You searched for subject:(strategic management).
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University of Nairobi
1.
Ndung’u, Gibson M.
Strategic management practices in the registered filming organizations in Kenya
.
Degree: 2014, University of Nairobi
URL: http://hdl.handle.net/11295/77765 
► To deal effectively with the wide array of factors affecting the ability of a business to grow and prosper, strategic management emphasizes formal techniques for…
(more)
▼ To deal effectively with the wide array of factors affecting the ability of a business to
grow and prosper, strategic management emphasizes formal techniques for setting an
organization’s long-term course, developing plans in the light of internal and external
circumstances, and undertaking appropriate action to reach those goals (Goldsmith,
1997). Strategic management refers to the set of decisions and actions that result in the
formulation and implementation of plans designed to achieve a company’s objectives
(Pearce & Robinson 2007). This study sought to find out the extent to which strategic
management practices were applied by registered film organizations in Kenya. The
population of this study comprised of forty eight registered filming firms that were
licensed as film agents as per the Department of Film Services, Kenya. The study utilized
cross-sectional survey, obtaining largely primary data through structured questionnaires
with descriptive statistics used to decipher trends and general patterns. The findings were
presented using tables, with explanations provide on the parameters tested. It established
that these firms operate in a turbulent environment, characterized by challenges that
emanate from both their internal and external environments. The study established that
most of these organizations perceived strategic management as essential in guiding
actions and decisions to attain desired strategic objectives. However, they had challenges
such as conducting SWOT analysis at the formulation stage, managing change and the
effectiveness of their governance structures at their implementation phase and ongoing
assessment of strategic initiatives, overall participation, success of corrective action to
failing or sub-optimal strategic initiatives and openness to collaborative initiatives at their
evaluation phase. Areas for further research are also proposed, which include widening
the scope of study to cover a larger population than just the registered firms, further
research on factors affecting strategic management practices so as to uncover
impediments and success factors and studies applying other more in-depth approaches
such as case studies, which would be more thorough and objective. For policy and
practice, the study recommends that that there should be comprehensive engagement of
all stakeholders in strategy formulation, implementation and evaluation phases with
organization open to enhancing capacity for strategic management through measures such
as developing training programs and engaging change agents.
Subjects/Keywords: Strategic management
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Manager
APA (6th Edition):
Ndung’u, G. M. (2014). Strategic management practices in the registered filming organizations in Kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/77765
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):
Ndung’u, Gibson M. “Strategic management practices in the registered filming organizations in Kenya
.” 2014. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/77765.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Ndung’u, Gibson M. “Strategic management practices in the registered filming organizations in Kenya
.” 2014. Web. 04 Mar 2021.
Vancouver:
Ndung’u GM. Strategic management practices in the registered filming organizations in Kenya
. [Internet] [Thesis]. University of Nairobi; 2014. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/77765.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Ndung’u GM. Strategic management practices in the registered filming organizations in Kenya
. [Thesis]. University of Nairobi; 2014. Available from: http://hdl.handle.net/11295/77765
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
2.
Mutwiri-Kamunde, Betty K.
Strategic management practices at kenya airports authority
.
Degree: 2012, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12343
► Strategic management is a concept that concerns with making decisions and taking corrective actions to achieve long term targets and goals of an organization. The…
(more)
▼ Strategic management is a concept that concerns with making decisions and taking
corrective actions to achieve long term targets and goals of an organization. The
importance of strategic management in a firm can be answered by analyzing relationship
between strategic management and organizational performance. Generally strategic
management practices can improve efficiency in various organizations. The purpose of
the study was to establish the strategic management practices at Kenya Airports
Authority (KAA). This was a case study in which nine (9) respondents consisting of the
top management of KAA, Managing Director, the Deputy Managing Director and the
General Managers were targeted. The study used both primary and secondary data to
gather the information. The primary data was collected using interviews while Secondary
data was collected from existing documentation reviews on KAA. The data was analyzed
using content analysis. The study established that out of the nine departments only one
had departmental strategic plans which were not in use. The study further established
that strategic management planning was mainly the work of an external consultant in
consultation with top management. The study established that the strategies were
implemented through annual budgets and annual performance contracts. The monitoring
was done annually through the performance appraisal/evaluation and quarterly through
performance contract management system. The respondents were involved in the
development of the top management organizational structure. The organization had
departmental structures which are structured in such a way that the senior management
processed the job evaluation process with the help of consultants. The study established
that the strategies in the organization were mainly implemented by consultants in
consultation with management. The results revealed that there was a mood of change in
the organization as the organization was going through a transition from a slow and
bureaucratic focused public organization to a business oriented organization focused on
exceeding customer expectation. The leadership of the organization had a clear vision of
providing infrastructure and management of airports. The study established that the
challenges facing the organization included projects lagging behind schedule, projects in
the budget not yet supported by strategic plan and lack of harmony between the strategic
plan, performance contracting, departmental and individual work plans, also departments
not working well together and slow decision making process partly due to political
interference. The study recommended that the process should be inclusive of all the
employees, all the departments should develop and apply their strategic plans,
organization and departments should review those plans to ensure the success of the
implementation, there should be horizontal meetings to enhance cohesion and congruence
between departments, management should increase the budgetary allocation to be in…
Subjects/Keywords: strategic management
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Manager
APA (6th Edition):
Mutwiri-Kamunde, B. K. (2012). Strategic management practices at kenya airports authority
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12343
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):
Mutwiri-Kamunde, Betty K. “Strategic management practices at kenya airports authority
.” 2012. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12343.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Mutwiri-Kamunde, Betty K. “Strategic management practices at kenya airports authority
.” 2012. Web. 04 Mar 2021.
