Dissertations / Theses: 'Organizational change – Zimbabwe – Case studies'

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Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 149-155.
by Martha H. Sewell.
M.S.

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Othata, Onkutlwile. "Management accounting, accountability and organizational change : the case of Botswana firms." Thesis, Sheffield Hallam University, 2002. http://shura.shu.ac.uk/20154/.

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The subject of accountability in organizations is originally and widely understood within the framework of economic rationalization. In particular, accountability in mainstream accounting literature has been assumed to be related to the stewardship function and analyzed within the confines of Principal-Agent theory (Laughlin, 1996). The framework assumes that the transfer of economic resources by the Principal to the Agent gives the Principal rights to demand and get accounts and explanations from the Agent (Gray, 1983). Within the same framework, management accounting is seen as a technically oriented and objective practice through which accountability is reinforced. This approach has recently been subjected to critiques from a small but growing amount of literature. In general, the critiques are levelled at the approach's apparent over-emphasis of economics as an overriding influence in the construction of accountability in organizations. In particular, the critiques (e.g., Willmot, 1996) called for alternative approaches that explore the roles played by culture, ethnicity and other social practices. However, there have been few case studies exploring the roles of these alternative influences with Sinclair (1995) and Chew and Greer (1997) providing notable contributions. This thesis pursues these alternative propositions further and uses two longitudinal case studies conducted in Botswana. Botswana, a developing Southern- African postcolonial country is characterized by social practices and culture that are different from the Anglo-Saxon Western social practices and cultures on which the bulk of the research reported in literature is based. Conducting the research in Botswana thus provided the opportunity to explore the influence of wider social values and practices on organizational practices of accountability. A middle range thinking methodology is used to gather, analyze, interpret and make sense of the case data. The thesis developed a skeletal model and used it as a guiding framework and analytical tool for studying the construction of accountability practices in the two case organizations. The thesis further used Sinclair's (1995) forms of accountability to analyze and understand the observed accountability practices and Laughlin's (1991) skeletal models of organizational change to explore the processes of change in accountability practices at the two case organizations. The thesis argues that the construction of accountability at the two case organizations was influenced by four factors namely, (i) culture, (ii) participants' perceptions and capabilities, (iii) the organizational situation and (iv) organizational objectives. A. This thesis further developed and proposed two extensions to Laughlin's (1991) original models of 'second order' colonization type organizational change model. The thesis also developed and proposed extensions to our understanding of Sinclair's (1995) forms of accountabilityOverall the thesis argues and provides empirical evidence that our theorizing of the construction of accountability relationships and practices in business organizations can be enhanced by understanding the culturally determined accountability relationships and practices existing in societies. These social relationships and practices greatly influenced relations and practices in the case organizations.

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Karlsson, Benny, and Philip Kappen. "International Inter-Organizational Knowledge Transfer : A case study of conformity and change." Thesis, Uppsala University, Department of Business Studies, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-7519.

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Ho, Kai-hoi, and 何繼開. "Evaluation of the changes of the organization structures in the Customs and Excise Department 1980-1992." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31965222.

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5

Partington, David. "Management processes in projects of organizational change : case studies from four industries." Thesis, Cranfield University, 1997. http://hdl.handle.net/1826/1149.

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Recent decades have seen a sustained growth of interest from academics and practicing managers in structural change in the contemporary workplace. Some of this attention has been directed at the implementation of initiatives of planned organizational change, often involving newer information and communications technologies, and often conceived and labelled by managers as projects. Most empirical studies of projects of organizational change have been concerned with the promotion of universal guides to management success and, by implication, to organizational prosperity. The bias towards generalized prescriptions for performance and management ‘best practice’ has been accompanied by a relative shortage of context-bound studies intended to reveal the reality of the nature and role of the project concept in relation to organizational change. The purpose of this study is to contribute to understanding of what change project management processes are adopted and, further, how they are determined by the characteristics of an organization. In pursuit of this broad aim the research takes a grounded, theory-generating approach. The foundation of the research design is a series of case studies of projects of change in four UK organizations in contrasting sectors. The main source of data is unstructured audio-taped interviews with ‘change drivers’ - those managers responsible for the conception and implementation of the projects. The constant comparative method of qualitative analysis is used to compare and contrast instances of expressions of managerial action or intent which arise from managers’ attention to contextual considerations. Data reduction is carried out in three stages, each representing a progressively higher level of theoretical abstraction. The findings of the research are expressed as an integrated theory and a series of propositions, generalized within the boundaries of the study, relating management process to context via a set of intermediate variables representing the extent to which the change drivers feel in control of the change. The conclusions may be summarized in three statements. First, drivers of projects of organizational change apply a general repertoire of six common management processes, each of which is employed to a greater or lesser extent at any time. Second, the extent of enaction of each process element may be considered as an expression of the change drivers’ possession or pursuit of personal control over the change. Third, feelings of personal control are partly determined by managers’ attention to selected issues which arise from key characteristics of the organization and its sector.

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Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.

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Low, J. R. "Centralization and decentralization in personnel management : a case study of organizational change." Thesis, Nottingham Trent University, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.376469.

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Framer, Barbara S. "A psychoanalytic approach to organizational decline: Bowen theory as a tool for organizational analysis." Diss., Virginia Tech, 1993. http://hdl.handle.net/10919/40113.

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An approach to organizations which views them as social constructions provides new insights into the phenomenon of organizational decline. In this view, organizations are seen not as objective entities, but, rather, are viewed as products of the human beings who comprise their membership. This view also sees human beings as actors whose behavior is governed not only by rationality, but also by unconscious processes. Any full understanding of organizational action requires an appreciation of the extent to which human beings are governed by the dynamics of the psyche, which operates outside of conscious awareness. An approach to organizational decline which encompasses these assumptions examines how the members of the organization consciously and! or unconsciously collaborate to create the conditions of decline. This research begins with a psychoanalytic model of human behavior, Bowen Theory, which explains how individuals function within relationship systems such as families and organizations. The theory also examines how dysfunction is created within those systems when the relationship process becomes ineffective or dysfunctional. Using the case study method, the dissertation describes how the decline experienced by three distinct organizations can be understood as a consequence of the relationship process created and sustained by the participants in each of the organization's human system.
Ph. D.

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Lai, Wing-ching Theresa, and 黎詠淸. "Organization change in a courier company: a case study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B42128171.

