You searched for subject:( Organisational Culture).
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University of Namibia
1.
Simelane, Gcinaphi.
Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
.
Degree: 2017, University of Namibia
URL: http://hdl.handle.net/11070/2847 
► The study aimed at assessing the impact of organizational culture on organizational performance in Swaziland using the Ministry of Public Service as a case study.…
(more)
▼ The study aimed at assessing the impact of organizational culture on organizational performance in Swaziland using the Ministry of Public Service as a case study. The key objectives of the study were to evaluate the existing organizational culture and its impact within the Ministry of Public Service, and to determine the organizational culture that is most effective for the Ministry of Public Service so that this informs human resource management strategies and policy. A mixed method approach that allows the use of both quantitative and qualitative methods was adopted with the aim of enhancing the robustness of the research findings. The study revealed that currently the Ministry of Public Service is characterized by a hierarchical leadership style which was rigid in terms of innovation and provision of customized solutions for its customers, particularly within government ministries. Further to that, the study also reveals that there is the absence of a roadmap that will collectively attain the ministry’s objectives. The study recommends that a match of the organizational culture with business strategy should be designed and implemented with the intent of delivering superior performance within the Ministry of Public Service. Finally, the study also recommends that leadership within Ministry of Public Service devel-ops a strategic plan to articulate the business objectives and the indicators that will effectively reflect the organizational goals.
Subjects/Keywords: Organisational culture;
Organisational performance
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Manager
APA (6th Edition):
Simelane, G. (2017). Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
. (Thesis). University of Namibia. Retrieved from http://hdl.handle.net/11070/2847
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Simelane, Gcinaphi. “Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
.” 2017. Thesis, University of Namibia. Accessed January 19, 2021.
http://hdl.handle.net/11070/2847.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Simelane, Gcinaphi. “Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
.” 2017. Web. 19 Jan 2021.
Vancouver:
Simelane G. Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
. [Internet] [Thesis]. University of Namibia; 2017. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/11070/2847.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Simelane G. Exploring the impact of organisational culture on organisational performance: The case of the Ministry of Public Service, Swaziland
. [Thesis]. University of Namibia; 2017. Available from: http://hdl.handle.net/11070/2847
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Ghana
2.
Sinabisi, W.W.
Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
.
Degree: 2019, University of Ghana
URL: http://ugspace.ug.edu.gh/handle/123456789/30904
► The concept of organisational culture and its role and effect on organisational performance gained a lot of popularity in the 1980s and has remained a…
(more)
▼ The concept of organisational culture and its role and effect on organisational performance gained a lot of popularity in the 1980s and has remained a subject matter of great interest. Scholars and organisations are interested in organisational culture for many reasons, most commonly, how it affects employee commitment, satisfaction on the job, retention, and performance. Organisational culture has a lot of implications for strategy development, implementation, and organisational performance. It is therefore little wonder that managers are also seeking to understand more and more what organisational culture is and ways to leverage it for performance.
This study’s objectives were to understand the organisational culture of Process and Plant Automation Limited, the organisation’s view of performance and the perception of the way organisational culture and performance relate to one another.
This study employed a mixed method approach using structured questionnaires and structured interviews to understand the culture of PPA LTD premised on four cultural elements namely; adaptability, involvement, mission and consistency. Organisational performance based on financial and non -financial measures of performance and the effect organisational culture has on performance are also explored.
The study found that the culture of the organisation is one of high involvement and mission. The study also found organisational culture to related positively with organisational performance and organisational performance to be a combination of both financial and non-financial indicators.
Subjects/Keywords: Organisational Culture;
Automation
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Manager
APA (6th Edition):
Sinabisi, W. W. (2019). Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
. (Masters Thesis). University of Ghana. Retrieved from http://ugspace.ug.edu.gh/handle/123456789/30904
Chicago Manual of Style (16th Edition):
Sinabisi, W W. “Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
.” 2019. Masters Thesis, University of Ghana. Accessed January 19, 2021.
http://ugspace.ug.edu.gh/handle/123456789/30904.
MLA Handbook (7th Edition):
Sinabisi, W W. “Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
.” 2019. Web. 19 Jan 2021.
Vancouver:
Sinabisi WW. Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
. [Internet] [Masters thesis]. University of Ghana; 2019. [cited 2021 Jan 19].
Available from: http://ugspace.ug.edu.gh/handle/123456789/30904.
Council of Science Editors:
Sinabisi WW. Employees’ Perception of the Impact of Organisational Culture on Performance. A Case Study of Process & Plant Automation Limited
. [Masters Thesis]. University of Ghana; 2019. Available from: http://ugspace.ug.edu.gh/handle/123456789/30904
Cranfield University
3.
Shaw, D.
The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014.
Degree: PhD, 2016, Cranfield University
URL: http://dspace.lib.cranfield.ac.uk/handle/1826/10258
;
http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.691029
► This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007…
(more)
▼ This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007 through to 2014, when it became a Bespoke Trading Entity. The factors that were examined included organisationally legitimised personal, social and geographic identity, and linguistic difference and group size. Metaphor was also used by group members to describe the relationship they had with their groups. Group size was another factor that affected group behaviour. Finally, the effects of socio-technical induction and socio-cultural integration were seen to be additional factors that allowed cultural drag to occur within DE&S. The research was an insider ethnographic study that used a qualitative, multi-factorial approach which encompassed 6 years of observations, 124 interviews, and included the analysis of appropriate DE&S policy documents. This thesis is considered to be unique because no research of this nature, or at this level, has been carried out in DE&S, the Defence Procurement Agency (DPA) and the Defence Logistics Organisation (DLO). In addition, no studies have investigated the organisational culture of DE&S, apart from Kirke (2007a unpublished), Kirke (2010), which was a published article that was informed by that pilot study. The factors that were identified combined to produce both an organisation that possessed multiple organisational cultures and one single ethos which was that of delivering equipment to troops and supporting the troops, described as ‘front-line-first’. There was also an organisational culture that was affected by both the socio-technical and socio-cultural interactions of its members and of unconscious behaviours. All of those factors acted together as a system of interactions, with different factors taking primacy depending on the organisational context, no single factor being consistently more important than any other. The ethos of “front-line-first” was embedded within the DE&S organisational culture as a value which may have been used as a metaphor for the primacy of the overarching organisational culture of supporting the front-line.
Subjects/Keywords: 302.3; Organisational culture
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Manager
APA (6th Edition):
Shaw, D. (2016). The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014. (Doctoral Dissertation). Cranfield University. Retrieved from http://dspace.lib.cranfield.ac.uk/handle/1826/10258 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.691029
Chicago Manual of Style (16th Edition):
Shaw, D. “The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014.” 2016. Doctoral Dissertation, Cranfield University. Accessed January 19, 2021.
http://dspace.lib.cranfield.ac.uk/handle/1826/10258 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.691029.
MLA Handbook (7th Edition):
Shaw, D. “The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014.” 2016. Web. 19 Jan 2021.
Vancouver:
Shaw D. The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014. [Internet] [Doctoral dissertation]. Cranfield University; 2016. [cited 2021 Jan 19].
Available from: http://dspace.lib.cranfield.ac.uk/handle/1826/10258 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.691029.
Council of Science Editors:
Shaw D. The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014. [Doctoral Dissertation]. Cranfield University; 2016. Available from: http://dspace.lib.cranfield.ac.uk/handle/1826/10258 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.691029
University of Newcastle
4.
Clarke, Christopher.
The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment.
Degree: 2015, University of Newcastle
URL: http://hdl.handle.net/1959.13/1059841
► Professional Doctorate - Doctor of Business Administration (DBA)
The purpose of this research is to explore the effects of organisational safety culture of trust, transformational…
(more)
▼ Professional Doctorate - Doctor of Business Administration (DBA)
The purpose of this research is to explore the effects of organisational safety culture of trust, transformational leadership and voice being antecedents to the safety outcomes of empowerment and commitment. Specifically, this research examines the effects of safety culture and safety performance in an undisclosed water utility corporation in Australia in order to explore the proposition that if an organisation encourages trust, leadership and voice in the context of safety culture, the organisation will benefit in meeting safety performance objectives and targets. Linear regression modelling was conducted on data sourced from a survey questionnaire. The test results indicated that there was a positive relationship between the antecedents of trust, transformational leadership and voice (i.e. representing organisational safety culture) and a commitment to achieving safety performance outcomes. The results also indicated a limited relationship between the antecedents and empowerment to achieving safety performance outcomes. Based on the outcome of this study, the researcher has presented a number of future research opportunities that would benefit in a greater understanding of the relationship between organisational safety culture and workplace safety performance within the Australian Water Industry.
Advisors/Committee Members: University of Newcastle. Faculty of Business & Law, School of Business.
Subjects/Keywords: safety culture; organisational culture
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Manager
APA (6th Edition):
Clarke, C. (2015). The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment. (Thesis). University of Newcastle. Retrieved from http://hdl.handle.net/1959.13/1059841
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Clarke, Christopher. “The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment.” 2015. Thesis, University of Newcastle. Accessed January 19, 2021.
http://hdl.handle.net/1959.13/1059841.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Clarke, Christopher. “The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment.” 2015. Web. 19 Jan 2021.
Vancouver:
Clarke C. The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment. [Internet] [Thesis]. University of Newcastle; 2015. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/1959.13/1059841.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Clarke C. The role of organisational safety culture in the Australian water industry: a review of trust, transformational leadership, voice, commitment and empowerment. [Thesis]. University of Newcastle; 2015. Available from: http://hdl.handle.net/1959.13/1059841
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of the Western Cape
5.
Ables, Sharneigh.
The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
.