Vancouver:
Mutwiri-Kamunde BK. Strategic management practices at kenya airports authority
. [Internet] [Thesis]. University of Nairobi; 2012. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12343.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Mutwiri-Kamunde BK. Strategic management practices at kenya airports authority
. [Thesis]. University of Nairobi; 2012. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12343
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
3.
Ng’ang’a, Diana Wanjiku.
Strategic issue management at Enashipai resort and SPA Limited, Kenya
.
Degree: 2014, University of Nairobi
URL: http://hdl.handle.net/11295/75950
► Strategic Issue management specializes in detecting surprise developments in the business environment through constant monitoring and surveillance and execution of timely responses. This research study…
(more)
▼ Strategic Issue management specializes in detecting surprise developments in the business environment through constant monitoring and surveillance and execution of timely responses. This research study main focus was on Strategic Issue Management (SIM) practices by Enashipai Resort and Spa and the factors influencing SIM in that organization due to the emerging issue in Kenya which have an effect on the hospitality industry. The environment is changing and for companies to remain competitive they have to align themselves to the changing environment to remain competitive the hospitality industry is also not left behind. Despite of their fundamental role of the hospitality industry in Kenya, they are faced with a number of challenges, ranging from security threats, travel bans in the country, political instability, competition, changing customer’s tastes/preferences and social issues in the external environment staff turnover, technology issues in the internal environment. These among others have forced resort managers to pause and ponder and devise ways to strengthen their enterprises. The study was carried out through a case study design focusing on six respondents from various departments in Enashipai Resort and Spa. It is evident from the study that SIM is very significant to the hospitality industry to enhance current and future growth and competitiveness. Tracking, monitoring and managing priority issues is necessary for a firm’s survival during turbulence times. Conclusions drawn from the research process it is importance in specifying the organization's objectives, developing policies and plans and for the company to achieve this, strategic issue management should be highly implemented, also the importance of top level managers to support SIM. More research should be conducted in all industries as this only focused on one organization.
Subjects/Keywords: Strategic management
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Manager
APA (6th Edition):
Ng’ang’a, D. W. (2014). Strategic issue management at Enashipai resort and SPA Limited, Kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/75950
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):
Ng’ang’a, Diana Wanjiku. “Strategic issue management at Enashipai resort and SPA Limited, Kenya
.” 2014. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/75950.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Ng’ang’a, Diana Wanjiku. “Strategic issue management at Enashipai resort and SPA Limited, Kenya
.” 2014. Web. 04 Mar 2021.
Vancouver:
Ng’ang’a DW. Strategic issue management at Enashipai resort and SPA Limited, Kenya
. [Internet] [Thesis]. University of Nairobi; 2014. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/75950.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Ng’ang’a DW. Strategic issue management at Enashipai resort and SPA Limited, Kenya
. [Thesis]. University of Nairobi; 2014. Available from: http://hdl.handle.net/11295/75950
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
4.
Were, Katherine K.
Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
.
Degree: 2015, University of Nairobi
URL: http://hdl.handle.net/11295/94814
► The Balanced score card concept was first introduced by Kaplan and Norton (1992) as a set of measures that give top management a comprehensive view…
(more)
▼ The Balanced score card concept was first introduced by Kaplan and Norton (1992) as a set of measures that give top management a comprehensive view of the business from four perspectives; financial, customer, internal business process, and learning and growth. The balanced scorecard is a strategic management tool used to communicate the vision and strategy of an organization, where strategy is translated into a set of performance measures that are used to monitor and evaluate the strategic direction of the organization. The purpose of this study was to examine the application of the balanced scorecard as a strategic management tool at the Kenya Bureau of Standards and the challenges faced in adopting the tool. This study was conducted through the use of a case study. An interview guide was used to collect primary data from executives charged with developing and cascading of the balanced scorecard. Secondary data was obtained from the Kenya Bureau of Standards corporate score card and the strategic plan. Content analysis was used to analyze the data. The study established that KEBS has adopted the balanced score card as strategic management tool for purposes of communicating, implementing and monitoring and evaluation of strategy. The scorecard has four perspectives as developed by Kaplan and Norton but also incorporates corporate social responsibility and sustainability within the four perspectives. The balanced scorecard also doubles as performance contract between the employees and the organization. Further, the study identified a number of challenges faced in the application of the balanced score card in KEBS. Some include; Resistance among employees, lack of understanding on how the scorecard works and ineffective reward system. This study in light of challenges faced recommends that KEBS embarks on continuous awareness trainings on the balanced scorecard and overall KEBS strategy to enhance understanding, review its reward policy and customize the BSC to suit its needs. Study limitations are also highlighted including contextual and methodological limitations, the study also recommends areas for further studies.