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Isaacson, Leanna Stohr. "Teachers' Perceptions of Constructivism as an Organizational Change Model: A Case Study." [Tampa, Fla.] : University of South Florida, 2004. http://purl.fcla.edu/fcla/etd/SFE0000596.

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Yang, Dongsheng, and 杨东聲. "Decentralization, marketization and organizational change in higher education: a case study of an academic unitin China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2012. http://hub.hku.hk/bib/B48329927.

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Since the 1980s, decision-making and managerial power has gradually been handed over to higher education institutions in China. This has helped to reduce the government’s financial burden and improve the administrative efficiency of universities. A particular reform involves the establishment of autonomous experimental units within 36 universities. These decentralized units are more highly dependent on market forces than other parts of the university. This thesis examines the development of one such academic unit within one of China’s major universities. The particular academic unit, heretofore referred to as a “school” is studied through a detailed examination of its teaching, research and administration. It is granted a high degree of autonomy to manage itself and its finance. Therefore, it is encouraged to be innovative in its organizational structure and working procedures. This helps drive it to cooperate with industry and adopt a market mechanism in management. The research demonstrates the changing relationships of this school with its parent university, with governments at different levels, and with industry and the wider society. The results indicate that a major shift is taking place in Chinese higher education, as China responds with increased marketization and decentralization. Borrowing theories developed by Clark and Oliver in the fields of higher education and organizational theory, this thesis not only provides a deeper understating of the triangular relationship among universities, state authority and the market, but also refines these theories to suit the Chinese context. This investigation reveals that thus a particular academic unit, unlike most university units in China, must respond to external pressures and expectations in order to survive in a new context of decentralization and commodification. The thesis identifies and analyzes the critical factors affecting the school’s development and its coping strategies within an altered environment of operation. Employing a qualitative research methodology, this work views the selected unit of a major Chinese university as an open organizational system, and analyzes the external and internal forces that influence the school’s development. The data collection approach is comprised of semi-structured and unstructured interviews to elicit views and perceptions from the respondents regarding the decision-making, policy implementation and the development of the unit. A focus group interview method is used to question current undergraduate and postgraduate students about perceptions and attitudes towards the development of the unit. Documents are used to obtain background information and to support and triangulate the data collected from individual and group interviews. Although the school failed to make radical changes to the existing university structure and institutions, it has demonstrated the ability to sustain itself, innovate, and gain legitimacy through continuing negotiation and compromise with university authority, government and market. Based on the results of this research, I would argue that if units similar to this one within Chinese universities are granted more administrative autonomy and orient themselves to market forces, Chinese universities will be able to integrate themselves into the increasingly marketized economy and contribute to national development without sacrificing the core academic missions of teaching, research and service.
published_or_final_version
Education
Doctoral
Doctor of Philosophy

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Watson, James Richard. "Organizational change and reform in middle grade education: A California middle school case study." CSUSB ScholarWorks, 1996. https://scholarworks.lib.csusb.edu/etd-project/1140.

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Yu, Chung-kit, and 余忠傑. "Managing auxiliary members in the Civil Aid Service: organizational change between 1999 and 2005." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B36538449.

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Firsirotu, Mihaela E. "Strategic turnaround as cultural revolution : the case of Canadian National Express." Thesis, McGill University, 1985. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120962.

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Note:
The history of I1Dst large organizations contains periods of turnoil and upheaval which called for, or resulted fram, attempts at steering the organization towards new directions and changing its fabric of goals, strategies, structures and values.[...]
L'histoire des grandes organisations contient presqu' invariablement des episodes de bouleversement et de crise. Ces periodes troubles exigent, ou parfois sont Ie resultat, des efforts pour imprinter a I lorganisa-:tion une nouvelle direction, pour en changer les buts, strategies, structures et valeurs.[...]

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Kassiem, Wahib. "A case study of organisational change in an employee wellness company and its effects on job satisfaction and organisational climate." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1016404.

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The modern era has brought the phenomenon of organisational change closer to the average person. With the recent financial crisis placing more strain on businesses, organisations are always under pressure to review their business models in order to deliver a sustainable operational model and as result, hopefully a sustainable competitive advantage. In order to remain competitive, the leadership team has to constantly seek ways of differentiating their organisations from others with similar product offerings. When these changes are initiated, there is no doubt that the leadership gave extensive thought prior to execution. However, their motives are not always clear to their most important constitution, their employees. Often when these changes are implemented, employees believe that they’ve been left out of the decision making process. Furthermore, post change review with employees are also not given enough thought and are often not done. This research used qualitative research methods to establish how employees experience job satisfaction and organisational climate subsequent to changes that transpired within their work environment. Semi-structured interviews and document analysis were used to collect data. The interviews were constructed by expanding upon well-documented quantitative dimensions of these behavioural variables. Questions were developed focusing on these dimensions in line with the changes experienced. The sample consisted of nine employees at an employee wellness organisation in Roodepoort, Gauteng. There is evidence to show that in this short period of two years (May 2012 to June 2014), by implementing various changes, the new leadership has improved the financial viability of the organisation. However, insights from the interviews point to a number of areas where the leadership and management structures have to exert more effort. Communication processes have to be reviewed, especially to lower levels. As there exists limited opportunities for promotion, investigations into expanding existing roles, again at the lower levels may assist in raising job satisfaction levels. Employees felt that support structures are severely lacking when significant changes affecting them are implemented. A climate for innovation and risk taking has to be considered which, if instituted, could aid the organisation in setting the pace for the organisational wellness industry. The structure adopted for this research consists of three sections. Section one follows the evaluation report format, with the literature review and research methodology sections following thereafter. By making use of established literature as a basis, the findings and recommendations are therefore not exclusively applicable to this organisation. Hence other organisations intending similar change initiatives could benefit from this research.

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Diaz, Rey. "MANAGEMENT SYSTEMS FIT FOR ORGANIZATIONAL PERFORMANCE." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3380.