Degree: 2016, University of the Western Cape
URL: http://hdl.handle.net/11394/5554
► At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar &…
(more)
▼ At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's
culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation
culture is a fundamental element to any activity in the organisation. The authors also purport that a good
organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor
organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of
organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on
organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison
Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990)
Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in
organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of
organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of…
Advisors/Committee Members: Jano, Rukhsana (advisor), du Plessis, Marieta (advisor).
Subjects/Keywords: Organisational culture;
Organisational commitment;
Denison's Organisational Culture Model
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Manager
APA (6th Edition):
Ables, S. (2016). The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
. (Thesis). University of the Western Cape. Retrieved from http://hdl.handle.net/11394/5554
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Ables, Sharneigh. “The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
.” 2016. Thesis, University of the Western Cape. Accessed January 19, 2021.
http://hdl.handle.net/11394/5554.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Ables, Sharneigh. “The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
.” 2016. Web. 19 Jan 2021.
Vancouver:
Ables S. The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
. [Internet] [Thesis]. University of the Western Cape; 2016. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/11394/5554.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Ables S. The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape
. [Thesis]. University of the Western Cape; 2016. Available from: http://hdl.handle.net/11394/5554
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Loughborough University
6.
Awojide, Dipo.
How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity.
Degree: PhD, 2015, Loughborough University
URL: http://hdl.handle.net/2134/19606
► This study is motivated by the growing influence in organisational research on the perspective of culture as a toolkit of resources from which individuals can…
(more)
▼ This study is motivated by the growing influence in organisational research on the perspective of culture as a toolkit of resources from which individuals can draw on to develop strategies of action. Research has established that ambidextrous organisations succeed both in incremental and discontinuous innovation. However, there remains a scarcity of study on how managers orchestrate ambidexterity. This thesis extends the ambidexterity research by investigating how managers orchestrate ambidextrous strategies and how these strategies are shaped by elements of the organisational culture in high technology firms. An interpretive case study approach was used to achieve the aims of the study. Focusing on two engineering projects, 55 interviews were conducted alongside documentary reviews and participant observation for 6 months at Brush Electrical Machines Ltd, UK. Analysis of the findings is conducted using thematic analysis to identify common themes and NVivo was used to draw out patterns until relationships among the emerging themes became clearer. The thesis makes important contributions to the organisational ambidexterity literature by providing useful empirically-driven insights and deconstructing the roles of middle managers in facilitating ambidexterity. The findings of the research indicate that most of the middle managers demonstrated ambidextrous behaviours. These middle level managers enabled their behaviours through diverse cultural resources selected from the organisation s cultural toolkit. Thus, important contributions are made to the literature on organisational culture, specifically on the toolkit perspectives. The thesis takes the perspective that organisational culture should be viewed as heterogeneous and not homogeneous. The study concludes by suggesting that middle management ambidextrous behaviours shaped by cultural resources may be vital for the realisation of improved or sustained competitiveness in organisations.
Subjects/Keywords: 658.4; Organisational ambidexterity; Organisational culture; Middle managers
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Manager
APA (6th Edition):
Awojide, D. (2015). How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity. (Doctoral Dissertation). Loughborough University. Retrieved from http://hdl.handle.net/2134/19606
Chicago Manual of Style (16th Edition):
Awojide, Dipo. “How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity.” 2015. Doctoral Dissertation, Loughborough University. Accessed January 19, 2021.
http://hdl.handle.net/2134/19606.
MLA Handbook (7th Edition):
Awojide, Dipo. “How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity.” 2015. Web. 19 Jan 2021.
Vancouver:
Awojide D. How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity. [Internet] [Doctoral dissertation]. Loughborough University; 2015. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/2134/19606.
Council of Science Editors:
Awojide D. How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity. [Doctoral Dissertation]. Loughborough University; 2015. Available from: http://hdl.handle.net/2134/19606
North-West University
7.
Botes, Zelma.
Investigating the role of managers in enhancing performance culture / Zelma Botes
.
Degree: 2014, North-West University
URL: http://hdl.handle.net/10394/11527
► The globalised world of business is driven by a complex mix of communication technology, consumerism and social, economic and political change. In pursuit of the…
(more)
▼ The globalised world of business is driven by a complex mix of communication technology, consumerism and social, economic and political change. In pursuit of the latest technologies, processes and systems, managers often tend to neglect their business’s organisational culture. Traditional assets and strategies can easily be copied. A business’s organisational culture is much more difficult to reproduce and can be a competitive differentiator. Businesses which deliberately manage their organisational cultures, outperform similar businesses that do not.
The performance culture in a business depends largely on the effectiveness of managers to establish an attitude of performance among employees. To achieve high performance, managers need different competencies to engage workers’ hearts and minds, as well as take advantage (in a positive way) of their physical labour. Managers who are able to create and sustain a performance culture and react to rapid change in markets and technologies, can maintain exceptional service and product quality levels despite of unpredictable business environments. Some managerial competencies are more conducive and prone to managerial effectiveness and the subsequent enhancement of a business's performance culture.
Only a few businesses worldwide are managed by the notion that a performance culture equates outstanding profits and little research exists pertaining to managerial competencies that allow managers to motivate employees, win their commitment, and ultimately enhance the business’s performance culture.
The primary objective of this study is to investigate the role of managers in enhancing performance culture. Knowledge and current perceptions of first-line managers and middle-level managers regarding the business’s performance culture (in terms of the associated business practices and employee characteristics), as well as certain related managerial competencies (such as communication, planning and administration, teamwork and emotional intelligence) were obtained.
With regard to research methodology, the study used descriptive research in the form of quantitative, self-administered questionnaires. Two questionnaires were developed and uploaded on the Survey Monkey website. Subsequently, all first-line managers and middle-level managers (employed at Amalgamated Beverage Industries (ABI), the soft drink division of The South African Breweries (Pty) Ltd) were informed of the survey via an e-mail containing a cover letter as well as the hyperlink to the relevant questionnaires. The target population in this study was obtained by means of a census. Of the 438 respondents identified for the census, 186 viable questionnaires, comprising of 73 middle-level manager and 113 first-line manager respondents, were used for statistical analysis. Data entry, tabulation and statistical analysis were done by the Statistical Consultation Services of the North-West University (Potchefstroom Campus).
The results of this study indicate that organisational culture places considerable pressure on…
Subjects/Keywords: Manager;
Competency;
Culture;
Organisational culture;
Performance culture
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Manager
APA (6th Edition):
Botes, Z. (2014). Investigating the role of managers in enhancing performance culture / Zelma Botes
. (Thesis). North-West University. Retrieved from http://hdl.handle.net/10394/11527
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Botes, Zelma. “Investigating the role of managers in enhancing performance culture / Zelma Botes
.” 2014. Thesis, North-West University. Accessed January 19, 2021.
http://hdl.handle.net/10394/11527.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Botes, Zelma. “Investigating the role of managers in enhancing performance culture / Zelma Botes
.” 2014. Web. 19 Jan 2021.
Vancouver:
Botes Z. Investigating the role of managers in enhancing performance culture / Zelma Botes
. [Internet] [Thesis]. North-West University; 2014. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10394/11527.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Botes Z. Investigating the role of managers in enhancing performance culture / Zelma Botes
. [Thesis]. North-West University; 2014. Available from: http://hdl.handle.net/10394/11527
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of South Africa
8.
Naidoo, Pervashnee.
The relationship between organisational culture and work engagement
.
Degree: 2014, University of South Africa
URL: http://hdl.handle.net/10500/14189
► In this quantitative study, undertaken in a South African information and communications technology (ICT) company, dimensions of organisational culture (measured by the South African Culture…
(more)
▼ In this quantitative study, undertaken in a South African information and communications technology (ICT) company, dimensions of
organisational culture (measured by the South African
Culture Instrument) were correlated with the dimensions of work engagement (measured by the Utrecht Work Engagement Survey), to determine whether employees’ perceptions of
organisational culture are related to their levels of work engagement. Structural equation modelling confirmed the factorial model of both measuring instruments, with most fit indices indicating the data to be a good or acceptable fit to the hypothesised model. Correlational analyses revealed a statistically significant positive relationship between each of the dimensions of
organisational culture and work engagement respectively. Regression analyses showed that leadership, management processes, and goals and objectives make the strongest statistically unique contribution in predicting the dimensions of work engagement. Since work engagement has been shown to relate to several positive work outcomes, it makes sense for organisations to increase levels of work engagement by improving their
organisational culture.
Advisors/Committee Members: Martins, Nico (advisor).
Subjects/Keywords: Work engagement;
Antecedents;
Organisational culture
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Manager
APA (6th Edition):
Naidoo, P. (2014). The relationship between organisational culture and work engagement
. (Masters Thesis). University of South Africa. Retrieved from http://hdl.handle.net/10500/14189
Chicago Manual of Style (16th Edition):
Naidoo, Pervashnee. “The relationship between organisational culture and work engagement
.” 2014. Masters Thesis, University of South Africa. Accessed January 19, 2021.
http://hdl.handle.net/10500/14189.
MLA Handbook (7th Edition):
Naidoo, Pervashnee. “The relationship between organisational culture and work engagement
.” 2014. Web. 19 Jan 2021.
Vancouver:
Naidoo P. The relationship between organisational culture and work engagement
. [Internet] [Masters thesis]. University of South Africa; 2014. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10500/14189.
Council of Science Editors:
Naidoo P. The relationship between organisational culture and work engagement
. [Masters Thesis]. University of South Africa; 2014. Available from: http://hdl.handle.net/10500/14189
University of Cape Town
9.
Train, Katherine Judith.
Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations.