Subjects/Keywords: Strategic management
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APA ·
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Manager
APA (6th Edition):
Were, K. K. (2015). Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/94814
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):
Were, Katherine K. “Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
.” 2015. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/94814.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Were, Katherine K. “Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
.” 2015. Web. 04 Mar 2021.
Vancouver:
Were KK. Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
. [Internet] [Thesis]. University of Nairobi; 2015. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/94814.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Were KK. Application of the balanced score card as a strategic management tool at the Kenya bureau of standards
. [Thesis]. University of Nairobi; 2015. Available from: http://hdl.handle.net/11295/94814
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Cape Town
5.
Schulschenk, Jess.
Effecting strategic change:The work of strategic champions in shaping narrative infrastructure.
Degree: Image, Research of GSB, 2018, University of Cape Town
URL: http://hdl.handle.net/11427/27829
► Organisations are under pressure to expand the boundaries of strategic management to better account for socio-ecological dependencies, and to shape the principles that guide decision-making…
(more)
▼ Organisations are under pressure to expand the boundaries of
strategic management to better account for socio-ecological dependencies, and to shape the principles that guide decision-making accordingly. Prior research on
strategic change focusses on the role of leadership to sensegive, and the response of organisational members. Within a strategy-asnarrative perspective, narrative infrastructure has been identified as a valuable but underexplored theory to explain how narrative guides the decisions and actions of organisational members and how leaders use narrative infrastructure to sensegive
strategic change to the organisation. Yet, we know less on how narrative infrastructure is shifted, and the work of others than leaders to do this. I undertake a grounded study of how
strategic champions (individuals working to influence
strategic issues) support leadership in initiating and adopting a shift in narrative infrastructure. My analysis reveals that
strategic champions undertake six different stages of narrative work: prompting, enrolling, underpinning, reinforcing, reconstituting and revisiting. Across these stages,
strategic champions draw on discursive competences to sensegive the new master story to both leaders, and the organisation more broadly. I make two contributions to the research conversation on narrative within strategy-aspractice. First, I extend the metaphor of narrative infrastructure as a set of rails that guide decision-making, and present a more fulsome picture of narrative infrastructure as a rail network - made up of several master stories which may have different, and at times competing, organisational or institutional logics underpinning them. Second, I identify the work of
strategic champions to support leadership in prompting, initiating and revisiting a shift in the narrative infrastructure of an organisation, and demonstrate how they build master story legitimacy, understanding and ownership. My thesis also lends insights to practice, identifying the tactics employed and competences to be developed by
strategic champions undertaking to expand the boundaries of
strategic management and shift the principles that guide decision-making in their organisations.
Advisors/Committee Members: Hamann, Ralph (advisor), Bertels, Stephanie (advisor).
Subjects/Keywords: Strategic Management
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Manager
APA (6th Edition):
Schulschenk, J. (2018). Effecting strategic change:The work of strategic champions in shaping narrative infrastructure. (Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/27829
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):
Schulschenk, Jess. “Effecting strategic change:The work of strategic champions in shaping narrative infrastructure.” 2018. Thesis, University of Cape Town. Accessed March 04, 2021.
http://hdl.handle.net/11427/27829.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Schulschenk, Jess. “Effecting strategic change:The work of strategic champions in shaping narrative infrastructure.” 2018. Web. 04 Mar 2021.
Vancouver:
Schulschenk J. Effecting strategic change:The work of strategic champions in shaping narrative infrastructure. [Internet] [Thesis]. University of Cape Town; 2018. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11427/27829.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Schulschenk J. Effecting strategic change:The work of strategic champions in shaping narrative infrastructure. [Thesis]. University of Cape Town; 2018. Available from: http://hdl.handle.net/11427/27829
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
6.
Elijah, Virginia W.
Strategic management at Parklands primary school, Kenya
.
