the role of high performance work systems (HPWS) in enhancing organisational performance, there is little consensus about the structure of these systems and processes underlying its relationship to organisational and individual outcomes. This research therefore advances the existing literature by conducting a more in-depth study of how and why HPWS relate to organisational performance. In particular, I adopt the mixed methods approach to uncover unexplored issues regarding the efficacy of HPWS on organisational performance. The qualitative phase of research examines managers‟ perceptions of HPWS in Vietnamese service organisations, based on a sample of 17 semi-structured interviews as many firms. The interview protocol is deployed as a rough guide to the discussion, and the data are analysed through content analysis. The findings demonstrate that HPWS have been pursued and valued by Vietnamese organisations. The interviewees help to conceptualise the construct of HPWS in the Vietnamese context and provide evidence that the use of HPWS impacts both employee outcomes (e.g., employee attitudes, behaviours, creativity, productivity), and organisational performance (e.g., firm growth, profit growth and market performance). The evidence also establishes a linkage between HR practices and organisational innovation. Despite the small sample size, the in-depth data reveal useful insights regarding the prevalence of HPWS in the Vietnamese context and form the foundation for validating a scale for HPWS for the research context. The quantitative phase of research develops a multilevel model of how HPWS influences both individual- and firm-level performance, based on self-determination theory, AMO theory and componential theory of creativity. Using a multilevel data set of 56 service firms (109 managers, 526 employees working with 153 supervisors), the M-plus software (Version 7.3) is adopted to test the hypothesized multilevel structural equation models. The findings demonstrate that the proposed hypotheses are mostly supported at the levels of analysis. At the firm-level, (1) collective human capital, climate for initiative and climate for psychological safety partially mediate the relationship between HPWS execution and firm-level innovation; and (2) the relationship between firm-level innovation and firm market performance is moderated by environmental uncertainty. At the individual-level, (1) trust in management and trust in supervisor partially mediate the relationship between HPWS perception and employee creativity; and (2) the relationship between trust in management and trust in supervisor and employee creativity is not positively moderated by employee psychological empowerment. At the cross-level, (1) HPWS execution positively influences HPWS perception; (2) the relationship between HPWS execution and trust in management, trust in supervisor is partially mediated by HPWS perception; (3) employee creativity, in turn mediates the relationship between trusts in management and supervisor, and firm-level innovation; (4) and firm-level innovation mediates the link between employee creativity and firm market performance. The findings highlight the importance of new mechanisms including mediating and moderating components (i.e., trusts in management and supervisor, creativity and environmental uncertainty) in the HPWS – performance relationship. By analysing the mixture of qualitative and quantitative data, the current study enriches our understanding of the underlying mechanisms through which HPWS influences organisational performance outcomes.
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Sriruttan, Beverly. "Organisational energy and performance : relevance and implications among knowledge workers". Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/27052.
Testo completoAbstract (sommario):
Organisations seek methods to maximise performance in order to be successful. The purpose of this study was to examine and empirically quantify the drivers of organisational energy in relation to driving organisational performance. Organisational energy can be seen as the power source that ignites all aspects of organisational climate and behaviour. Most importantly, this study sought to develop the existing theory further and to operationalise the variables for organisations.A quantitative analysis was conducted on data collected from 292 knowledge workers across a wide range of industries. A questionnaire was used to measure respondents’ observations on the drivers of organisational energy and performance in the workplace. Statistical techniques including factor analysis, regression analysis and analysis of variance were applied to determine whether significant relations exist amongst the variables.In complementing and expanding on preceding research, this study provided empirical evidence of the relationship between organisational energy and organisational performance. It also demonstrated the most statistically significant drivers of organisational energy to be that of innovation followed by collective identity and engagement.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Al, Qahtani Khalid Mohammed. "Investigating the impact of bureacratic factors on government organisational performance in the Kingdom of Bahrain : a multiple case study approach". Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8766.