Degree: Image, GSB: Faculty, 2015, University of Cape Town
URL: http://hdl.handle.net/11427/16920
► Compassion in organizations is researched as a three-stage process of collective noticing another's pain, empathic concern or feeling another's pain and taking action to ease…
(more)
▼ Compassion in organizations is researched as a three-stage process of collective noticing another's pain, empathic concern or feeling another's pain and taking action to ease their suffering, and is ascribed to the orchestration of spontaneous individual acts of compassion in accordance with specific organizational architecture. Situations with limited resources leading to resource exhaustion require further studies to address the risks and liabilities of compassion organizing (Dutton, Worline, Frost, & Lilius, 2006). South African human service organizations face resource limitations within a challenged socio-economic environment. Given these limitations, agents may experience personal distress limiting the capacity for compassion. This study examines agent capacities required for compassion capability in South African human service organizations. The research applies the ontological lens of enaction, an interpretive design, and the descriptive phenomenological method in psychology (Giorgi, 2009), adapted for human science in organizations. Data was collected, with semi-structured interviews, as concrete descriptions of experiences, from thirty-three participants, from five organizations. Eleven participants underwent multiple interviews. Intensity sampling was applied to gain understanding of information-rich cases that were intense but not extreme, maximum variation sampling to access primary themes across a range of service providers. Texts, as transcriptions of audio recordings, were analyzed applying the phenomenological reduction to search for invariant organizational behavioural meanings. Texts were read for a sense of the whole; broken down to meaning units; and transformed to phenomenological expressions of meaning. Descriptions of experiences were categorized according to empathic concern or personal distress, like experiences were grouped by organization as units of description. Units of description were compared between the organizations. The key findings were that compassion in organizations characterized by resource limitation requires special attention, particularly when agent and client share common experiences of adversity, initiating experiences of personal distress. The overcoming of personal distress requires agent capacities of individual and participatory sensemaking: identifying reaction, identifying non-verbal cues in self and other; engaging capacities of emoting, intending and urging. Sustainable practice of compassion is characterized by the intention to facilitate new sensemaking of the experience of the suffering, witnessing the suffering as well as the alleviation of suffering.
Advisors/Committee Members: April, Kurt (advisor).
Subjects/Keywords: Service industry; Organisational culture; compassion
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Manager
APA (6th Edition):
Train, K. J. (2015). Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations. (Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/16920
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Train, Katherine Judith. “Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations.” 2015. Thesis, University of Cape Town. Accessed January 19, 2021.
http://hdl.handle.net/11427/16920.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Train, Katherine Judith. “Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations.” 2015. Web. 19 Jan 2021.
Vancouver:
Train KJ. Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations. [Internet] [Thesis]. University of Cape Town; 2015. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/11427/16920.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Train KJ. Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizations. [Thesis]. University of Cape Town; 2015. Available from: http://hdl.handle.net/11427/16920
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
North-West University
10.
Swanepoel, Gert Hendrik.
Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
Degree: 2011, North-West University
URL: http://hdl.handle.net/10394/7278
► The aim of this study is to conduct a theoretical study on the foundations of trust on an intra–organisational level, while assessing the level of…
(more)
▼ The aim of this study is to conduct a theoretical study on the foundations of trust on an intra–organisational level, while assessing the level of trust and relationships present within the organisation.
Foundations of trust with respect to i) intra–organisational management and ii) peer–to– peer relations are discussed in the literature study with specific relation to sustainable competitiveness. The literature study highlights several factors that either promote or hinder intra–organisational trust.
Values can create a sustainable competitive advantage for any business, if the values are supported by the employees of the organisation on every level. Trust is one of the foundations of values – without trust there is not much on which to build an organisation that will thrive in today‘s competitive market place.
A survey consisting of two established questionnaires was distributed to determine the trust levels, as well as the attributes that are present with respect to values on an intra–organisational level. The significant differences on trust levels were identified by the empirical research and it was concluded that not all employees experience trust levels equally in the organisation. A significant effort needs to be made by management on all levels and the complete population; age, race and job category in order to foster a trusting environment.
This intra–organisational study will focus on the basic principles of trust in order to improve the trust relationships in the organisation. This effort will lift the trust relationship to extra–ordinary levels by identifying the significant problem areas and then focussing the trust–building activities on those areas.
Subjects/Keywords: Intra-organisational;
Values;
Culture;
Trust
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Manager
APA (6th Edition):
Swanepoel, G. H. (2011). Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
(Thesis). North-West University. Retrieved from http://hdl.handle.net/10394/7278
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Swanepoel, Gert Hendrik. “Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
” 2011. Thesis, North-West University. Accessed January 19, 2021.
http://hdl.handle.net/10394/7278.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Swanepoel, Gert Hendrik. “Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
” 2011. Web. 19 Jan 2021.
Vancouver:
Swanepoel GH. Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
[Internet] [Thesis]. North-West University; 2011. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10394/7278.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Swanepoel GH. Exploring interpersonal trust in a South African–based petrochemical organisation / Swanepoel G.H.
[Thesis]. North-West University; 2011. Available from: http://hdl.handle.net/10394/7278
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Delft University of Technology
11.
Van Loo, M.J. (author).
Organisational Culture and Project Partnering Performance.
Degree: 2012, Delft University of Technology
URL: http://resolver.tudelft.nl/uuid:0f0ba235-997e-4943-9a38-ec0bd0a366aa
The influence of organisational culture of the architect and contractor on project partnering performance in design and build contracts.
Design and Construction Management
Real Estate & Housing
Architecture
Advisors/Committee Members: Kooijman, D. (mentor), Lousberg, L. (mentor).Subjects/Keywords: Organisational Culture; Project Partnering Performance
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APA ·
Chicago ·
MLA ·
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CSE |
Export
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Manager
APA (6th Edition):
Van Loo, M. J. (. (2012). Organisational Culture and Project Partnering Performance. (Masters Thesis). Delft University of Technology. Retrieved from http://resolver.tudelft.nl/uuid:0f0ba235-997e-4943-9a38-ec0bd0a366aa
Chicago Manual of Style (16th Edition):
Van Loo, M J (author). “Organisational Culture and Project Partnering Performance.” 2012. Masters Thesis, Delft University of Technology. Accessed January 19, 2021.
http://resolver.tudelft.nl/uuid:0f0ba235-997e-4943-9a38-ec0bd0a366aa.
MLA Handbook (7th Edition):
Van Loo, M J (author). “Organisational Culture and Project Partnering Performance.” 2012. Web. 19 Jan 2021.
Vancouver:
Van Loo MJ(. Organisational Culture and Project Partnering Performance. [Internet] [Masters thesis]. Delft University of Technology; 2012. [cited 2021 Jan 19].
Available from: http://resolver.tudelft.nl/uuid:0f0ba235-997e-4943-9a38-ec0bd0a366aa.
Council of Science Editors:
Van Loo MJ(. Organisational Culture and Project Partnering Performance. [Masters Thesis]. Delft University of Technology; 2012. Available from: http://resolver.tudelft.nl/uuid:0f0ba235-997e-4943-9a38-ec0bd0a366aa
University of Canterbury
12.
Stuart, Lindsay.
The effect of organisational cultures and subcultures on enterprise system implementation.
Degree: PhD, Accountancy, 2013, University of Canterbury
URL: http://dx.doi.org/10.26021/5466
► Enterprise systems (ES) are important cross-business software that can be difficult to implement. A key factor impacting ES implementation lies with the influence of organisational…
(more)
▼ Enterprise systems (ES) are important cross-business software that can be difficult to implement. A key factor impacting ES implementation lies with the influence of organisational cultures and subcultures which may enable or hinder such implementations. Existing research has focused on culture as being a stable, homogenous variable and little consideration has been given to the dynamics of cultural and organisational change during ES implementations. This study uses eight cultural dimensions (Detert et al, 2000) to examine instances of dialectic conflict between opposing cultural values and how these can impact ES implementations. This study uses data drawn from four case studies of large organisations that had implemented ES. The results identified five cultural dimensions where there was evidence of a cultural conflict between each organisation and the ES implementation. The results also found evidence that different subcultures within the organisation operated in different ways to facilitate or impede the adoption of the system. The evidence showed that the implementations resulted in cultural changes within each organisation to reflect the values embedded in the ES. This research therefore provides valuable insights into the cultural effects of large-scale implementations at an organisational level and shows that such effects are not necessarily homogenous and may vary due to the cultural values of subgroups involved.
Subjects/Keywords: Enterprise systems; organisational culture; dialectics
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APA ·
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CSE |
Export
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Manager
APA (6th Edition):
Stuart, L. (2013). The effect of organisational cultures and subcultures on enterprise system implementation. (Doctoral Dissertation). University of Canterbury. Retrieved from http://dx.doi.org/10.26021/5466
Chicago Manual of Style (16th Edition):
Stuart, Lindsay. “The effect of organisational cultures and subcultures on enterprise system implementation.” 2013. Doctoral Dissertation, University of Canterbury. Accessed January 19, 2021.
http://dx.doi.org/10.26021/5466.
MLA Handbook (7th Edition):
Stuart, Lindsay. “The effect of organisational cultures and subcultures on enterprise system implementation.” 2013. Web. 19 Jan 2021.
Vancouver:
Stuart L. The effect of organisational cultures and subcultures on enterprise system implementation. [Internet] [Doctoral dissertation]. University of Canterbury; 2013. [cited 2021 Jan 19].
Available from: http://dx.doi.org/10.26021/5466.
Council of Science Editors:
Stuart L. The effect of organisational cultures and subcultures on enterprise system implementation. [Doctoral Dissertation]. University of Canterbury; 2013. Available from: http://dx.doi.org/10.26021/5466
Delft University of Technology
13.
Engelsman, H.M. (author).
Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp.
