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Tesi sul tema "Organisational performance"

Autore: Grafiati
Pubblicato: 4 giugno 2021
Ultima modifica: 25 luglio 2025

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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.

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Thesis (MA) -- University of Stellenbosch, 2000.<br>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 wides
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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.

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Bibliography: p. 213-220.<br>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 inves
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3

Onuwa, William. "Quality management practices and organisational performance." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.

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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 the
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4

Bridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.

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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 ava
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5

Argyropoulou, Maria. "Information systems' effectiveness and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.

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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 re
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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.

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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 w
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7

Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.

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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprisin
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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.

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Thesis (MPA)--Stellenbosch University, 2015.<br>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, mana
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9

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.

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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
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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.

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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in whi
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11

Arshad, Darwina A. "Understanding organisational improvisation : foundations and performance implications." Thesis, Loughborough University, 2011. https://dspace.lboro.ac.uk/2134/8115.

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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
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12

Williams, David Gordon Spencer. "Organisational climate and performance : an empirical investigation." Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/725/.

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13

Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/2052.

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The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries an
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14

Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Curtin University of Technology, Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=21430.

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Abstract (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 an
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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.

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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.

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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/.

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Abstract (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 natur
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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.

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Abstract (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
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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.

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Abstract (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
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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.

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There is a strong and growing world-wide interest in performance management and pay for performance. This work draws together and evaluates previous research concerning performance management. It also builds and expands on existing work by establishing linkages between organisational culture and issues of motivation, pay and performance. The research looks at the little investigated area of how organisational culture acts as a mediating influence between performance management systems and organisational effectiveness. This work discusses the extent to which congruence between performance manag
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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/.

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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 involvem
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22

Meintjies, Jean. "The influence of organisational climate on job performance." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.

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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
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23

Law, Ka Yee. "CRM adoption and its impact on organisational performance." Thesis, University of Nottingham, 2009. http://eprints.nottingham.ac.uk/10787/.

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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-dept
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24

Goodhew, Geoffrey. "Cognition and management: Managerial cognition and organisational performance." Thesis, University of Canterbury. Business Administration, 1998. http://hdl.handle.net/10092/4363.

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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,
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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.

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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 interrel
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26

Makore, Stanford. "The role of knowledge management in organisational performance." Thesis, University of Pretoria, 2015. http://hdl.handle.net/2263/52991.

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Abstract (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
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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/.

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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 the
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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.

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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 t
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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/.

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Relative Performance Evaluation "RPE" is a performance evaluation and reward scheme which have been receiving a growing attention from academic and professionals (Holmstrom 1982, Frederickson 1992, Conyon and Gregg 1994, and Defond & Park 1999). Under RPE rewards for managers and executives are set upon their performance compared to that of their peers. Holmstrom (1982) introduced the basic model of RPE founded on agent-principal assumptions. In that model, the peers' performance was seen to provide information about the agent's unobservable effort. Fredrickson (1992) suggested that RPE could
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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.

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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 organ
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31

Moffatt, Jennifer J. "Organisational culture and performance in project based organisations operating in the Australian resources and energy sector." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/121425/1/Jennifer_Moffatt_Thesis.pdf.

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Minerals, metals and energy commodities are far more important to the Australian economy than they are to most other advanced economies. This study investigated the type of culture, and its link to financial performance, in organisations that deliver engineering projects in the resources and energy sector. The research used an existing organisational culture model to assess and describe the values, shared beliefs and management practices of these firms. The main contribution of this research is that it reveals a certain type of culture that exists in a unique organisational type in a notable a
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32

Günther, Thomas, and 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.

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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 measuremen
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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 completo
Abstract (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
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34

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.

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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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35

Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.

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Abstract (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 d
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36

Alsada, Abdulla Bader. "The impact of performance measurement systems on organisational culture." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12769.

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37

Vasilaki, Athina. "Enhancing post-acquisition organisational performance : the role of leadership." Thesis, Middlesex University, 2009. http://eprints.mdx.ac.uk/8031/.

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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 phe
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38

Oyemomi, Oluwafemi Oyedele. "The impact of organisational factors on knowledge sharing performance." Thesis, University of Plymouth, 2017. http://hdl.handle.net/10026.1/9844.

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Abstract (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
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39

Leung, Wei Lue. "Individualism, organisational identification and performance : evidence from Southern China." HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/632.

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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 c
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40

Chen, Le. "Linking Knowledge Management to Organisational Business Performance in Construction." Thesis, Griffith University, 2007. http://hdl.handle.net/10072/365181.

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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 attribute
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41

Griesel, Jakobus T. "Organisational design considerations for performance through responsibility and accountability." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52403.

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Abstract (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 respo
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42

Yu, Qionglei. "Investigating internal market orientation and organisational performance in China." Thesis, University of Sheffield, 2013. http://etheses.whiterose.ac.uk/4478/.

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Abstract (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
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43

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/.

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Abstract (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
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44

Sriruttan, Beverly. "Organisational energy and performance : relevance and implications among knowledge workers." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/27052.

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Abstract (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
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45

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.

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Abstract (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 burea
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46

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.

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Abstract (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
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47

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.

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Abstract (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
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48

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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49

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.

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Abstract (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
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50

Ajayi, Oluseyi M. "The impact of employee ambidexterity on organisational and marketing innovations : organisational context for exploiting the present and exploring for the future." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12562.

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Abstract (sommario):
Research studies on innovation tend to focus more on Process and Product Innovations (PPIs), while both Organisational and Marketing Innovations (OMIs) have been under-researched. The lack of prior research on these non-technological innovations has been attributed to poor data availability. Theoretical opinions show that OMIs could be necessary prerequisites needed to optimally utilise and deploy these PPIs. Organisational Ambidexterity (OA) has emerged to be crucial in achieving long-term organisational success. Ambidexterity in an organisational context refers to the ability to concurrently
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