Testo completoAbstract (sommario):
This research is undertaken in response to the need to offer fresh insights to the number of models of organisational bureaucracy. The main aim of this thesis is to explore the bureaucratic factors related to governmental organisations that may influence their performance. Through conceptual and empirical research, several key factors have been identified which link organisational performance to social responsibility, job satisfaction, motivation, and decision quality. To support this research, Hofstede’s cultural dimensions were used in connection with the performance dimensions and the bureaucratic factors. In this context, the case study design used multiple sources of evidence in a triangulation strategy to contribute to developing a perspective on bureaucracy and its impact to government organisations in the Kingdom of Bahrain. Thus, a conceptual framework has been developed and proposed as part of the study. This research adopted a semi-structured interview research design in order to elicit the views of individuals and in-depth qualitative information. The findings in the context of this research confirmed that Bahrainis are highly rule-oriented, risk averse and do not readily accept change. In addition, they have a high preference for avoiding uncertainty thus they maintain rigid codes of belief and behaviour. The results of the empirical investigation have therefore enriched the growing literature of bureaucracy and performance of government organisations not only in the Kingdom of Bahrain but also in the global setting it used the Hofstede’s cultural dimensions. The result of this research may be of help to a range of human resource managers, public administrators, employees and other stakeholders in bureaucratic organisational context.
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Foot, Kirsten Joan. "An exploration of factors that impact on levels of employee satisfaction and organisational performance : an organisational diagnosis". Thesis, Rhodes University, 2004. http://hdl.handle.net/10962/d1007951.
Testo completoAbstract (sommario):
Organisations today, regardless of their function, exist in an environment that is characterised by change. In order to maintain a competitive advantage it is vital that organisations manage such change and are sensitive to their human resource. It is imperative for organisations to understand and explore the factors that impact on employee satisfaction and overall organisational performance. The hospitality industry is an industry that is notorious for low levels of pay and long working hours, and often dissatisfied employees. This research focused on a hotel, that is part of an international chain of hotels, which has recently undergone a rebranding process (a change from within). This research aimed to assess and explore factors that impact on levels of employee satisfaction and organisation/hotel performance, in other words it aimed to 'diagnose' the hotel's current status. The research was conducted in two phases. Phase one made use of a widely used measure of job satisfaction, the job descriptive index (JDI), that looked at five facets of job satisfaction namely: pay, opportunity for promotion, co-workers, supervision and the nature of work. Phase two further explored the results of the JDI (staff being very dissatisfied with pay and promotions opportunity) and further explored other areas of the organisation/hotel with the use of an organisational development model, Weisbord's Six-Box Model (1990). The 'boxes' included areas of purpose, structure, relationships, leadership, rewards and helpful mechanisms. These areas were explored with staff using focus groups. Heads of departments (management) and the deputy general manager of the hotel were interviewed using a semi-structured interview format, exploring similar issues to those researched with staff. Results indicated problems in the hotel with regard to purpose, a severe lack of communication and staff feeling they have little chance for promotion as well as pay structures being perceived as unfair. The overall leadership at the hotel was described as erratic, and relationships between management revealed high levels of mistrust. Due to limited research in the South African hospitality industry, much of the literature available is based on experiences in the United States of America or the United Kingdom. For this research, the researcher had few previous published findings and was unsure of the many issues that could possibly arise. However, the intervention was enjoyable and recommendations have been provided for the hotel to consider, so the hotel can go from "good to great".
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Khan, Tamanna. "Pre-acquisition inter-organisational relationships and post-acquisition innovation performance". Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/preacquisition-interorganisational-relationships-and-postacquisition-innovation-performance(c7c5ce43-591f-4818-ab87-d3b61fa01e4a).html.
Testo completoAbstract (sommario):
The research, informed by the knowledge based view of the firm, explores the relation between pre-acquisition alliances between acquirer and target and post-acquisition innovation performance. Pre-acquisition alliances are a rare event and the work draws on an original dataset, incorporating financial, mergers and acquisitions, patents, and business news databases. The sample consists of 269 high technology M&As with pre-acquisition alliances, which is then compared with a matched sample of acquisitions without prior alliances. The research adopts ‘doubly robust’ matching and average treatment effect models to observe the causal effect of acquisitions with pre-acquisition alliances on innovation performance. The results show that acquisitions following pre-acquisition alliance between acquirer and target differ substantially from the pool of acquisitions without any pre-acquisition alliances. Further, the study looks into the variety of knowledge motivations in pre-acquisition alliances, such as: alliances motivated by exploration and exploitation with different levels of intensity. The result reveals that a distinction between the intensity of exploration and exploitation better explains the result. The study also focuses on knowledge relatedness (in particular, technology similarity and complementarity) between firms involved in acquisitions both with and without pre-acquisition alliances and the role it plays in post-acquisition innovation performance. The result shows that the presence of technology similarity in firms involved in acquisitions with pre-acquisition alliances makes the integration process smoother and more efficient. Therefore, the performance outcome can be observed more rapidly in such cases than that of acquisitions without pre-acquisition alliances. Conversely, in cases with technology complementary between firms engaged in acquisitions with pre-acquisition alliances, we observe less negative impact on post-acquisition innovation performance. This research contributes towards bringing strategic management and the knowledge based view of the firm closer together by focusing on the role of knowledge as motivation for acquisition in pre-acquisition alliances. The results illustrate a better understanding of the relation and effectiveness of pre-acquisition alliances and innovation performance, and a clearer operationalisation of concepts of post-acquisition innovation performance. The study findings suggest that managers developing both acquisitions and alliances, should also consider pre-acquisition alliances, and bear in mind the different nature and levels of intensity in knowledge motivations and knowledge relatedness between acquirer and target as a factor influencing innovation performance.