Degree: 2014, Delft University of Technology
URL: http://resolver.tudelft.nl/uuid:acd021dc-2cf0-4454-bf9a-7c6d9d887951
► In this research the long-term effect of large-scale projects on organisational effectiveness is investigated with respect to organisational structure, -culture and working approach. This study…
(more)
▼ In this research the long-term effect of large-scale projects on organisational effectiveness is investigated with respect to organisational structure, -culture and working approach. This study is potentially relevant for the Port Authorities of Rotterdam and Antwerp, for organisations inspired by Industrial Ecological solutions and for organisations in general that aim for effectiveness improvement. The Port of Rotterdam and Port of Antwerp are international seaports that are crucial for world economy; however both have a high potential for environmental impact. Over the recent years, the awareness about this impact and the number of related initiatives have been increasing within the Port Authorities. Meanwhile, dynamics of international trade drove the Port Authorities to expand their port capacity via respectively the Maasvlakte 2 and Deurganckdok. However, they experienced unfavourable but inescapable resistances, such as rejection(s) by the Council of State. Internal organisational changes took place within the Port Authorities to anticipate on the high level of project complexity and to further execute the project strategies. Specific focus was on environmental impact and stakeholder involvement. Better understanding about organisational characteristics might contribute to improvement of such anticipation in case of further port development and to the yielding of successes from internal organisational strengths. This research provides a methodological framework to identify these organisational characteristics (via typification of the organisational structure and -culture) and subsequently investigate the long-term effect of a large-scale development project on the organisational effectiveness (via analysing the change in organisational characteristics and in working approach, and the relation between them). This framework is conceived from a range of acknowledged methods, which are selected from a literature study performed within a prior determined scope. It is applied to the Port of Rotterdam and Port of Antwerp Authorities regarding respectively the Maasvlakte 2 and Deurganckdok project. Results show that the Maasvlakte 2 project had significant long-term effect in organisational structure, no apparent long-term effect in organisational culture and significant long-term effect in working approach. The Deurganckdok project had significant long-term effect in organisational structure, apparent long-term effect in organisational culture and clearly visible long-term effect in working approach. Recommendations with respect to performed research include improvement of the organisational typifications representativeness and further integration of the different framework elements. Those with respect to further research include the performance of further empirical testing of the framework usability, the integration of external factors able to influence organisational effectiveness and the investigation of framework potential as a tool along strategy development.
Industrial Ecology
Energy and…
Advisors/Committee Members: Dijkema, G.P.J. (mentor), Vellinga, T. (mentor), Slinger, J.H. (mentor), Stikkelman, R.M. (mentor).
Subjects/Keywords: organisational structure; organisational culture; port authorities; Maasvlakte 2; Deurganckdok; organisational effectiveness
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APA ·
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MLA ·
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CSE |
Export
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Manager
APA (6th Edition):
Engelsman, H. M. (. (2014). Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp. (Masters Thesis). Delft University of Technology. Retrieved from http://resolver.tudelft.nl/uuid:acd021dc-2cf0-4454-bf9a-7c6d9d887951
Chicago Manual of Style (16th Edition):
Engelsman, H M (author). “Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp.” 2014. Masters Thesis, Delft University of Technology. Accessed January 19, 2021.
http://resolver.tudelft.nl/uuid:acd021dc-2cf0-4454-bf9a-7c6d9d887951.
MLA Handbook (7th Edition):
Engelsman, H M (author). “Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp.” 2014. Web. 19 Jan 2021.
Vancouver:
Engelsman HM(. Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp. [Internet] [Masters thesis]. Delft University of Technology; 2014. [cited 2021 Jan 19].
Available from: http://resolver.tudelft.nl/uuid:acd021dc-2cf0-4454-bf9a-7c6d9d887951.
Council of Science Editors:
Engelsman HM(. Investigating the long-term effectiveness of an organisation: A methodology developed and applied to the Port Authorities of Rotterdam and Antwerp. [Masters Thesis]. Delft University of Technology; 2014. Available from: http://resolver.tudelft.nl/uuid:acd021dc-2cf0-4454-bf9a-7c6d9d887951
Queensland University of Technology
14.
Connell, Michael F.
An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness.
Degree: 2016, Queensland University of Technology
URL: https://eprints.qut.edu.au/99581/
► In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based…
(more)
▼ In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based goals. Findings are drawn from simultaneous case studies conducted over three years in two companies, one public and private. Based on the position that corporations are moral agents, a theoretical framework is developed and validated, which explains how effectiveness and goals are interrelated but separate constructs dependent on the common good of the organisation for their achievement. The thesis therefore provides a basis to understand how a corporation must not only do well but do good to be sustainable in modern society.
Subjects/Keywords: organisational effectiveness; organisational goal; business ethics; organisational paradox; organisational theory; organisational values; organisational culture; moral theory; MacIntyre
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APA ·
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MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Connell, M. F. (2016). An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness. (Thesis). Queensland University of Technology. Retrieved from https://eprints.qut.edu.au/99581/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Connell, Michael F. “An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness.” 2016. Thesis, Queensland University of Technology. Accessed January 19, 2021.
https://eprints.qut.edu.au/99581/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Connell, Michael F. “An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness.” 2016. Web. 19 Jan 2021.
Vancouver:
Connell MF. An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness. [Internet] [Thesis]. Queensland University of Technology; 2016. [cited 2021 Jan 19].
Available from: https://eprints.qut.edu.au/99581/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Connell MF. An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness. [Thesis]. Queensland University of Technology; 2016. Available from: https://eprints.qut.edu.au/99581/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
15.
Paajanen, Sari.
Developing dialogue and a culture of trust in an expert organisation.
Degree: 2019, Theseus
URL: http://www.theseus.fi/handle/10024/262047
► This action research focused on the organisational culture change process inside an expert team of eight members. It investigated how to rebuild and reinforce a…
(more)
▼ This action research focused on the organisational culture change process inside an expert team of eight members. It investigated how to rebuild and reinforce a culture of trust and open dialogue between the team and the management. The context and the relevance of the research topic arose both, from the requirements of the management, and the new operating circumstances.
The research question was How to develop dialogue and culture of trust in an expert organisation? The theoretical frame offers usable ideas and tools for the regeneration of trust and change process. The chosen empirical action research strategy and process offered answers and solution alternatives to the problem by using an integration of multiple qualitative and quantitative research methods. These were suitable for practical problems and analyses and improvements to implement in the team.
The research included two mixed method anonymous web surveys with an open and closed questionnaire. Semi-structured theme interviews were conducted in the team. The author’s diary and memoranda were also included to the research data. The final themes and interventions for change originated from the participants. The interventions were carried out in close co-operation with the team. The author concentrated on solving the two main obstacles: the lack of open dialogue in communication and the lack of internal trust.
During the six-month research and development process both openness (open dialogue and co-operation) and trust increased (+29% and +28%, respectively) between team members and management. For example, co-operation and trust were fostered by offering more possibilities to work together in collective material preparing, meeting colleagues, and executing more demanding tasks. The team leader purposefully orchestrated more win-win situations for the team and management. Attention was also paid to avoidance of personal stress and micromanagement culture.
The research is partly adaptable to expert organisations having a need to reshape an organisation culture of authoritarian management style towards 21st century market and co-operative expert culture
Subjects/Keywords: expert organisations; organisational culture; organisational culture change; leadership; dialogue; trust
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APA ·
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Manager
APA (6th Edition):
Paajanen, S. (2019). Developing dialogue and a culture of trust in an expert organisation. (Thesis). Theseus. Retrieved from http://www.theseus.fi/handle/10024/262047
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Paajanen, Sari. “Developing dialogue and a culture of trust in an expert organisation.” 2019. Thesis, Theseus. Accessed January 19, 2021.
http://www.theseus.fi/handle/10024/262047.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Paajanen, Sari. “Developing dialogue and a culture of trust in an expert organisation.” 2019. Web. 19 Jan 2021.
Vancouver:
Paajanen S. Developing dialogue and a culture of trust in an expert organisation. [Internet] [Thesis]. Theseus; 2019. [cited 2021 Jan 19].
Available from: http://www.theseus.fi/handle/10024/262047.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Paajanen S. Developing dialogue and a culture of trust in an expert organisation. [Thesis]. Theseus; 2019. Available from: http://www.theseus.fi/handle/10024/262047
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of South Africa
16.
Naik, Nicole Avril.
Organisational culture and organisational commitment in a consulting firm
.
Degree: 2011, University of South Africa
URL: http://hdl.handle.net/10500/13348
► The general aim of this study was to determine whether there is a relationship between organisational culture and organisational commitment in a consulting firm in…
(more)
▼ The general aim of this study was to determine whether there is a relationship between
organisational culture and
organisational commitment in a consulting firm in South Africa.
A quantitative, cross-sectional survey design was used on a non-probability sample (n=68)
from an identified consulting firm in South Africa, utilising the
Organisational Culture
Questionnaire (Harrison & Stokes, 1992) and
Organisational Commitment Scale (Meyer &
Allen, 1997). The results were analysed using Pearson’s correlation analysis and indicated
that there is no relationship between
organisational culture and
organisational commitment
in the consulting firm
Advisors/Committee Members: Van der Westhuizen, Sanet (advisor), Levin, Madia (advisor).
Subjects/Keywords: Organisational culture;
Organisational commitment;
Existing culture;
Preferred culture;
Consulting firm;
Affective commitment;
Power culture
Record Details
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APA ·
Chicago ·
MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Naik, N. A. (2011). Organisational culture and organisational commitment in a consulting firm
. (Masters Thesis). University of South Africa. Retrieved from http://hdl.handle.net/10500/13348
Chicago Manual of Style (16th Edition):
Naik, Nicole Avril. “Organisational culture and organisational commitment in a consulting firm
.” 2011. Masters Thesis, University of South Africa. Accessed January 19, 2021.
http://hdl.handle.net/10500/13348.
MLA Handbook (7th Edition):
Naik, Nicole Avril. “Organisational culture and organisational commitment in a consulting firm
.” 2011. Web. 19 Jan 2021.
Vancouver:
Naik NA. Organisational culture and organisational commitment in a consulting firm
. [Internet] [Masters thesis]. University of South Africa; 2011. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10500/13348.