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The present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively investigated in the research fields associated with organizational management. The study uses the multiple case study design with cross-sectional data spanning from 1991 to 2005 and involving 19 aerospace companies in the United States. A priori hypothesized relationships between the constructs were tested with Mann-Whitney procedures for differences between mean ranks associated with organizational performance measures. The results from Mann-Whitney tests suggest that there exist significant differences in organizational performance from fit factors between a management system design and the organization. Present study defined organizational performance measures for analysis in terms of Return on Assets, Return on Equity and Return on Investment. When compared to a prescriptive management system design, a descriptive management system design was associated with higher levels of organizational performance. Cases with a fit state were found to score significantly higher than cases with unfit state suggesting that a correct fit state is associated with higher levels of organizational performance. A fit state was associated with higher levels of performance when each of the organizational factors for strategy, structure and lifecycle were aligned to management system design. Study results suggest equifinality as cases reached a particular fit state with differing combinations of fit factors. The study contributes to the field with interpretation of a fit model and key relationship between management systems and performance providing the base for future research efforts associated with management systems, organizational factors and the fit between them.
Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering PhD

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Gaylor, Thomas Kent. "Factors Affecting Resistance to Change: A Case Study of Two North Texas Police Departments." Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2804/.

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This study focuses on four common factors believed to affect resistance to change in public organizations. It contributes to existing literature by examining the effect of higher education and trust on the police officer's level of resistance to change and the effects of participation and communication on trust. 286 police officers from two north Texas towns responded to the survey. Regression analysis and bivariate correlations were used to determine the relationship between, resistance to change, and participation, trust, communication, information, and education and the relationship between trust and the other independent variable. The analysis failed to support previous research, which listed participation as the most important factor, but did support the concept that participation and communication improved trust.

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Ackerman, Mariana. "Building cultural capital through value-driven leadership : a case study in an international finance company /." Thesis, Rhodes University, 2006. http://eprints.ru.ac.za/923/.

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Ho, Chi-shing, and 何志誠. "Organisation evolution of Maintenance Division in Housing Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B31264943.

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Carter, C. J. G. "The dynamics of organizational change : an analysis of power, professions and new managerialism in the case of CoastElectric." Thesis, Aston University, 2000. http://publications.aston.ac.uk/10742/.

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It is widely accepted that the Thatcher years and their immediate aftermath were associated with substantive social and organizational change. The privatisation programme, 'the rolling back of the State', prosecuted by the successive Conservative Governments from 1979-1997 was a central pillar of Governmental policy. This thesis seeks to engage with privatization through the of CoastElectric, a newly privatised Regional Electricity Company. This thesis contributes to the extant understanding of the dynamics of organizational change in four major ways. Firstly, the study into CoastElectric addresses the senior management decision making within the organization: in particular, it will attempt to make sense of 'why' particular decisions were made. The theoretical backdrop to this concern will draw on the concepts of normalization, cultural capital and corporate fashion. The argument presented in this thesis is that the decision-making broadly corresponded with that which could be considered to be at the vanguard of mangerialist thought. However, a detailed analysis suggested that at different junctures in CoastElectric's history there were differences in the approach to decision making that warranted further analysis. The most notable finding was that the relative levels of new managerialist cultural capital possessed by the decision-making elite had an important bearing upon whether the decision was formulated either endogenously or exogenously, with the assistance of cultural intermediaries such as management consultants. The thesis demonstrates the importance of the broader discourse of new managerialism in terms of shaping what is considered to be a 'commonsensical, rational' strategy. The second concern of this thesis is that of the process of organizational change. The study of CoastElectric attempts to provide a rich account of the dynamics of organizational change. This is realized through, first, examining the pre-existing context of the organization; second, through analyzing the power politics of change interventions. The master concepts utilised in this endeavour are that of: dividing practices, the establishment of violent hierarchies between competing discourses; symbolic violence; critical turning points; recursiveness; creative destruction; legitimation strategies and the reconstitution of subjects in the workplace.

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Bressert, Robert G. "Transition of authority from one generation of lay leaders to another case studies of rural churches /." Theological Research Exchange Network (TREN) Access this title online, 2005. http://www.tren.com.

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22

Yan, King-sun, and 甄敬燊. "A consultancy report on the organization conflict and suggest ways forconflict resolution by management of organizational change of a Germanbuying office in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269473.

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Jönhill, Mathias, and Andreas Lehner. "Organizational change in conjunction to the implementation of an ERP system : -A case study of a logistics company." Thesis, Växjö University, School of Management and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-2225.

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Background: Today also smaller companies (SME) are implementing enterprise resource planning systems. One difference is that the SME have smaller resources regarding people and finance which can cause some problems if they are not aware of this. The company we have studied have undergone an organizational change and simultaneously implemented an ERP. Two parts of the implementation of the ERP worked just as intended and the third and last part experienced some major difficulties.

Purpose: The purpose of this thesis is to examine the situation in which a small company undertake two major changes almost simultaneously, one of which is the implementation of an ERP. This matter when an SME is implementing an ERP is not well researched since it is only in the more recent years that this type of organization feel the need for it and therefore have ventured into this. The aim of this thesis is to add to the theoretical field of small organizations introducing enterprise information systems.

Method: This is a qualitative study conducted in the form of a case study. The main data sources have been semi structured interviews, combined with observations and a document study. The data have been analyzed inductively.

Conclusion: The implementation of this ERP has gone bad in one area due to several cooperating mistakes. SME’s have some circumstances that does not apply to the larger organizations. In a SME every person carries greater importance in the success or failure of the implementation. Preparation is equally important in an SME as in larger organizations.

Suggestions for further research: The field of ERP in SME's have not been very thoroughly studied since it is a comparatively new field. Further research in this matter would be of some value.

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Ip, Kin-yuen, and 葉建源. "Organisational change: the case of a ��leftistschool' in joining the direct subsidy scheme." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B3195716X.

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Mhlongo, Xolani Penuel. "An investigation of the factors that account for the effective implementation of team-based work organisation: case studies of firms in metal fabrication sector in the Western Cape." Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_4885_1182747463.

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The use of one form or another of team based work organization (TBWO) management policies and practices by firms with the aim of improving organizational performance and employee morale is well documented in popular literature. Empirical research has however found that the implementation of TBWO management policies and practices such as TB training, TB incentive schemes, participation in decision making, work teams etc. had minimal influence on the performance of firms (Locke and Schweiger, 1979).
This research investigated the factors, which account for the effective implementation of TBWO management policies and practices with specific emphasis on three firms in the metal fabrications sector. The reason behind the choice of the three firms in the metal fabrication sector in the Western Cape was that these sites offered a rare opportunity to study the process of the implementation of TBWO. It was a rare opportunity because not many firms have embarked on implementing TBWO in South Africa. It was envisaged that the lessons that emerged from this study would be invaluable for firms that intended implementing workplace change. The level of analysis was the shop floor level at the firms as research has shown that this is the level that plays a critical role in the effectiveness of the TB management policies and practices implemented by the firms.