Degree: 2014, University of Nairobi
URL: http://hdl.handle.net/11295/77077
► Through the use of strategic management, firms are presently reengineering the way in which they conduct their business and market their product and service. However,…
(more)
▼ Through the use of strategic management, firms are presently reengineering the way in
which they conduct their business and market their product and service. However, in spite
of the crucial role played by strategic management in the success of businesses, the role of
strategic management in the success of the parklands primary school, Kenya sector has not
been clearly delineated. The study sought to establish the nature of strategic management
in the school and to establish the challenges faced in strategic management at parklands
primary school Kenya. In order to establish the objective of the study, a case study
research design was adopted and data was collected from strategy personnel for the
relevant cross functional departments of the parklands primary school, Kenya. The
research design was a case study where primary data was collected through in-depth
interviews of the respondents. The data collected was analyzed using content analysis. The
study found that environmental aspects such as political and legal development,
technological changes, social and cultural trends, organizational internal resources and
market trades are not considered while factors that are considered are the competitors and
organization internal resources. The study also found that strategic management
achievement requires the involvement of both upper and lower cadre staff. The study
established that employees are not involved in the formulation of the strategic plan, which
affects its assessment and implementation; hence the management fails to achieve the
intended objectives. The study found that most of the challenges in strategic management
are as a result of putting less consideration to consultation with the staff in order to
encourage decentralization of decision-making process and encouraging employees to
participate in contributing ideas to enhance strategy implementation. The study established
that strategic management practices in the school are in contrast with the best practices of
strategic management and therefore failure to achieve the intended objectives. This
contradicts the main theories used in the study such as environmental dependence theorist,
resource dependence theory and the dynamic capability theory. The study recommends
that further research to be carried out to establish factors causing the hindrance to the good
practice and the remedy to the same issues would help take the schools to the next
corporate management and achievement.
Subjects/Keywords: Strategic Management;
Schools
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Manager
APA (6th Edition):
Elijah, V. W. (2014). Strategic management at Parklands primary school, Kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/77077
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):
Elijah, Virginia W. “Strategic management at Parklands primary school, Kenya
.” 2014. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/77077.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Elijah, Virginia W. “Strategic management at Parklands primary school, Kenya
.” 2014. Web. 04 Mar 2021.
Vancouver:
Elijah VW. Strategic management at Parklands primary school, Kenya
. [Internet] [Thesis]. University of Nairobi; 2014. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/77077.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Elijah VW. Strategic management at Parklands primary school, Kenya
. [Thesis]. University of Nairobi; 2014. Available from: http://hdl.handle.net/11295/77077
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
7.
Mwiriki, Beatrice N.
Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
.
Degree: 2015, University of Nairobi
URL: http://hdl.handle.net/11295/95174
► The strategic change management practices adopted by organization may be a source of competitive advantage, which may help the organization in attaining and exceeding its…
(more)
▼ The strategic change management practices adopted by organization may be a source of competitive advantage, which may help the organization in attaining and exceeding its desired performance. This study set to determine strategic change management practices and performance of large supermarkets in Nairobi County. The local studies reviewed focused on banks, government institutions and manufacturing organisations. Therefore our study sought to identify strategic management practices adopted by supermarkets in Nairobi County and their relationship to organizational performance. The study adopted a descriptive survey. The study population comprised of the four leading supermarkets within Nairobi County. Primary data was collected through a structured questionnaire administered to senior level managers in the study organizations. Data was analysed using statistical packages on social sciences (SPSS). The study found that the large supermarkets in Nairobi have implemented change programs. The study results found that supermarkets had used different change management strategies with most using effective communication. It was also noted that the supermarkets had adopted different strategic change management practices with majority using private label brands. Majority of the supermarkets faced challenges in change management like incompatibility to organization structure, resistance to change, cultural diversity, inadequacy of funds and ineffective leadership. The study found that the strategic management practices affected performance to a great extent. The study concludes that supermarkets in Nairobi County face various challenges in change management which affects their performance. The study further concludes that strategic change management practices affect the performance of supermarkets in Nairobi County to a great extent. The study recommends that change process should involve the participation of all employees and establishment of a culture that supports change. The study recommends further research on the relationship between strategic change management and the performance of small super markets.
Subjects/Keywords: Strategic change management
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APA ·
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to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Mwiriki, B. N. (2015). Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/95174
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):
Mwiriki, Beatrice N. “Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
.” 2015. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/95174.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Mwiriki, Beatrice N. “Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
.” 2015. Web. 04 Mar 2021.
Vancouver:
Mwiriki BN. Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
. [Internet] [Thesis]. University of Nairobi; 2015. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/95174.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Mwiriki BN. Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya
. [Thesis]. University of Nairobi; 2015. Available from: http://hdl.handle.net/11295/95174
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
8.
Njeru, Gacheri K.
Strategic management practices and performance of small and medium sized enterprises in kenya
.