Council of Science Editors:
Naik NA. Organisational culture and organisational commitment in a consulting firm
. [Masters Thesis]. University of South Africa; 2011. Available from: http://hdl.handle.net/10500/13348
University of Manchester
17.
Ayawongs, Ake.
A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand.
Degree: Thesis (D.B.A.), 2014, University of Manchester
URL: https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html
;
http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603277
► The focus of this doctoral research is on advancing knowledge of what managers can do to address the issues of corporate cultural differences in mergers…
(more)
▼ The focus of this doctoral research is on advancing knowledge of what managers can do to address the issues of corporate cultural differences in mergers and acquisitions (M&A). Despite decades of experience, the rate of M&A failure remains high globally. The root causes of these failures have pointed to inadequate strategic deal theses, excessive purchase prices paid, and poor pre- and post-integration management. Human and cultural factors have also been blamed for these failures. Significant research effort has been expended in raising the importance of human factors and the issue of culture fit in M&A. However, research results have remained ambiguous. Extant organisational M&A culture research has largely focused on examining the role of culture in M&A and its impact on M&A performance. How to address organisational culture differences in M&A is much less studied. Only a small handful of scholars, consultants and practitioners have attempted to prescribe corporate culture alignment guidelines that are either too generic or prescriptive. Managers remain unclear as to how to manage cultural differences in M&A.The research sets out to address how managers can effectively moderate the effects of corporate cultural differences on M&A performance in domestic M&A. It aims to develop a practical M&A corporate culture alignment model for managers tasked with addressing the effects of corporate cultural differences in M&A. It also focuses on addressing the issues of single-layered acculturation of corporate cultures in isolation from the perplexing issues of double-layered acculturation between national and corporate cultures in cross-border transactions. The researcher adopted a qualitative case study research method to deliver on the research objectives within the doctoral research timeframe. He selected a sample of four domestic M&A case studies in Thailand where he is located. Each case study was free of issues related to national cultural differences. The researcher was able to draw rich information and insights from interviewing a total of 50 senior executives, middle managers and staff across case studies. The main research findings provide managers with an improved understanding of the roles of corporate culture on M&A performance and a practical and repeatable five-phase M&A corporate culture alignment model (‘5-D’). The model offers a planned step-by-step change approach, key objectives, and suggested tools and templates that help guide managers to effectively moderate the effects of corporate culture differences in domestic M&A from pre-to post-M&A stages. The model also provides strategic choices and implementation guidelines for managers to consider in addressing the emergent nature of acculturation and change in M&A integration situations. The effectiveness of this exploratory model shall be further tested in future qualitative and quantitative studies. The empirical testing of the research recommendations has already begun with a number of recent M&A projects in Asia outside of this research.
Subjects/Keywords: 658.4; Culture Integration; Culture Alignment; Culture Change; Organisational Culture; Organisational Change; Mergers & Acquisitions; M&A
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Manager
APA (6th Edition):
Ayawongs, A. (2014). A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand. (Doctoral Dissertation). University of Manchester. Retrieved from https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603277
Chicago Manual of Style (16th Edition):
Ayawongs, Ake. “A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand.” 2014. Doctoral Dissertation, University of Manchester. Accessed January 19, 2021.
https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603277.
MLA Handbook (7th Edition):
Ayawongs, Ake. “A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand.” 2014. Web. 19 Jan 2021.
Vancouver:
Ayawongs A. A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand. [Internet] [Doctoral dissertation]. University of Manchester; 2014. [cited 2021 Jan 19].
Available from: https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603277.
Council of Science Editors:
Ayawongs A. A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand. [Doctoral Dissertation]. University of Manchester; 2014. Available from: https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603277
Queensland University of Technology
18.
Apelt, Christina L.
Organisational change in public organisations.
Degree: 2014, Queensland University of Technology
URL: https://eprints.qut.edu.au/73086/
► This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of…
(more)
▼ This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
Subjects/Keywords: organisational change; organisational culture; publicness; organisational goals; bureaucracy; public sector change; stakeholder engagement; managing conflict; organisational structure; organisational environment
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APA ·
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Manager
APA (6th Edition):
Apelt, C. L. (2014). Organisational change in public organisations. (Thesis). Queensland University of Technology. Retrieved from https://eprints.qut.edu.au/73086/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Apelt, Christina L. “Organisational change in public organisations.” 2014. Thesis, Queensland University of Technology. Accessed January 19, 2021.
https://eprints.qut.edu.au/73086/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Apelt, Christina L. “Organisational change in public organisations.” 2014. Web. 19 Jan 2021.
Vancouver:
Apelt CL. Organisational change in public organisations. [Internet] [Thesis]. Queensland University of Technology; 2014. [cited 2021 Jan 19].
Available from: https://eprints.qut.edu.au/73086/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Apelt CL. Organisational change in public organisations. [Thesis]. Queensland University of Technology; 2014. Available from: https://eprints.qut.edu.au/73086/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Universiteit Utrecht
19.
Pannatier, M.J.
Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions.
Degree: 2014, Universiteit Utrecht
URL: http://dspace.library.uu.nl:8080/handle/1874/297349
► Sustainable development has become an increasingly recognised issue worldwide. Many companies have decided to act and tackle the issues of sustainable development. In order to…
(more)
▼ Sustainable development has become an increasingly recognised issue worldwide. Many companies have decided to act and tackle the issues of sustainable development. In order to do so, enterprises around the world started to implement Corporate Sustainability practices inside their business strategies. This development was particularly wide in developed countries. Many studies have been conducted to assess this phenomenon in industrialised countries but not much in developing countries. Thus, the aim of the research was to evaluate the sustainability strategies of a Colombian SME and its performance in practice and explain how the social system factors contribute to the gap.
So as to answer the research question, the LEAP FROCS framework was developed. The framework rests upon five dimensions: sustainability KPIs, time,
organisational structure, learning and
culture. A holistic approach on sustainability was used to interlink the theories of the five-dimensional framework.
A single case study in a Colombian SME of the manufacturing sector was used to investigate the gap between vision and actions. The data was gathered thanks to 15 semi-structured interviews representing every level of the
organisational structure and participatory observation.
The creation of 30 integration items enabled to analyse how sustainability was implemented within the company: 11 were found unsuccessful, 12 slightly successful, 2 partly successful and 5 fully successful. The findings revealed that the SME had no vision or mission on sustainability. Although the company did not develop any Corporate Sustainability Strategies (CSS), the large amount of CS initiatives prove that the enterprise is really active in the area of sustainability. The social focus towards its employees and local community demonstrates its orientation towards a philanthropic approach rather than a business strategy approach. Results also show that integration items have been successfully implemented in
organisational learning and structure; however, most of the integration items got stuck at the artifact or value level of the
organisational culture. It was concluded that the company experienced a gap between its vision on CS initiatives and their realisation in practice. The gap was associated to the lack of communication skills of the leader and the lack of behavioural attitudes among the employees of the firm.
Advisors/Committee Members: W.J. Vermeulen,, Dr., Baumgartner, Dr. R., Witjes, S..
Subjects/Keywords: Corporate Sustainability; LEAP FROCS framework; integration item; organisational structure; organisational learning; organisational culture
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CSE |
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Manager
APA (6th Edition):
Pannatier, M. J. (2014). Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions. (Masters Thesis). Universiteit Utrecht. Retrieved from http://dspace.library.uu.nl:8080/handle/1874/297349
Chicago Manual of Style (16th Edition):
Pannatier, M J. “Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions.” 2014. Masters Thesis, Universiteit Utrecht. Accessed January 19, 2021.
http://dspace.library.uu.nl:8080/handle/1874/297349.
MLA Handbook (7th Edition):
Pannatier, M J. “Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions.” 2014. Web. 19 Jan 2021.
Vancouver:
Pannatier MJ. Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions. [Internet] [Masters thesis]. Universiteit Utrecht; 2014. [cited 2021 Jan 19].
Available from: http://dspace.library.uu.nl:8080/handle/1874/297349.
Council of Science Editors:
Pannatier MJ. Corporate Sustainability practices in SMEs in Colombia - A case study from the manufacturing sector to assess the gap between vision and actions. [Masters Thesis]. Universiteit Utrecht; 2014. Available from: http://dspace.library.uu.nl:8080/handle/1874/297349
Queensland University of Technology
20.
Devine, Michael Joseph.
The dynamic processes of visual, corporate, and organisational identity : an exploratory study.
Degree: 2010, Queensland University of Technology
URL: https://eprints.qut.edu.au/39130/
► The purpose of this study is to contribute to the cross-disciplinary body of literature of identity and organisational culture. This study empirically investigated the Hatch…
(more)
▼ The purpose of this study is to contribute to the cross-disciplinary body of literature of identity and organisational culture. This study empirically investigated the Hatch and Schultz (2002) Organisational Identity Dynamics (OID) model to look at linkages between identity, image, and organisational culture. This study used processes defined in the OID model as a theoretical frame by which to understand the relationships between actual and espoused identity manifestations across visual identity, corporate identity, and organisational identity. The linking processes of impressing, mirroring, reflecting, and expressing were discussed at three unique levels in the organisation.
The overarching research question of How does the organisational identity dynamics process manifest itself in practice at different levels within an organisation? was used as a means of providing empirical understanding to the previously theoretical OID model. Case study analysis was utilised to provide exploratory data across the organisational groups of: Level A - Senior Marketing and Corporate Communications Management, Level B - Marketing and Corporate Communications Staff, and Level C - Non-Marketing Managers and Employees. Data was collected via 15 in-depth interviews with documentary analysis used as a supporting mechanism to provide triangulation in analysis. Data was analysed against the impressing, mirroring, reflecting, and expressing constructs with specific criteria developed from literature to provide a detailed analysis of each process.