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Buchana, Yasser. "Generative mechanisms of IT-enabled organisational performance in resource-constrained Emergency Medical Services organisations in South Africa". Doctoral thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/29545.
Testo completoAbstract (sommario):
Problem Statement: Emergency medical services (EMS) organisations have one of the highest levels of dependence on and use of information technology (IT) to support delivery of emergency medical services. The need for EMS organisations to provide efficient and effective emergency medical services has emphasised the importance of performance management. Organisational performance which is monitored and evaluated through key performance indicators (KPIs) plays an important role in EMS organisations. Organisational performance helps to monitor, evaluate and communicate outcomes in the form of KPIs. Empirical evidence shows that quantitative KPIs have been designed with little in-depth understanding of the underlying IT usage mechanisms that influence organisational performance. Unfortunately, such quantitative KPI reports have been limited in explaining organisational performance underpinned by IT. Purpose / rationale of the research: The purpose of this research study was to identify the generative mechanisms associated with IT-enabled organisational performance and to explain how these mechanisms interact. In the context of resource-constrained EMS organisations, quantitatively defined KPIs are not suitable for explaining the underlying causes of performance variations and outcomes. The lack of empirical evidence on IT-enabled organisational performance as well as the lack of theoretical explanations of the underlying mechanisms provided the primary rationale for this study. In addition, this study sought to provide answers to the following research question: What generative mechanisms explain IT-enabled organisational performance in resource-constrained EMS organisations? Theoretical approach/methodology/design: This study was informed by the critical realist philosophy of science and used the complex adaptive systems theory together with institutional theory as the theoretical lenses to investigate the research question in a manner that jointly explained the generative mechanisms. Using interviews, participant observation, organisational performance data and documents collected from a single case study, the study used abduction and retroduction techniques to explicate the mechanisms of IT-enabled organisational performance. Findings: Findings indicate that the IT-enabled organisational performance mechanisms can be categorised into two types of generative mechanisms. These are structural and coordination mechanisms. The explanation of the mechanisms developed in this study take into consideration three important elements: (1) the technological, cultural and structural mechanisms that influence IT-enabled organisational performance; (2) the unpredictable, non-linear, adaptive nature of emergency medical services environments; and (3) the complexities that arise in the interactions between EMS organisations and their environments. Originality/contribution: In respect of IT-enabled organisational performance this study contributes to both organisational and health information systems literature by developing a multi-level research framework that is informed by the realist philosophical stance. The framework plays an explanatory role which relates to its inherent ability to offer explanatory insights into the necessary mechanisms that give rise to organisational performance. This framework has the potential to guide empirical research and provide theoretical explanations of different domains or disciplines that are concerned with identifying IT usage mechanisms which influence organisational performance. These include the significance of the coordination and structural mechanisms which, under differing conditions of uncertainty, produce variations in performance outcomes. Implications: Findings from this study can be integrated into broader emergency medical policy planning and health programme management. The model developed by the study provides a fresh understanding of the underpinning mechanisms enabling performance in resource-constrained EMS organisations. It can be used to assist emergency medical institutions and practitioners in South Africa and other sub-Saharan African countries, especially Southern African Development Community (SADC) countries to improve emergency medical service delivery to the public. The findings provide a guide for improving management of emergency medical situations and resources in their respective resource-constrained contexts. Furthermore, findings from the study can also guide improved design and implementation strategies and policies of EMS systems initiatives in South Africa and sub-Saharan developing countries.
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Hillowitz, Kim. "A study of fund administrators' job performance in a financial institution". Master's thesis, University of Cape Town, 2003. http://hdl.handle.net/11427/5866.
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Sengupta, Sukanya Sunil. "The impact of employee share-ownership schemes on organisational performance". Thesis, Cardiff University, 2005. http://orca.cf.ac.uk/55428/.
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