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Ip, Pui-lam Stephen, and 葉沛林. "The strategic role of airline revenue management systems and the importance of change management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267968.

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Strauss, Lizl. "Change management in the information age : a case study of a niche publication." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/20887.

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Thesis (MPhil)--Stellenbosch University, 2008.
ENGLISH ABSTRACT: This is a study of media management in the publication industry under conditions of rapid environmental change. The study focuses on a particular case, The Mannequin, a niche publication serving many purposes. The study finds that environmental change creates major challenges for commercial survival. Explicit change management procedures are required. The study recommends a set of change management procedures suitable for small, niche market publications. It then recommends avenues for further research.
AFRIKAANSE OPSOMMING: Hierdie is ’n studie van mediabestuur in die publikasie-industrie onder vinnigveranderende omstandighede. Die studie fokus op ’n spesifieke geval, The Mannequin, ‘n nismarkpublikasie wat verskeie doelstellings vervul. Die studie bevind dat omstandigheidsveranderinge groot uitdagings skep vir kommersiële oorlewing. Eksplisiete verandersingsbestuurprosedures is nodig. Die studie beveel ’n stel veranderingsbestuurprosedures vir klein, nismark publikasies aan. Dit beveel ook verdere opsies vir navorsing aan.

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Murray-Webster, Ruth. "What does it take for organizations to change themselves? : the influences on the internal dynamics of organizational routines undergoing planned change." Thesis, Cranfield University, 2014. http://dspace.lib.cranfield.ac.uk/handle/1826/8431.

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Accomplishing desired benefits from investments in planned change is problematical for organizations, their leaders and the change agents charged with delivery. This is despite a well-developed literature, replete with advice on how change should be achieved. Examination of this literature shows the primary focus on change agents and their practices. This research widens the focus by observing the influence of change agents, change recipients and line managers on organizational routines undergoing planned change. It examines the interplay between stability and change in organizational routines, adopting a social practice perspective, and the routine intended to change as the unit of analysis (Feldman and Pentland, 2003, 2005). The research builds on claims that to understand the patterns of action within routines requires the internal dynamics – the claimed duality between ostensive (in principle) and performative (in practice) aspects - to be examined. A research method to operationalize the study of this claimed duality was devised following the principles of Strong Structuration (Stones, 2005). This method enabled a unique conceptualization of the study of routine dynamics, focused on planned change from the perspective of multiple, interdependent actors. Two cases of change agents following the advice in the planned change literature were explored. In one case, stability of the routine persisted when change was intended. In the other, change was relatively easy to achieve irrespective of change agent actions. The primary contribution is the demonstration of how the attitudes to change of change recipients, line managers and change agents influence the internal dynamics of routines undergoing planned change. Other contributions pertain to the method of ‘unpacking’ organizational routines and its potential for shaping future practice. This research does not offer new ‘normative’ advice but instead sensitizes planned change practitioners to the level of analysis they need to carry out to ensure that their interventions are suitably designed.

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Chan, Tsui-kum, and 陳翠琴. "The impact of change of principal on organizational culture: a case study of teachers' perception in aHong Kong secondary school." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31959283.

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Snyman, Pamela Beatrice. "Sustainable competitive advantage through organisational leadership and learning in a service environment : a resource-based view." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/19882.