Conclusions revealed marked differences in the ways in which OID processes occurred across different levels with implications for the ways in which VI, CI, and OI interact to develop holistic identity across organisational levels. Implications for theory detail the need to understand and utilise cultural understanding in identity programs as well as the value in developing identity communications which represent an actual rather than an espoused position.
Subjects/Keywords: corporate identity; organisational identity; organisational culture; organisational identity dynamics; corporate level marketing
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Manager
APA (6th Edition):
Devine, M. J. (2010). The dynamic processes of visual, corporate, and organisational identity : an exploratory study. (Thesis). Queensland University of Technology. Retrieved from https://eprints.qut.edu.au/39130/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Devine, Michael Joseph. “The dynamic processes of visual, corporate, and organisational identity : an exploratory study.” 2010. Thesis, Queensland University of Technology. Accessed January 19, 2021.
https://eprints.qut.edu.au/39130/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Devine, Michael Joseph. “The dynamic processes of visual, corporate, and organisational identity : an exploratory study.” 2010. Web. 19 Jan 2021.
Vancouver:
Devine MJ. The dynamic processes of visual, corporate, and organisational identity : an exploratory study. [Internet] [Thesis]. Queensland University of Technology; 2010. [cited 2021 Jan 19].
Available from: https://eprints.qut.edu.au/39130/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Devine MJ. The dynamic processes of visual, corporate, and organisational identity : an exploratory study. [Thesis]. Queensland University of Technology; 2010. Available from: https://eprints.qut.edu.au/39130/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of South Africa
21.
Latchigadu, Chantal Micaela.
Relationship between organisational culture and organisational commitment
.
Degree: 2016, University of South Africa
URL: http://hdl.handle.net/10500/21034
► Corporate culture is believed to be integral to organisational success and sustainability. This research study was conducted according to a humanistic, positive psychology and an…
(more)
▼ Corporate
culture is believed to be integral to
organisational success and sustainability. This research study was conducted according to a humanistic, positive psychology and an open systems paradigm in order to examine the theoretical relationship between
organisational culture and
organisational commitment.
The quantitative measuring instruments used for data collection were the Harrison and Stokes
organisational culture questionnaire (OCQ) and Allen and Meyer’s
organisational commitment scale (OCS). The empirical study involved respondents from a selected IT company in the KwaZulu-Natal region.
This study revealed that there was no significant relationship between
organisational culture and
organisational commitment. However, there was a difference between the existing and preferred power
culture as well as the existing and preferred role
culture dimensions.
The main recommendation for this study is that the selected IT company should set stretch targets with a focus on common vision, purpose and company values, with a strong emphasis on creating meaningful rewards for top performers at both individual and team level.
Advisors/Committee Members: Martins, Nico (advisor).
Subjects/Keywords: Organisational culture dimensions;
Organisational culture;
Organisational commitment;
Existing organisational culture;
Preferred organisational culture;
Power culture;
Role culture;
Support culture;
Affective commitment;
Normative commitment;
Continuance commitment and corporate culture;
Organisational commitment dimensions
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APA ·
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Manager
APA (6th Edition):
Latchigadu, C. M. (2016). Relationship between organisational culture and organisational commitment
. (Masters Thesis). University of South Africa. Retrieved from http://hdl.handle.net/10500/21034
Chicago Manual of Style (16th Edition):
Latchigadu, Chantal Micaela. “Relationship between organisational culture and organisational commitment
.” 2016. Masters Thesis, University of South Africa. Accessed January 19, 2021.
http://hdl.handle.net/10500/21034.
MLA Handbook (7th Edition):
Latchigadu, Chantal Micaela. “Relationship between organisational culture and organisational commitment
.” 2016. Web. 19 Jan 2021.
Vancouver:
Latchigadu CM. Relationship between organisational culture and organisational commitment
. [Internet] [Masters thesis]. University of South Africa; 2016. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10500/21034.
Council of Science Editors:
Latchigadu CM. Relationship between organisational culture and organisational commitment
. [Masters Thesis]. University of South Africa; 2016. Available from: http://hdl.handle.net/10500/21034
University of Wollongong
22.
Heidrich, Deanne Lee.
Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours.
Degree: Masters of
Research, 2014, University of Wollongong
URL: 1503
BUSINESS
AND
MANAGEMENT
;
https://ro.uow.edu.au/theses/4205
► Organisational change, including organisational restructures, impact on the culture of organisations, often negatively. Negative organisational cultures impact on organisational performance. There is a myriad…
(more)
▼ Organisational change,
including organisational restructures, impact on the
culture of organisations, often negatively. Negative
organisational cultures impact on organisational
performance. There is a myriad of literature pertaining
to organisational change and organisational culture,
however there is a relative scarcity of studies on how
organisations can ensure change is successful and
sustainable without impacting negatively on the culture
and performance of the organisation. This study explores
the links between a) how cultural change is best
achieved, b) who is best to lead the change and c) what
method should be utilised. The exploration results in a
framework which can be utilised to minimise the negative
impact of organisational change on organisational culture
and organisational performance (although this is not
tested here), by utilising the middle manager’s
understanding and replication of positive deviance
behaviours as an intervention to influence organisational
culture positively. A longitudinal
mixed methodology was undertaken to ascertain if middle
managers in a New South Wales Local Government
Organisation, undergoing major organisational change,
could influence the organisational culture positively.
The intervention of understanding and replicating
positive deviance by middle managers was introduced
through an action research process. To verify if the
intervention resulted in a positive organisational
culture, baseline and post-test cultural analysis was
undertaken utilising the Organisational Culture Index
tool. The practical and theoretical
outcomes of the study are significant for organisations.
First, this study demonstrates to organisations that
extensive change is possible while maintaining, or even
improving organisational culture. These benefits are
achieved through the use of positive deviance, the
application of which is discussed in this thesis. Second,
the paper provides a contribution to theory through the
discovery of a potential Australian social effect which
should be considered when developing a cultural change
design. Australia’s cut down tall poppies and belittle
their achievements. The current body of knowledge is
limited in studies which explore the social effect of
tall poppies and their negative impact on the success of
organisational culture change initiatives and
organisational
performance.
Subjects/Keywords: Organisational Culture; Organisational Change; Positive Deviance; Opportunity-Centred
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APA ·
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MLA ·
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Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Heidrich, D. L. (2014). Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours. (Masters Thesis). University of Wollongong. Retrieved from 1503 BUSINESS AND MANAGEMENT ; https://ro.uow.edu.au/theses/4205
Chicago Manual of Style (16th Edition):
Heidrich, Deanne Lee. “Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours.” 2014. Masters Thesis, University of Wollongong. Accessed January 19, 2021.
1503 BUSINESS AND MANAGEMENT ; https://ro.uow.edu.au/theses/4205.
MLA Handbook (7th Edition):
Heidrich, Deanne Lee. “Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours.” 2014. Web. 19 Jan 2021.
Vancouver:
Heidrich DL. Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours. [Internet] [Masters thesis]. University of Wollongong; 2014. [cited 2021 Jan 19].
Available from: 1503 BUSINESS AND MANAGEMENT ; https://ro.uow.edu.au/theses/4205.
Council of Science Editors:
Heidrich DL. Insights into middle managers influence on
organisational culture during change: understanding and
replicating positive deviance behaviours. [Masters Thesis]. University of Wollongong; 2014. Available from: 1503 BUSINESS AND MANAGEMENT ; https://ro.uow.edu.au/theses/4205
University of Adelaide
23.
Koh, Hock-Tee.
Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities.
Degree: 2011, University of Adelaide
URL: http://hdl.handle.net/2440/66097
► The study is concerned with why some organisations, when dealing with their dynamic external environmental conditions, can achieve high organisational performance, while many others failed…
(more)
▼ The study is concerned with why some organisations, when dealing with their dynamic external environmental conditions, can achieve high
organisational performance, while many others failed to cope. The literature review emphasised the formulation-implementation balance rather than strategy formulation as an important
organisational dimension. This dimension has been relatively neglected compared to the emphasis research and organisations have placed on strategy formulation. The literature review also emphasised a receptive
culture and proactive capabilities as important
organisational dimensions in the pursuit of high
organisational performance. The study defined receptive
culture to include the
organisational factors autonomous orientation and improvement orientation. The study also defined proactive capabilities to include the
organisational factors adaptive capability, innovative capability and external intelligence capability. A research model of factors associated with high
organisational performance was developed and research hypotheses were advanced with particular emphasis on the importance of the formulation-implementation balance, receptive
culture and proactive
capabilities. Structural Equation Modelling was used. The research targeted organisations based in Singapore. The study found that a receptive
culture, as a particular type of
organisational culture, has an important strategic implementation role for high
organisational performance. The results showed that autonomous orientation in isolation might not be useful to an organisation, but would help an organisation to perform when working in combination with improvement orientation, adaptive capability or innovative capability. The results also showed that organisations would stand a better chance of achieving
organisational high performance when improvement orientation is nurtured. The study also found that proactive capabilities, as a particular set of dynamic capabilities, have an important strategic implementation role for high
organisational performance. The results showed that the chance of achieving high
organisational performance improves with the employment of adaptive capability. The research found that employing innovative capability in isolation did not affect
organisational performance, but innovative capability would help an organisation to perform when used in combination with adaptive capability. The results further showed that the
employment of external intelligence capability would need to be coupled with improvement orientation, adaptive capability or innovative capability in order for it to be useful to organisations. However, the study did not support the importance of formulation-implementation balance for high
organisational performance. Overall, the study demonstrated that
organisational performance can be explained by the type of
organisational culture and capabilities on which managers place emphasis. For achieving high
organisational performance, organizations need to place an emphasis on nurturing a receptive
culture in order…
Advisors/Committee Members: Hubbard, Graham Lindsay (advisor), Seet, Pi-Shen (advisor), Tan, Joo-Seng (advisor), Business School (school).