Degree: 2015, University of Nairobi
URL: http://hdl.handle.net/11295/94782
► Adoption of strategic management practices conceptually enables firms to understand their strategic position and identifying how to make strategic choices for the future and manage…
(more)
▼ Adoption of strategic management practices conceptually enables firms to understand their strategic position and identifying how to make strategic choices for the future and manage strategy in action. Employing strategic management is critical to firm’s performance. Strategic management demands efficient systems to counter unpredictable events that can sustain their operations and minimize the risks involved. Theoretical and empirical evidence supports the argument that adoption of superior strategies leads to improved organization performance. However, most studies have dealt with large firms and put diverse conditions for the benefits of strategic management to be felt. The main challenge lies with small firms which do not have the resources and capacity to implement strategic management practices. This has seen the argument by some scholars that investment in strategic management practices involves erosion of small firms’ resources (leading to decline in performance) with no corresponding benefits; such resources should be applied to areas of more priorities. The study sought to determine the strategic management practices adopted by top one hundred SMEs in Kenya and the influence of strategic management practices adopted on organization performance and used both primary and secondary data. This study targeted top one hundred small and medium sized enterprises in Kenya. The study population was the 2014 top one hundred small and medium sized enterprises as documented by the business daily. The study used descriptive design and data was collected using primary and secondary data. The study found that that top one hundred SMEs had adopted strategic management practices relation to situational analysis, strategy formulation, implementation and evaluation. All the SMEs had written mission and vision statements and paid a lot of attention to strategy formulation, implementation and evaluation. The SMEs had adopted participatory mechanisms in strategic management practices and hence ensuring success of strategic management practice. The study also found that adoption of strategic management practices influence organization performance. Superior strategies have positive relationship with organization performance. The study recommended that top management for all the SMEs and other organizations to strive to make the strategic management process as inclusive as possible from the lower level employees to senior management. Further the study recommended that management to take measures to ensure that they adopt superior strategies which will give their companies competitive advantage and lead to superior performance.
Subjects/Keywords: Strategic management practices
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Manager
APA (6th Edition):
Njeru, G. K. (2015). Strategic management practices and performance of small and medium sized enterprises in kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/94782
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):
Njeru, Gacheri K. “Strategic management practices and performance of small and medium sized enterprises in kenya
.” 2015. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/94782.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Njeru, Gacheri K. “Strategic management practices and performance of small and medium sized enterprises in kenya
.” 2015. Web. 04 Mar 2021.
Vancouver:
Njeru GK. Strategic management practices and performance of small and medium sized enterprises in kenya
. [Internet] [Thesis]. University of Nairobi; 2015. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/94782.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Njeru GK. Strategic management practices and performance of small and medium sized enterprises in kenya
. [Thesis]. University of Nairobi; 2015. Available from: http://hdl.handle.net/11295/94782
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Oulu
9.
Sahlman, K. (Kari).
Elements of strategic technology management.
Degree: 2010, University of Oulu
URL: http://urn.fi/urn:isbn:9789514262500
► Abstract In an increasingly complex economic and social environment, high technology companies are facing accelerating technological development and global technology-based competition. Due to the critical…
(more)
▼ Abstract
In an increasingly complex economic and social environment, high technology companies are facing accelerating technological development and global technology-based competition. Due to the critical role of technology in a competitive environment, strategic technology management is important for enterprises. For the long-term success, companies must develop and sustain their technological capabilities to create internal and external impacts within an ambiguous socio-economic context.
In the absence of commonly agreed frameworks, elements of strategic technology management are discovered in this dissertation. The research is conducted in the context of high technology product companies, to develop a framework based on literature findings, and by obtaining qualitative information on enterprise practices.
For the framework development, integrated management theory is applied to consider technology management in strategic dimension. The framework consists of structures, objectives and impacts categories, each having six main elements which contain several sub-classes.
In the research, perceptions of enterprise practitioners indicated that the entire field of strategic technology management is confusing and diversely practiced. The contribution of this dissertation is benefiting practitioners by providing an outline to assist in defining and developing the practices. For the main theoretical contribution, the framework unites strategic management, organizational management, and technology management concepts in enterprise context.
As a practical implication, it is suggested that companies should consider establishing and integrating strategic technology management as a distinguishing managerial discipline amongst other organizational functions. Enterprises should consider defining and developing the necessary structures and objectives for strategic technology management, to proactively manage impacts of technology for competitiveness of the enterprise, and for sustainable development of its socio-economic environment.
In conclusion, the framework provides for scholars and practitioners a logical structure to elements of strategic technology management.
Subjects/Keywords: strategic management; technology management
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Manager
APA (6th Edition):
Sahlman, K. (. (2010). Elements of strategic technology management. (Doctoral Dissertation). University of Oulu. Retrieved from http://urn.fi/urn:isbn:9789514262500
Chicago Manual of Style (16th Edition):
Sahlman, K (Kari). “Elements of strategic technology management.” 2010. Doctoral Dissertation, University of Oulu. Accessed March 04, 2021.
http://urn.fi/urn:isbn:9789514262500.