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Thesis(MPhil)--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: The determination of what the concept ‘sustainable competitive advantage’ means within a service environment and the consequent establishment of key resources within Pam Golding Properties and the role that leadership and the creation of a learning organisation play, formed the core of this study. The case study was therefore undertaken to glean relevant information from reality in order to determine which resources that can be described as intangible assets and competences contribute in a sustainable manner to the organisation’s competitive advantage in a dynamic and changing business environment. Existing and historical resources including leadership and learning within the organisation were identified by means of semi-structured interviews with a range of company executives. These resources were then assessed by means of questionnaires that were distributed to a wide range of stakeholders within the organisation in terms of value for the client, sustainability and transferability. These outcomes, in turn, provided the basis for conclusions and recommendations for future utility in order to maintain competitive advantage that would ultimately lead to sustained superior performance on all fronts. The findings that were made, culminated in a visual representation of leadership and organisational learning that form the core of the organisation and simultaneously illustrating their interdependence with the other key resources, namely organisational culture, the Pam Golding Properties brand, reputation, teamwork, relationships, systems and procedures, managers and agents. These resources form the essence of the organisation. The organisational culture within Pam Golding Properties that is representative of the core values of integrity, honesty, sincerity and service delivery was found to be the overall resource that provides the organisation with sustainable competitive advantage. This was closely followed by the value of the brand and reputation, teamwork and inter-personal relationships, the utilisation of efficient systems and procedures and the recruitment and retention of competent managers and agents. Organisational leadership was found to instil confidence in the organisation. A common, shared vision that is understood and underwritten by all employees is however lacking and change needs to be managed in such a way that the organisation’s core ideology is not compromised, but an envisioned future should be communicated throughout. The brand carries out the promise of the culture and core values, but can be tarnished if the reputation for service excellence is not upheld and it can lose credibility if expectations are not met. The brand thus needs protection from within and this can only happen if the people in the organisation share in the process of and toward an envisioned future. It was established that meaningful change presupposes continual improvement in a dynamic, yet sustainable organisation. It was therefore also recommended that a concerted effort be made to actively promote and strive towards the company becoming a true learning organisation in order to sustain its culture, brand, reputation and other intangible assets and competences. In the event that these and other recommendations in terms of resources are seriously considered and strived for by company leaders, this organisation should be an example to the rest of the world regarding sustainable competitive advantage.
AFRIKAANSE OPSOMMING: Die bepaling van wat die konsep ‘volhoubare mededingende voordeel’ beteken binne ‘n diensomgewing en die daaropvolgende vasstelling van sleutelhulpbronne binne Pam Golding Eiendomme en die rol wat leierskap en die skep van ‘n leerorganisasie speel, het die kern van hierdie studie gevorm. Die gevallestudie is dus onderneem om toepaslike inligting vanuit realiteit te werf, om sodoende vas te stel watter hulpbronne wat as ontasbare bates en bevoegdhede beskryf kan word, op ‘n volhoubare wyse tot die organisasie se mededingende voordeel bydra in ‘n dinamiese en veranderende sake-omgewing. Bestaande en historiese hulpbronne insluitend leierskap en leer binne die organisasie is geïdentifiseer by wyse van semi-gestruktueerde onderhoude wat met ‘n aantal uitvoerende lede van die maatskappy gevoer is. Hierdie hulpbronne is daarna deur middel van vraelyste wat aan ‘n breë reeks insethouers binne die organisasie versprei is, geëvalueer in terme van waarde vir die kliënt, volhoubaarheid en oordraagbaarheid. Hierdie uitkomste het weer die basis verskaf vir afleidings en voorstelle wat gemaak is ten opsigte van toekomsbruikbaarheid om mededingende voordeel te behou wat uiteindelik tot volhoubare superieure verrigting op alle fronte sal lei. Die bevindings wat gemaak is, het in ‘n visuele voorstelling van leierskap en organisasieleer gekulmineer, wat die kern van die organisasie uitmaak en tegelykertyd hul interafhanklikheid illustreer ten opsigte van die ander sleutelhulpbronne, naamlik organisasie-kultuur, die Pam Golding Eiendomme handelsnaam, reputasie, spanwerk, verhoudings, stelsels en prosedures, bestuurders an agente. Hierdie hulpbronne maak die essensie van die organisasie uit. Die organisasie-kultuur binne Pam Golding Eiendomme wat verteenwoordigend is van die kernwaardes van integriteit, eerlikheid, opregtheid en dienslewering het as die oorhoofse hulpbron uitgestaan wat die organisasie van volhoubare mededingende voordeel verseker. Dis gevolg deur die waarde van die handelsnaam en reputasie, spanwerk en inter-persoonlike verhoudings, die benutting van doeltreffende stelsels en prosedures en die werwing en retensie van bekwame bestuurders en agente. Daar is bevind dat organisasie-leierskap vertroue in die organisasie skep. ‘n Gemeenskaplike, gedeelde visie wat deur al die werknemers verstaan en onderskryf word, kom egter kort en verandering behoort op só ‘n wyse bestuur te word, dat die organisasie se kern-ideologie nie onder verdenking gebring word nie, maar ‘n gevisioneerde toekoms behoort deurgaans gekommunikeer te word. Die handelsnaam dra die belofte van die kultuur en kernwaardes uit, maar kan skade opdoen as die reputasie vir diensuitnemendheid nie onderhou word nie en dan kan geloofwaardigheid ingeboet word indien daar nie aan verwagtinge voldoen word nie. Die handelsnaam moet dus van binne uit beskerm word en dit kan slegs gebeur indien die mense in die organisasie aan die proses van ‘n gevisioneerde toekoms deelneem. Dit is bevind dat betekenisvolle verandering aaneenlopende verbetering in ‘n dinamiese, dog volhoubare organisasie veronderstel. Daar is dus ook voorgestel dat ‘n doelbewuste poging aangewend word dat die wording van ‘n ware leerorganisasie aktief gepromoveer en nagestreef behoort te word om sodoende die kultuur, handelsnaam, reputasie en ander ontasbare bates en bevoegdhede vol te kan hou. Indien hierdie en ander voorstelle ten opsigte van hulpbronne ernstig deur die maatskappy se leiers bedink en nagestreef word, behoort hierdie organisasie vir die res van die wêreld ‘n voorbeeld van volhoubare mededingende voordeel te wees.

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Llenza, Erika G. "Organizational Communication and Change: A Case Study on the Implementation of an Innovation at a Florida Medical Facility." Scholar Commons, 2008. https://scholarcommons.usf.edu/etd/363.

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This study examined how employees at a Florida medical facility felt regarding the upcoming change to a paperless system and whether a training program administered by the organization was effective in reducing anxiety, increasing understanding of the need for the change, increasing employee confidence using the new computer system, changing employee perceptions of the new system, and helping employees view the change as an organizational improvement. The results indicated that the training program marginally reduced anxiety, but did not significantly increase user confidence or understanding of the need for the change. While participants viewed the change as an organizational improvement, this view was only superficial. When means were examined by occupation, age group and gender, pre-training results indicated that the medical staff and older participants exhibited the most anxiety, understood the reason for the change the least and had the lowest confidence in their ability to use the practice management system. These same participants appeared to benefit the most from the training program. They reported reduced anxiety and increased confidence using the innovation. Post-training, younger participants and those who identified their occupation as "other" indicated increased anxiety levels and slight reductions in their confidence using the practice management system. The medical staff and older participants appeared to benefit the most from the training program.

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Moonieya, Vernon Craig. "An evaluation of resistance to change of the East London industrial development zone (ELIDZ) structural realignment." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013303.

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From Integrative Summary: This research paper comprises of three sections that include: an evaluation report, a literature review and the research methodology. The first section assesses the management of resistance to change as encountered during the ELIDZ structural re-alignment initiative. The assessment was done after the change initiative had been implemented to see what could be learnt from the exercise, in order to be better prepared for future change programmes. The implemented change was initiated by the CEO of the ELIDZ but its criticality in terms of purpose, or the need for the change was unclear to many employees at the time of initiation. An examination of the literature on change management highlighted the importance of managing resistance to change as part of a change initiative, so as to ensure a successful transition. The review of the literature on management of resistance to change in section 2 of this paper examines the definition of management of resistance to change and in particular, covers key factors like change readiness, participation in change and change communication. These key concepts underpin effective management of resistance during change. The literature on management of resistance to change with respect to the role of change readiness, participation in change and change communication was used to develop a questionnaire that was used to assess the ELIDZ change initiative. The questionnaire was developed in a Likert Scale format with questions across the spectrum of change readiness, change participation and change communication. Section 3 of this paper describes how the quantitative research was provided to the population sample of employees from the ELIDZ where the questions on change readiness, change participation and change communication was used to assess the effectiveness of management of resistance to change during the ELIDZ change initiative. In addition section 3 provides an explanation of how the results of the research were derived. The results on change readiness suggest that the ELIDZ change initiative did not address change readiness adequately. There is therefore a risk of resistance to change that could manifest. This also indicates that change readiness must be planned more thoroughly in future change endeavours. Most of the population sampled did not feel that they participated in the change initiative, suggesting that the ELIDZ did not address participation in the change initiative adequately. Not enabling employees to actively participate in the change is tantamount to decreasing the potential for acceptance of change and increasing the risk of resistance to change. In order to ensure that future change initiatives are not met with employee resistance to change, the ELIDZ should plan for employee participation throughout the change process. The extent to which change communication was addressed in the ELIDZ change initiative was demonstrated by very poor results. The results from the population sampled suggest that the change was not well communicated to employees. As change communication is known to reduce the potential for resistance to change, it is imperative for the ELIDZ to plan for comprehensive communication strategies to cover the change process for future change action.