Subjects/Keywords: high organisational performance; strategy implementation; organisational culture; dynamic capabilities
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APA ·
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MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Koh, H. (2011). Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities. (Thesis). University of Adelaide. Retrieved from http://hdl.handle.net/2440/66097
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Koh, Hock-Tee. “Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities.” 2011. Thesis, University of Adelaide. Accessed January 19, 2021.
http://hdl.handle.net/2440/66097.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Koh, Hock-Tee. “Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities.” 2011. Web. 19 Jan 2021.
Vancouver:
Koh H. Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities. [Internet] [Thesis]. University of Adelaide; 2011. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/2440/66097.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Koh H. Achieving high organisational performance: an examination of the importance of formulation-implementation balance, receptive culture and proactive capabilities. [Thesis]. University of Adelaide; 2011. Available from: http://hdl.handle.net/2440/66097
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
North-West University
24.
Strydom, Anél.
The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
.
Degree: 2008, North-West University
URL: http://hdl.handle.net/10394/4007
► In the past fourteen years, South African business has experienced a period of significant transformation. The absorption of previously disadvantaged employees into higher skilled jobs…
(more)
▼ In the past fourteen years, South African business has experienced a period of significant transformation. The absorption of previously disadvantaged employees into higher skilled jobs is being nudged by measures such as employment equity legislation and affirmative action. Even though previously excluded racial and ethnic groups are being empowered and incorporated into management structures, overall progress has been slow.
The research organisation seems to be a microcosm of the macro-environment with regard to the advancement of previously disadvantaged employees, consisting primarily of white employees (66%). Designated employees are represented in much smaller numbers: Indian (15%), African (15%) and Coloured (4%).The objective of this research was to gain an understanding of how designated employees experience working in a predominantly white business unit.
Applying a qualitative research design, anecdote circles were used to facilitate the informal sharing of experiences amongst peers. Twelve individuals partook in the anecdote circles and 59 anecdotes were gathered. Interpretative Phenomenological Analysis was used to extract themes.
Thirty-two themes were identified in the anecdotes that were grouped into seven super-ordinate themes: A debilitating organisational culture; A constructive work environment; Poor orientation and integration into the business unit; Demanding consultant role; Dissatisfaction with careers: Difficulty in handling the typical demanding client profile and Involved management style.
Results indicate that designated employees find the organisational culture restrictive due to the bureaucratic nature of the organisation, the insensitivity towards cultural differences, the impersonal atmosphere in the organisation; the excessive use of acronyms; poor communication and ineffective support structures.
In contrast they have a positive view of their work environment which is seen as flexible, with plenty opportunities for development and high standards of work. Good teamwork exists with designated employees receiving a lot of support from their project team members.
Results show that designated employees experience poor orientation in the business unit, which results in a lack of knowledge regarding processes, tools, and ideal behaviour. They are left to find this information out for themselves and this leads to poor integration into the business unit.
Designated employees find their role as consultant very demanding. They experience a lot of pressure on projects and are concerned about others' impression of them. They feel empowered in certain areas of their work life and enjoy taking responsibility for their work and development.
Designated employees are dissatisfied with the direction that their careers are taking and feel frustrated by the lack of career advancement. They do not believe their managers have the power to address their concerns regarding their career. Furthermore they equate career progression with financial gain and this adds to their frustration regarding their careers.…
Subjects/Keywords: Designated employee;
Diversity management;
Organisational culture;
Organisational climate;
Interpretative phenomenological analysis
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APA (6th Edition):
Strydom, A. (2008). The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
. (Thesis). North-West University. Retrieved from http://hdl.handle.net/10394/4007
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Strydom, Anél. “The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
.” 2008. Thesis, North-West University. Accessed January 19, 2021.
http://hdl.handle.net/10394/4007.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Strydom, Anél. “The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
.” 2008. Web. 19 Jan 2021.
Vancouver:
Strydom A. The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
. [Internet] [Thesis]. North-West University; 2008. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10394/4007.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Strydom A. The experiences of designated employees in a predominantly white consulting business unit / A. Strydom
. [Thesis]. North-West University; 2008. Available from: http://hdl.handle.net/10394/4007
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Brunel University
25.
Nazarian, Alireza.
The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran.
Degree: PhD, 2013, Brunel University
URL: http://bura.brunel.ac.uk/handle/2438/8026
;
http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589986
► Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of…
(more)
▼ Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly…
Subjects/Keywords: 658; Organisational effectiveness; Private sector organisations; Organisational culture
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Manager
APA (6th Edition):
Nazarian, A. (2013). The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran. (Doctoral Dissertation). Brunel University. Retrieved from http://bura.brunel.ac.uk/handle/2438/8026 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589986
Chicago Manual of Style (16th Edition):
Nazarian, Alireza. “The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran.” 2013. Doctoral Dissertation, Brunel University. Accessed January 19, 2021.
http://bura.brunel.ac.uk/handle/2438/8026 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589986.
MLA Handbook (7th Edition):
Nazarian, Alireza. “The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran.” 2013. Web. 19 Jan 2021.
Vancouver:
Nazarian A. The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran. [Internet] [Doctoral dissertation]. Brunel University; 2013. [cited 2021 Jan 19].
Available from: http://bura.brunel.ac.uk/handle/2438/8026 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589986.
Council of Science Editors:
Nazarian A. The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran. [Doctoral Dissertation]. Brunel University; 2013. Available from: http://bura.brunel.ac.uk/handle/2438/8026 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589986
26.
Mphaphuli, Edzani Brenda.
Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge.
Degree: Image, Health Policy and Systems Division, 2017, University of Cape Town
URL: http://hdl.handle.net/11427/26892
► Context: The Western Cape Province's Department of Health, South Africa, implemented a complex intervention aimed at changing organisational culture across health facilities in the province…
(more)
▼ Context: The Western Cape Province's Department of Health, South Africa, implemented a complex intervention aimed at changing
organisational culture across health facilities in the province called the C²AIR² club challenge, in phases, starting from August 2013 and was still ongoing in 2016 at the time of the research. A group of front-line staff from each participating health facility called C²AIR² club champions were capacitated to implement the intervention in their respective facilities. This study aimed to explored the process of introduction, diffusion, adoption and implementation of the C²AIR² club challenge in one of the primary health facilities where the challenge was implemented, using a diffusion of innovation lens. Methods: We examined the process of implementing the C²AIR² club and the contextual and other factors that constrained and enabled this process. Working in one primary health care facility selected as a representative case, we explored the experiences of the champions and other staff members of the C²AIR² club. Our methods included 21 in-depth interviews, informal conversations, document review, and non-participant observation. Results: Innovation-fit, leadership, champions, adopters' characteristics, and contextual issues were the main factors that influenced the spread of the C²AIR² club. Contextual issues particularly those related to resource constraints played a central role in determining the successful spread of the complex
organisational culture change intervention. Sufficiently trained champions could successfully spread the intervention without onsite external change consultants' facilitation, however this took time and caution should be taken not to evaluate implementation success too early. Involvement of not only top leadership but of all other multi-levels and multi-disciplines facilitated the spread of the intervention. Conclusions: When introducing an innovation like the C²AIR² club challenge the impact of which is not immediate neither tangible, in an organisation where there are tangible problems such as lack of working space, staff shortages and shortages in working equipment, it is important that efforts are made to address these immediate challenges and where they cannot be addressed that this is openly acknowledged by the implementers and management. If this is not considered,
organisational members are likely to acknowledge the innovation as a good initiative but one that they would not actively rally around as it does not speak to their problems.
Advisors/Committee Members: Gilson, Lucy (advisor).
Subjects/Keywords: Health Systems; Organisational culture; change intervention; organisational champions
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Manager
APA (6th Edition):
Mphaphuli, E. B. (2017). Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge. (Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/26892
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Mphaphuli, Edzani Brenda. “Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge.” 2017. Thesis, University of Cape Town. Accessed January 19, 2021.
http://hdl.handle.net/11427/26892.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Mphaphuli, Edzani Brenda. “Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge.” 2017. Web. 19 Jan 2021.
Vancouver:
Mphaphuli EB. Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge. [Internet] [Thesis]. University of Cape Town; 2017. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/11427/26892.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Mphaphuli EB. Exploring the introduction of a complex intervention in primary health care facilities in the Western Cape: A single site exploratory case study of the C²AIR² club challenge. [Thesis]. University of Cape Town; 2017. Available from: http://hdl.handle.net/11427/26892
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Cape Town
27.
Farmer-Brent, Garret.
Exploring the relationship between organisational culture, brand, and word-of-mouth referral.
Degree: MA, Centre for Film and Media Studies, 2019, University of Cape Town
URL: http://hdl.handle.net/11427/31506
► The culture within an organisation affects organisational performance in a myriad of ways, but the existing research was found by this paper to only examine…
(more)
▼ The
culture within an organisation affects
organisational performance in a myriad of ways, but the existing research was found by this paper to only examine
organisational culture’s effect on profitability. This narrow view creates a gap between
culture as a starting point for performance, and profitability as an ultimate endpoint. What about everything in between that
culture has an effect on? Rather than examining
organisational culture in terms of how it influences profitability, this study looks at how
organisational culture influences an aspect
organisational performance, specifically: its effect on brand image or on word-of-mouth referral. To do so, this paper unpacks a causal chain of influences in four chapters. The research here shows how that employees situated within the
culture influences customers to promise to refer the organisation to their social connections. The literature shows that
organisational culture is a context that influences most facets of business, and this context is used as a filter by employees to understand how they should behave and what they should value. This paper proposes that employees receive internal brand communications within the context of the
culture. Then, they conduct their service actions according to what is expected of them within this context. Customers who interact with these employees are then coming into contact with the
organisational by the proxy of customer-facing employees. These interactions between customers and employees are what causes the customer to enjoy the service experience or not. The theory shows that when a service experience is enjoyed, there is likelihood of positive word-of-mouth referral. This paper correlates that and proposes that when there is a strong degree of alignment in
organisational culture, employees receive internal brand communications and conduct their service actions in strong alignment of what is expected of them. This leads to customers perceiving the organisation in a way that is favourable and causes a significant number of customers to promise to recommend the organisation.