MLA Handbook (7th Edition):
Sahlman, K (Kari). “Elements of strategic technology management.” 2010. Web. 04 Mar 2021.
Vancouver:
Sahlman K(. Elements of strategic technology management. [Internet] [Doctoral dissertation]. University of Oulu; 2010. [cited 2021 Mar 04].
Available from: http://urn.fi/urn:isbn:9789514262500.
Council of Science Editors:
Sahlman K(. Elements of strategic technology management. [Doctoral Dissertation]. University of Oulu; 2010. Available from: http://urn.fi/urn:isbn:9789514262500
Nelson Mandela Metropolitan University
10.
Nel, Nevin Narhan.
The effect of strategic project leadership elements on successful strategic management implementation.
Degree: Faculty of Business and Economic Sciences, 2012, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/d1018931
► Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business…
(more)
▼ Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that…
Subjects/Keywords: Strategic management; Project management
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Manager
APA (6th Edition):
Nel, N. N. (2012). The effect of strategic project leadership elements on successful strategic management implementation. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1018931
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):
Nel, Nevin Narhan. “The effect of strategic project leadership elements on successful strategic management implementation.” 2012. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021.
http://hdl.handle.net/10948/d1018931.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Nel, Nevin Narhan. “The effect of strategic project leadership elements on successful strategic management implementation.” 2012. Web. 04 Mar 2021.
Vancouver:
Nel NN. The effect of strategic project leadership elements on successful strategic management implementation. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2012. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10948/d1018931.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Nel NN. The effect of strategic project leadership elements on successful strategic management implementation. [Thesis]. Nelson Mandela Metropolitan University; 2012. Available from: http://hdl.handle.net/10948/d1018931
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of South Africa
11.
Van der Merwe, Margrietha Magdalena.
Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
.
Degree: 2014, University of South Africa
URL: http://hdl.handle.net/10500/13506
► "Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was…
(more)
▼ "Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan."
Jonathan Stroud, The Ring of Solomon
Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy.
Academics in the field of
strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that
strategic management experienced in the past? The weaknesses of
strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that
strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes.
The Bain and Company
Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of
management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of
management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation.
This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate.
Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies.
The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the
strategic management process. In the Mankins…
Advisors/Committee Members: Nienaber, Hester (advisor).
Subjects/Keywords: Strategic management;
Strategic management model;
Strategic management tools;
Strategic planning and strategic management;
Strategy;
Strategy-to-performance gap
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APA ·
Chicago ·
MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Van der Merwe, M. M. (2014). Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
. (Masters Thesis). University of South Africa. Retrieved from http://hdl.handle.net/10500/13506
Chicago Manual of Style (16th Edition):
Van der Merwe, Margrietha Magdalena. “Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
.” 2014. Masters Thesis, University of South Africa. Accessed March 04, 2021.
http://hdl.handle.net/10500/13506.
MLA Handbook (7th Edition):
Van der Merwe, Margrietha Magdalena. “Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
.” 2014. Web. 04 Mar 2021.
Vancouver:
Van der Merwe MM. Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
. [Internet] [Masters thesis]. University of South Africa; 2014. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10500/13506.
Council of Science Editors:
Van der Merwe MM. Exploring factors contributing to the strategy-to-performance gap : the case of a South African electronics organisation
. [Masters Thesis]. University of South Africa; 2014. Available from: http://hdl.handle.net/10500/13506
NSYSU
12.
Tseng, Pai-wei.
A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers.
Degree: Master, Human Resource Management, 2008, NSYSU
URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0627108-213522
► Abstract ãThe research is to find factors influencing HR departmentsâ strategic involvement in organizational decision making process and understand their effects. This research included the…
(more)
▼ Abstract
ãThe research is to find factors influencing HR departmentsâ
strategic involvement in organizational decision making process and understand their effects. This research included the cognitions of HR department and other departments in an organization to test itâs hypotheses.
ãQuestionnaires were issued to enterprises with over 200 employees; 62 dyad questionnaires were issued, and 51 ones returned and were all valid. With statistical analysis including paired-sample t-test, one-way ANOVA and regression, we attempted to examine whether the
strategic involvement of HR department is affected by HR services provided,
strategic function of HR department, HR service quality and expectations of the other departments toward HR department.
ãAfter the empirical analysis, we got the conclusions as follows:
1.The cognitions of HR department
strategic involvement between HR department and other departments have a positive relationship.
2.HR services provided by HR department have positive impacts on its
strategic involvement.
3.
Strategic function of HR department has positive impacts on its
strategic involvement.
4.HR service quality has positive impacts on the HR departmentâs
strategic involvement.
5.Expectations from other departments to HR department have insignificant discrepancy on HR departmentâs
strategic involvement.