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Li, Shu-wan Betty, and 李書雲. "Reconstructing identity in higher education: case study of a textile university in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31245699.

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Rafman, Carolynn. "McGill Institute for Learning in Retirement : a case study of change in a volunteer-led organization." Thesis, McGill University, 1997. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=27963.

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The case study examines the process of change undergone by the McGill Institute for Learning in Retirement (McGill ILR), a volunteered organization. ILRs have emerged across North America in the past 15 years and their success is attributed to the congenial participatory learning environment and the fact that members volunteer to administer the program activities in collaboration with a host university.
Four years after it was founded, leaders sensed the need to evaluate McGill ILR's strengths and weaknesses. Under the aegis of McGill Centre for Continuing Education, a Planning Committee designed and implemented an organizational self-assessment to provide recommendations for change and ensure sustainability.
The study revealed: (a) that this community of older adults taught themselves how to respond to change effectively and (b) that the overarching characteristics of an ILR, together with a spirit of dialogue, provided an organizational structure which helped volunteers absorb change.

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Chan, Ka-kan Erico, and 陳家勤. "Changes in Cathay Pacific Airways: facing thechallenge of the 21st century." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31951818.

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Teichert, Broer. "Organisational self-renewal : process design." Thesis, University of St Andrews, 2004. http://hdl.handle.net/10023/14064.

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Firms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.

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Wong, Hon-chung Wilson, and 黃漢忠. "Organizational transformation of a customer service division to cope with technological change in office automation equipment." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268341.

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Qwesha, Babalwa. "Restructuring of the Port Elizabeth Hospital Complex : a perspective from the planned change management approach /." Thesis, Rhodes University, 2009. http://eprints.ru.ac.za/1622/.

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Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2009.
A thesis submitted in partial fulfillment of the requirements for the degree of Master of Business Administration (MBA).

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Whitbeck, Barbara Ann. "Strengths in Action: Implementing a Learning Organization Model in a Human Service Setting." PDXScholar, 2014. https://pdxscholar.library.pdx.edu/open_access_etds/2095.

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Although learning organization theory evolved in corporate settings, literature suggests that the theory has much to offer human service organizations. This dissertation examines the implementation of a modified learning organization model in three small field offices of a publicly-funded vocational rehabilitation organization in the Pacific Northwest, at a time when the organization was negotiating financial cutbacks and organizational changes. The model - known as Strengths in Action - was based on Senge's five learning organization disciplines, and informed by organizational culture theory. In each participating office, all staff worked together to set a goal, make a plan, and achieve the goal. This dissertation covers the implementation of the modified learning organization model; the factors that facilitated and impeded the model's implementation; the model's impact on participating offices' climate and culture; and the similarities and differences among participating offices. This primarily qualitative study utilized mixed methods: observations, interviews, and an online survey. Implementation of the model resulted in individual and team learning, better staff communication, more productive teamwork, stronger staff relationships, stronger office/community partner relationships, and improved office morale. This study shows that such a model can be effective in a human service setting, moving workgroups away from a mode of individual workers reactively handling individual cases, and toward a mode of proactive collective problem-solving. It also provides strong evidence that a learning organization model, implemented during a period of resource retrenchment, can produce substantial benefits for small workgroups within human service organizations, even when the model is not disseminated organization-wide.

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梁永超 and Wing-chiu Leung. "A case study of a school in the PRC: is the organizational culture prepared for the new goals of nationaldevelopment?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31959611.

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Van, der Merwe Andrea. "New organisational strategies for complexity : a necessity for sustainable innovation? A case study of Kessels & Smith - The Learning Company." Thesis, Stellenbosch : Stellenbosch University, 2009. http://hdl.handle.net/10019.1/17473.

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Thesis (MPhil)--Stellenbosch University, 2009.
ENGLISH ABSTRACT: Now more than ever, organisations need to be resilient and sustainable. The world of business has changed irrevocably since the industrial age and organisational strategies have not adapted much in response to this environmental change. Are there new organisational strategies suited to this changed environment, with characteristics contributing to sustainable futures? The purpose of the paper is to highlight those principles and characteristics that could be linked to the creation of sustainable and resilient organisations. A brief review of the literature available on emergent organisational strategies and complex systems provides context to the paper. A number of specific organisational strategies are identified, while characteristics pointing to the sustainability of theses strategies in a complex environment are investigated. With the literature study a starting point, the paper then offers a detailed case study of an organisation which consciously uses a number of principles to support sustainable innovation. The principles and practices used by Kessels & Smit – The Learning Company, emerge as patterns from the data analysis. With these findings and the literature study as a foundation, a number of principles are proposed as recommendations for designing organisational strategies aimed at sustainable futures within organisations.
AFRIKAANSE OPSOMMING: Nou meer as ooit, is daar ‘n behoefte aan organisasies wat volhoubaar en soepel is. Sedert die industriele revolusie het die wereld van besigheid onherroeplik verander. Strategiee in organisasies het skaars tred gehou met die veranderinge in die omgewing. Is daar nuwe organisasie strategiee wat meer geskik is vir ‘n veranderde en komplekse omgewing, met karaktertrekke wat kan bydrae tot volhoubare toekoms vir organisasies? Die doel van hierdie verhandeling is om beginsels en karaktertrekke van organisatoriese strategiee, wat spesifiek in verband gebring kan word met die skepping van volhoubare organisasies, te identifiseer en ondersoek. 'n Kort oorsig van beskikbare literatuur aangaande komplekse sisteme en organisasie strategiee word gebruik om die vraag in konteks te plaas. Ondersoek word ingestel na 'n aantal spesifieke organisatoriese strategiee, met karaktertrekke wat aanduidings gee van volhoubaarheid in komplekse omgewings. Met die literatuurstudie as 'n begin punt, volg 'n in-diepte gevallestudie van 'n organisasie wat 'n aantal beginsels heel bewustelik gebruik om volhoubare verandering en innovasie te bevorder. Die beginsels en gebuike van Kessels & Smit - 'The Learning Company' word bespreek aan die hand van patrone in die data analise. Met hierdie bevindinge en die literatuur studie as 'n fondament, word 'n aantal beginsels vir die ontwerp van organisatoriese strategiee wat gemik is op volhoubare toekomste as aanbevelings voorgestel.