Advisors/Committee Members: Irwin, Ronald (advisor).
Subjects/Keywords: Organisational culture; internal branding; brand image; brand advocacy; organisational performance
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Manager
APA (6th Edition):
Farmer-Brent, G. (2019). Exploring the relationship between organisational culture, brand, and word-of-mouth referral. (Masters Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/31506
Chicago Manual of Style (16th Edition):
Farmer-Brent, Garret. “Exploring the relationship between organisational culture, brand, and word-of-mouth referral.” 2019. Masters Thesis, University of Cape Town. Accessed January 19, 2021.
http://hdl.handle.net/11427/31506.
MLA Handbook (7th Edition):
Farmer-Brent, Garret. “Exploring the relationship between organisational culture, brand, and word-of-mouth referral.” 2019. Web. 19 Jan 2021.
Vancouver:
Farmer-Brent G. Exploring the relationship between organisational culture, brand, and word-of-mouth referral. [Internet] [Masters thesis]. University of Cape Town; 2019. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/11427/31506.
Council of Science Editors:
Farmer-Brent G. Exploring the relationship between organisational culture, brand, and word-of-mouth referral. [Masters Thesis]. University of Cape Town; 2019. Available from: http://hdl.handle.net/11427/31506
Massey University
28.
Ramsey, Philip L.
The learning cultures of organisations.
Degree: PhD, Human Resource Management, 2003, Massey University
URL: http://hdl.handle.net/10179/1387
► While there is significant interest in the area of learning organisations, research in this field has been fragmented. There is a need for an holistic…
(more)
▼ While there is significant interest in the area of learning organisations, research in this
field has been fragmented. There is a need for an holistic model of learning
organisations and a measurement system that can be used by both researchers and
practitioners. This thesis applies Dilemma Theory as a means of meeting this need.
An holistic model was developed based on a definition of learning organisations as ones
that consciously seek to balance capacities with demands. In seeking this balance, an
organisation will undertake a learning journey in which it encounters a variety of
learning dilemmas: points where it must choose between alternative approaches to
learning, each of which is attractive. In making these choices, learning-related values
are established in the organisation. These values are the basis for a "learning culture"
which shapes the way learning is understood and approached by the organisational
community.
Presenting people within an organisation with learning-related dilemmas allows
learning cultures to be charted, thus providing the basis for a measurement system.
Fifteen learning-related dilemmas were identified using three processes. Firstly,
literature on learning organisations was reviewed to identify conflicts between
metaphors used to explain the learning organisation. Secondly, a group of New Zealand
consultants took part in a Delphi Technique process, in which they established criteria
for identifying learning organisations and surfaced dilemmas embedded in the criteria.
Finally, 'Culture Exploration Workshops' were conducted in three organisations to
surface dilemmas experienced by business practitioners engaged in learning journeys.
The 15 dilemmas identified were used to chart differences between 5 organisations.
The measurement system was successful in identifying differences between
organisations. Results were also consistent with values that might be expected from
sub-cultures represented in the sample.
The study concluded by outlining a programme of research aimed at refining the
measurement system and applying it to the study of learning organisations.
Subjects/Keywords: Organisational learning;
Organisational culture
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Manager
APA (6th Edition):
Ramsey, P. L. (2003). The learning cultures of organisations. (Doctoral Dissertation). Massey University. Retrieved from http://hdl.handle.net/10179/1387
Chicago Manual of Style (16th Edition):
Ramsey, Philip L. “The learning cultures of organisations.” 2003. Doctoral Dissertation, Massey University. Accessed January 19, 2021.
http://hdl.handle.net/10179/1387.
MLA Handbook (7th Edition):
Ramsey, Philip L. “The learning cultures of organisations.” 2003. Web. 19 Jan 2021.
Vancouver:
Ramsey PL. The learning cultures of organisations. [Internet] [Doctoral dissertation]. Massey University; 2003. [cited 2021 Jan 19].
Available from: http://hdl.handle.net/10179/1387.
Council of Science Editors:
Ramsey PL. The learning cultures of organisations. [Doctoral Dissertation]. Massey University; 2003. Available from: http://hdl.handle.net/10179/1387
29.
Aderiye, Yetunde Oluwatoyin.
Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations.
Degree: PhD, 2015, Liverpool John Moores University
URL: https://doi.org/10.24377/LJMU.t.00004384
;
https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.647146
► This thesis’ original contribution to knowledge is creating the awareness that facilities management (FM) departments and organisations do not consciously socialise external service provider staff…
(more)
▼ This thesis’ original contribution to knowledge is creating the awareness that facilities management (FM) departments and organisations do not consciously socialise external service provider staff into the client workplace and the development of a framework that can successfully achieve this integration. To provide a solid theoretical background for this framework, it reviews current literature on FM, outsourcing, organisational culture, and organisational socialisation. The aim of this study was achieved with the development of the ‘Cultural Fit’ framework which should go a long way in solving the research problem and answering the proposed question. The study was conducted as a qualitative multi-method design. This was selected because there were obvious gaps in socialisation especially in the FM industry. Qualitative methods are believed to provide richer data and this was adopted to begin closing those gaps through the provision of literary data. The research was conducted using the ethnographic approach because of the focus on culture and to maximise the qualitative approach. Interviews and focus groups are the qualitative methods used to collect this data. Reliability and validity are not always easy to verify but researchers have proposed several methods to improve them. This study employs the triangulation of more than one method of data collection, peer debriefing with colleagues, member checks by confirming the initial results during subsequent data collection and a rich, thick description. The major findings of this study are that organisational socialisation can be successful in socialising external service provider staff into the client workplace despite a current unawareness of its use. This study has developed a framework and guide that can be used to achieve this integration if client organisations and service providers work together to socialise external service provider staff.
Subjects/Keywords: 658.2; Cultural Fit, Organisational Culture, Organisational Socialisation, Service Quality, Facilites Management.
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Manager
APA (6th Edition):
Aderiye, Y. O. (2015). Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations. (Doctoral Dissertation). Liverpool John Moores University. Retrieved from https://doi.org/10.24377/LJMU.t.00004384 ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.647146
Chicago Manual of Style (16th Edition):
Aderiye, Yetunde Oluwatoyin. “Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations.” 2015. Doctoral Dissertation, Liverpool John Moores University. Accessed January 19, 2021.
https://doi.org/10.24377/LJMU.t.00004384 ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.647146.
MLA Handbook (7th Edition):
Aderiye, Yetunde Oluwatoyin. “Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations.” 2015. Web. 19 Jan 2021.
Vancouver:
Aderiye YO. Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations. [Internet] [Doctoral dissertation]. Liverpool John Moores University; 2015. [cited 2021 Jan 19].
Available from: https://doi.org/10.24377/LJMU.t.00004384 ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.647146.
Council of Science Editors:
Aderiye YO. Facilities management 'cultural fit' and the socialisation of external service provider employees in client organisations. [Doctoral Dissertation]. Liverpool John Moores University; 2015. Available from: https://doi.org/10.24377/LJMU.t.00004384 ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.647146
University of Pretoria
30.
[No author].
The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
.
Degree: 2011, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-08172011-115341/
► According to Stroh, Northcraft and Neale (2001:297-300) "an organisational culture is a system of shared values about what is important and beliefs about how things…
(more)
▼ According to Stroh, Northcraft and Neale
(2001:297-300) "an
organisational culture is a system of shared
values about what is important and beliefs about how things work
that produce the norms and expectations of performance. Whether
weak or strong, an organisation's
culture has a profound influence
on how work gets done. It can affect many aspects of
organisational
life, from who gets promoted and what decisions are made to how
people dress, act and play at work. Barker (2003:141) defines EAP
as services offered by employers to their employees to help them
overcome problems that may negatively affect job satisfaction or
productivity. EAPA-SA (2005:6) on the other hand defines EAP as a
worksite- based program designed to assist work organisations in
addressing productivity issues and employee clients in identifying
and resolving personal concerns, including, but not limited to,
health, marital, family, financial, alcohol, drug, legal,
emotional, stress, or other personal issues that may affect job
performance. The study was aimed at determining as to whether there
is any influence of
organisational culture on utilisation of the
EAP in Rand Water. It was a quantitative study with a sample of 155
employees selected across all sites. The data collection method
used was in the form of questionnaires. In this study, the findings
suggest that the
organisational culture promotes employee well
being and that employees are encouraged by their managers to make
use of the Employee Assistance Programme.
Advisors/Committee Members: Taute, Florinda M (advisor).
Subjects/Keywords: Employee assistance programme;
Utilisation;
Organisational culture;
UCTD
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Manager
APA (6th Edition):
author], [. (2011). The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-08172011-115341/
Chicago Manual of Style (16th Edition):
author], [No. “The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
.” 2011. Masters Thesis, University of Pretoria. Accessed January 19, 2021.
http://upetd.up.ac.za/thesis/available/etd-08172011-115341/.
MLA Handbook (7th Edition):
author], [No. “The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
.” 2011. Web. 19 Jan 2021.
Vancouver:
author] [. The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
. [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Jan 19].
Available from: http://upetd.up.ac.za/thesis/available/etd-08172011-115341/.
Council of Science Editors:
author] [. The influence of organisational culture on the
utilisation of the Employee Assistance Programme at Rand
Water
. [Masters Thesis]. University of Pretoria; 2011. Available from: http://upetd.up.ac.za/thesis/available/etd-08172011-115341/
◁ [1] [2] [3] [4] [5] … [15] ▶
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Open Access Theses and Dissertations