6.Position level of HR head have insignificant impacts on HR departmentâs
strategic involvement.
Advisors/Committee Members: Jin-Feng Uen (committee member), Shu-Ling Wu (committee member), Shyh-jer Chen (chair), Liang-Chih Huang (chair).
Subjects/Keywords: Strategic Human Resource Management; Strategic Involvement
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Manager
APA (6th Edition):
Tseng, P. (2008). A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0627108-213522
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):
Tseng, Pai-wei. “A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers.” 2008. Thesis, NSYSU. Accessed March 04, 2021.
http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0627108-213522.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Tseng, Pai-wei. “A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers.” 2008. Web. 04 Mar 2021.
Vancouver:
Tseng P. A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers. [Internet] [Thesis]. NSYSU; 2008. [cited 2021 Mar 04].
Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0627108-213522.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Tseng P. A Study of Elements influencing Strategic Involvement of Human Resources Department: Perspectives of Middle and Senior Managers as well as HR Managers. [Thesis]. NSYSU; 2008. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0627108-213522
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
13.
Al Katheeri, Mohamed.
Towards understanding stakeholder relationship during strategic planning : the case of an airline company.
Degree: PhD, 2016, University of Bedfordshire
URL: http://hdl.handle.net/10547/622489
► This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning…
(more)
▼ This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning is based on the assumption that engaging stakeholders in a meaningful way will increase the benefits for both the organization and the stakeholders. The growth trend of the company investigated has resulted in complexity due to the growth of its internal and external stakeholders and the influence that their relationships can have on strategic planning. Whereas studies have identified a number of factors that can influence stakeholder relations, it has also been suggested that relationships could further be influenced by host of other stakeholder-related attributes. It is in this context that the study answers the following research questions: (1) how do stakeholders understand their responsibilities in strategic planning?; (2) how do they perceive the importance of communication and coordination to their relationship during the planning process?; and (3) how do the stakeholders‘ expectations shape the challenges faced by the company and their relationship during strategic planning? The study employs the qualitative method of research using the interview technique to collect data to gain insights into how the participants perceive and make sense of their relationships during strategic planning in their company. The conceptual dimension of the study is premised on the two streams of meaning of relationships and the dynamics of stakeholder relations during strategic planning projected in the literature. The methodological dimension is premised on the importance of lived experience as a significant source of knowledge. In this respect, the study draws on phenomenology using narrative analysis and inductive content analysis in the treatment of data. Accordingly, the study found that stakeholders bring to the table a plethora of responsibilities which have significant upward and downward influences during strategic planning. There is a consensus among stakeholders on the general importance of the relational benefits of coordination and communication. Real time coordination and communication with external stakeholders is differentially perceived within the range of poor to excellent. Likewise, there is differential perception of the relational importance of communication in terms of organizational context. Whether the coordination among stakeholders is perceived as excellent or poor, the bottom line is that stakeholder relations in the company remains a challenge. Stakeholders have multiple expectations of the company strategic plan and the strategic planning process which further raises multi-faceted challenges to the company. Based on the findings the study came up with a model that highlights the streams of thought pursued in the study. The findings affirm the view that relationships result from what transpires, happens, or occurs during strategic planning. Likewise, the inherent connectivity that results from the social nature of…
Subjects/Keywords: N211 Strategic Management; strategic planning; airline; stakeholders
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APA ·
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Manager
APA (6th Edition):
Al Katheeri, M. (2016). Towards understanding stakeholder relationship during strategic planning : the case of an airline company. (Doctoral Dissertation). University of Bedfordshire. Retrieved from http://hdl.handle.net/10547/622489
Chicago Manual of Style (16th Edition):
Al Katheeri, Mohamed. “Towards understanding stakeholder relationship during strategic planning : the case of an airline company.” 2016. Doctoral Dissertation, University of Bedfordshire. Accessed March 04, 2021.
http://hdl.handle.net/10547/622489.
MLA Handbook (7th Edition):
Al Katheeri, Mohamed. “Towards understanding stakeholder relationship during strategic planning : the case of an airline company.” 2016. Web. 04 Mar 2021.
Vancouver:
Al Katheeri M. Towards understanding stakeholder relationship during strategic planning : the case of an airline company. [Internet] [Doctoral dissertation]. University of Bedfordshire; 2016. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10547/622489.
Council of Science Editors:
Al Katheeri M. Towards understanding stakeholder relationship during strategic planning : the case of an airline company. [Doctoral Dissertation]. University of Bedfordshire; 2016. Available from: http://hdl.handle.net/10547/622489
University of KwaZulu-Natal
14.
Ngcobo, Angeline Sibongile.
Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa).