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Quinn, Brian J. "Management, restructuring and industrial relations : organizational change within the United Kingdom broadcasting industry, 1979-2002." Thesis, St Andrews, 2007. http://hdl.handle.net/10023/349.

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Hall, Heather Leigh. "Knowledge management in times of change: Tacit and explicit knowledge transfers." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4963/.

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This study proposed a look at the importance and challenges of knowledge management in times of great change. In order to understand the information phenomena of interest, impacts on knowledge workers and knowledge documents in times of great organizational change, the study is positioned in a major consolidation of state agencies in Texas. It pays special attention to how the changes were perceived by the knowledge workers by interviewing those that were impacted by the changes resulting from the reorganization. The overall goal is to assess knowledge management in times of great organizational change by analyzing the impact of consolidation on knowledge management in Texas's Health and Human Services agencies. The overarching research question is what happened to the knowledge management structure during this time of great change? The first research question was what was the knowledge worker environment during the time of change? The second research question was what was the knowledge management environment of the agencies during the time of change? The last research question was did consolidation of the HHS agencies diminish the ability to transition from tacit to explicit knowledge? Additionally, the study investigates how the bill that mandated the consolidation was covered in the local media as well as the actual budget and employee loss impact of the consolidation in order to better understand the impacts on knowledge workers and knowledge documents as a result of major organizational restructuring. The findings have both theoretical and practical implications for information science, knowledge management and project management.

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Lau, Ming-tak Terence, and 劉銘德. "Organisational development: review and reformof the Hong Kong Customs." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B31966573.

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Tsang, Chi-fai Ringo, and 曾志輝. "Operation reengineering in a medium-sized plant." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266848.

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46

Davis, Christopher R. "Modeling the Co-Production of Public Sector Innovation: Strategic Dimensions of Organizational Innovation within the Public Maritime Ports of the Pacific Northwest." PDXScholar, 2018. https://pdxscholar.library.pdx.edu/open_access_etds/4231.

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Innovation is vital to employing resources in times when the complexity and the demand for public goods and services strain organizational capacities. While innovation in the private sector is the subject of intense academic interest, the study of this phenomenon in the public sector pales in comparison. This is troubling because innovation is an important tool for overcoming resource limitations that plague the public sector. This dissertation's unique contribution to the field is the creation and empirical validation of a model that explains and predicts the co-production of public sector innovation. The model explains the causal mechanism of innovation and has predictive value. No generally agreed upon or empirically tested theory exists for understanding or predicting the social interactions that lead to public sector innovation. This dissertation closes this gap by using prior research and empirical observations to build and validate a model that explains the co-production of public sector innovation at the nexus of leadership, the organization, and the customer or client of the organization. The findings, conclusions, and recommendations of this study bridge theory and practice to define the conditions that lead to co-production of public sector innovation. This dissertation employed a deductive-inductive typological approach that used grounded theory to describe the conditions present when innovation occurs. These conditions exist as antecedents that include adaptive interest alignment, client-based prioritization, co-production readiness, organizational incentives, and organizational structure and culture. This study defined and then measured six independent variables that indicate the antecedents' presence. These antecedents served to predict the opening of a pathway to co-production of public sector innovation. Empirical measurement of the six independent variables served to indicate the presence or absence of the antecedents that operate in three intersecting domains (leadership, organization, and clients or customers). The independent variables are present when the dependent variable of co-produced public sector innovation emerged. The creation of two unique indices provided an aggregate summary of the variables. The indices served as proxy measures of co-produced public sector innovation. Special districts served as the empirical setting for this research. A case study approach served to validate the model using indices of the expected and actual measurement of co-production of innovation in the public sector. This dissertation validated the theoretical framework that served as a heuristic tool for conceptualizing the dynamics that moderate the co-production of public sector innovation within a defined political economy. The findings, conclusions, and recommendations that emerged from this research contribute to the ongoing dialogue about the conditions necessary for public sector innovation to occur.

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Walker, Beverly C. "An action research study of strategy implementation in a not-for-profit community organisation." Monash University, Dept. of Management, 2004. http://arrow.monash.edu.au/hdl/1959.1/5186.

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Mathura, Vikash. "The influence of strategic leadership in an organization: a case study : Ellerine Holdings Limited." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003871.

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A review of the academic literature related to “strategic leadership” reveals that the performance of an organization will indeed be influenced by the application of this phenomenon. This thesis confines its research to a case study on Ellerine Holdings Limited, a multi-billion rand enterprise that trades in the competitive Southern African furniture retail industry. Following the 2007 acquisition of Ellerine Holdings Limited (EHL) by African Bank Investments Limited (ABIL), a new Chief Executive Officer (CEO) was appointed to develop and to lead the strategic changes that were envisioned for EHL. The research examines how the performance of EHL has been influenced since the appointment of Toni Fourie as the new CEO in February 2008. Boasting a reputation borne from his previous successes in organizational transformation, Fourie was ABIL’s first-choice leader for this challenge. Fourie displays qualities, attributes, behaviours and traits that are characterized by the phenomenon of “strategic leadership”. He has been the focus of media attention for the aggressive strategic changes that he has introduced within the organization. A quantitative analysis of EHL’s financial performance (between 2007 and 2009) indicated that there was a constant decline in the organization’s PBT (Profit Before Taxation) during the period observed. However, the research determined that turbulent conditions in the macro-economic environment (such as the global economic recession in 2008 and 2009) complemented by mitigating micro-economic factors, would have adversely skewed the conclusions in this document if the research was limited to quantitative analysis alone. Hence, the researcher explored a qualitative research framework by collecting and assimilating data from available documentation, and from formal interviews that were conducted with research participants representing the organization’s new leadership. These participants included the new CEO, Fourie, and the new Director of Strategy, Dr. Louis Carstens. Information was also obtained from informal discussions that were conducted with other senior executives, and with an ex general manager of one of EHL’s business units, who was based in the Eastern Cape region at the time. An examination of all of this data concluded that although Ellerine Holdings Limited was not achieving all of its financialperformance objectives, there was general consensus that the CEO’s strategic choices would yield the desired financial results from the mediumterm (namely, year-03 of his tenure) onwards. The CEO’s optimism and conviction that his strategic interventions will address long-term financial sustainability is shared by both EHL’s internal and external stakeholders. It emerged that EHL’s stakeholders were satisfied with the accelerated progress reflected in the organization’s non-financial performance indices. These indicators included the sowing of a new organizational culture; improved cost-base efficiencies; labour productivity; customer satisfaction; employee empowerment; innovation and creative thinking; collaborative and participative engagement; structural rationalization, and the introduction of new processes and procedures. The research from the EHL case study concluded that the phenomenon of strategic leadership can have a positive influence on various qualitative indicators within an organization. The research also determined that despite unforeseen conditions in both the macro and micro economic environments, an effective strategic leadership will remain committed to its vision, and resilient to its critics and competitors. This research further concludes that successful organizational transformation (within a macro enterprise) is ostensibly dependent on the interventions of a strategic leader who displays a specialist set of skills and behaviours. These strategic leaders have the ability to successfully shift the cognitive paradigms of their employees, thereby creating an enabling environment for the implementation of their strategic choices.

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張達賢 and Tat-yin Cheung. "A feasibility study of organizational change of the Civil Aid Service to meet the increasing demand from the community in youth training." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31966780.

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Khangala, Busisiwe Nobuhle. "An investigation into the prevalence of knowledge management practices within the libraries of two institutions on the verge of a merger : Cape Technikon and Peninsula Technikon." Thesis, Stellenbosch : University of Stellenbosch, 2004. http://hdl.handle.net/10019.1/16363.

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Assignment (MA)--University of Stellenbosch, 2004.
ENGLISH ABSTRACT: In terms of the Higher Education Act, 1997 (Act No. 101 of 1997: Notice no: 1700), the Cape Technikon and the Peninsula Technikon will merge on 1 January 2005 to become a single institution known as the Cape Peninsula University of Technology. This merger is part of the South African government’s effort to streamline education spending priorities, whilst evening out the differences between historically white and historically black institutions. During the apartheid era the Peninsula Technikon was established mainly for black (i.e. Coloured and African) students and the Cape Technikon for white students. There are a number of problems and challenges that can be expected by these institutions before, during and after the merger. These include, among others, identity crises that might result from the clash of different cultures because of the different backgrounds of these two institutions. If the merger is not handled properly, especially where human and cultural issues are concerned, it might not be successful. Higher education institutions are recognized as being in the knowledge business, and libraries play a central role in this regard. Academic librarians specifically have a significant knowledge management role to play in their institutions. In the case of the Cape Technikon and Peninsula Technikon libraries, it would thus be very important to understand each institution’s culture and what their existing knowledge management practices are, so that by the time of the actual merger they will know how to cooperate productively and effectively. Given the complexity of mergers and their wide ranging ramifications, as well as potential problems that might hamper the smooth operations of the institutions, the aim of this study was to investigate the knowledge management practices of the libraries of these two institutions. Thereafter recommendations were made, based on the findings, as to how to apply knowledge management practices to increase the capabilities of the two institutions’ libraries and enhance their operational efficiency. The methods of investigation were qualitative in nature and comprised questionnaires which were filled in by the librarians of both institutions as well as in-depth interviews with senior staff members of both libraries. The study also made other observations which related to the feel of the environments and people’s attitude which were also quite revealing. Although both libraries displayed knowledge management practices, the Cape Technikon was found to be more advanced in some regards than the Peninsula Technikon. Finally, recommendations were made on how to apply certain specific knowledge management practices successfully after the merger. These included a recommendation that both institutions ensure that there are processes in place to ensure that knowledge is recorded on an ongoing basis.
AFRIKAANSE OPSOMMING: In terme van die Wet op Hoër Onderwys, 1997 (Wet Nr 101 van 1997: Kennisgewing Nr: 1700), sal die Kaapse Technikon en die Skiereiland Technikon op 1 Januarie 2005 saamsmelt om ’n enkele instelling te word, naamlik die Kaapse Skiereiland Universiteit van Tegnologie. Hierdie samesmelting is deel van die Suid-Afrikaanse regering se poging om die prioriteite op opleidingsuitgawes te stroomlyn, terwyl die verskille tussen wat histories wit en swart instellings was, uitgestryk word. Gedurende die Apartheid era was die Skiereiland Technikon veral vir swart studente (m.a.w. Gekleurdes en Afrikane), en die Kaapse Technikon vir wit studente. Daar is talle probleme en uitdagings wat verwag kan word by hierdie instellings voor, gedurende en na die samesmelting. Hierdie sluit in, onder andere, identiteitskrisisse wat dalk kan opduik as gevolg van die verskillende agtergronde van hierdie twee instellings. As die samesmelting nie behoorlik hanteer word nie, veral wat menslike en kulturele kwessies betref, kan dit onsuksesvol wees. Instellings vir hoër onderwys word erken as in die besigheid van kennis, en biblioteke speel ‘n sentrale rol in hierdie opsig. Spesifiek akademiese bibliotekarisse het ’n rol om te speel in die behandeling, of bestuur, van kennis. In die geval van die Kaapse Technikon en Skiereiland Technikon se biblioteke, sou dit dus baie belangrik wees om elke instelling se kultuur te verstaan, en om hulle huidige metodes van kennisbestuur te ken, sodat dit teen die tyd van die samesmelting moontlik is om produktief en effektief saam te werk. Aangesien samesmeltings kompleks is met verreikende vertakkings, sowel as potensiële probleme wat dalk die gladde werking van die instellings kan verhinder, is die doel van hierdie studie om die praktyke van kennisbestuur in die biblioteke van hierdie twee instellings te ondersoek. Daarna, gebaseer op die bevindings, is voorstelle gemaak met verwysing na die toepassing van kennisbestuurspraktyke, sodat die twee instellings se biblioteke se bekwaamhede kan vermeerder en hul doeltreffendheid verhoog kan word. Die metodes van ondersoek is kwalitatief en bestaan uit vraelyste, ingevul deur senior personeellede van albei instellings. Die studie het ook ander waarnemings gemaak in verband met die atmosfeer of gevoel van die omgewings en mense se houdings, wat ook veelseggend was. Alhoewel beide instellings kennisbestuurspraktyke getoon het, is bevind dat die Kaapse Technikon in sekere opsigte meer gevorderd as die Skiereiland Technikon is. Ten laaste is voorstelle gemaak met verwysing na hoe om sekere spesifieke kennisbestuurspraktyke na die samwsmelting toe te pas. Hierdie het ’n aanbeveling ingesluit dat albei instellings seker moet maak dat prosesse onderweg is om op ’n voortdurende basis boek te hou van kennis.

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