Degree: 2018, University of KwaZulu-Natal
URL: https://researchspace.ukzn.ac.za/handle/10413/17579
► As organisational environments become more global, they have changed drastically due to environmental needs and demands resulting to strategic paradoxes. This ultimately encouraged researchers to…
(more)
▼ As organisational environments become more global, they have changed drastically due to
environmental needs and demands resulting to
strategic paradoxes. This ultimately encouraged
researchers to respond by using different models, asking particular questions like what a
strategic
paradox is and under what conditions they occur. While this research focused on the intended and
emergent strategies, it is diffused across different areas of
strategic management including; strategy,
paradoxes,
strategic paradoxes, as well as intended and emergent strategies.
A continuum of different approaches in
strategic making is crystallised from the literature. The
study suggests that the fast pace of environmental change provide managers unpredictable results
for their
strategic commitment. The collision of
strategic commitment and
strategic uncertainty is
causing what Raynor (2007) calls the strategy paradox. This study thus endeavoured to unite various
views regarding
strategic paradoxes, while also sharpening its focus on intended and emergent
strategies. This research utilised a qualitative research method by exploring the research questions.
The insights from the in-depth interviews formed the basis of the data that was analysed to produce
research findings. Results suggested that
strategic paradoxes are difficult to avoid even though they
can be reduced if the strategy is aligned with the environmental change.
The study aimed to make a positive contribution to the body of knowledge on strategy paradoxes by
qualitatively exploring
strategic paradoxes and hoping to provide answers, to what context do
intended and emergent strategies impact the decision making and effectiveness of the Human
Sciences Research Council (SA).
Advisors/Committee Members: Mtembu, Vuyokazi Ntombikayise. (advisor), Ntombela, Lungile Londiwe. (advisor).
Subjects/Keywords: Strategic Management.; Decision making.; Emergent strategy.; Strategic paradoxes.; Strategic commitment.
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Manager
APA (6th Edition):
Ngcobo, A. S. (2018). Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa). (Thesis). University of KwaZulu-Natal. Retrieved from https://researchspace.ukzn.ac.za/handle/10413/17579
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):
Ngcobo, Angeline Sibongile. “Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa).” 2018. Thesis, University of KwaZulu-Natal. Accessed March 04, 2021.
https://researchspace.ukzn.ac.za/handle/10413/17579.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Ngcobo, Angeline Sibongile. “Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa).” 2018. Web. 04 Mar 2021.
Vancouver:
Ngcobo AS. Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa). [Internet] [Thesis]. University of KwaZulu-Natal; 2018. [cited 2021 Mar 04].
Available from: https://researchspace.ukzn.ac.za/handle/10413/17579.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Ngcobo AS. Exploring strategic management paradoxes related to intended and emergent strategies: a case study at Human Sciences Research Council (South Africa). [Thesis]. University of KwaZulu-Natal; 2018. Available from: https://researchspace.ukzn.ac.za/handle/10413/17579
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
NSYSU
15.
Horng, Chi-ting.
The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan.
Degree: Master, EMBA, 2014, NSYSU
URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0519114-092514
► Objective: Lots of patients with any ocular problems were used to seek for treatment in the medical centers directly in Taiwan. The reason is that…
(more)
▼ Objective: Lots of patients with any ocular problems were used to seek for treatment in the medical centers directly in Taiwan. The reason is that they believed there are more outstanding physicians and advanced equipments to be found. Beside, some franchise ophthalmologic clinics have stronger marketing abilities and provide excellent service. In fact, most of the ocular diseases are not serious and fatal. Because of the longer wating time and inconvient in all medical centers, patients often seek for help from local clinics at first. As a result, the benefits of ophthalmologic clinics and medical centers are obvious. Therefore most patients would neglect the role of regious hospitals. How to struggle between two superpower (medical centers and clinics) became the challenge of regional hospitals. According to the previous literature, no associated researches in this particular phenomenon were found. To increase the competitiveness and to survive, hospitals need to make policy to be aware of the demand in the healthcare market. In this pilot research, we aimed at the
strategic managenent of ophthalmologic division of regional hospital which may promote the competitive advantage.
Methods: Based on the behavior patterns of medical care proposed Anderson and others, we will focus on the dynamic and cyclic concept of the utilization of patients with ocular diseases. According to the early reports, the newly modified behaviors of seeking medical service of patients were studied. In our study, six items including environmental factors, demographic factors, healthy behaviors, healthy results, patientâs satifaction and hospital image were added in the designed questionnaire. This survey was implemented in several medical centers, regional hospitals and ophthalmologic clinics in Sourthern Taiwan (Kaohsiung and Pingtune) between September and December in 2013. The results were recorded and analyzed by using descriptive statistic and linear regression which employed to test the medical relationships among variables and how variables related to patient's loyalty.
Results: Total 300 samples are collected and the preference of choice of hospital, the patientâs satisfaction and hospital image were explored. First, the partial burden of National Health Insurance would partly the consideration of seeking medical service. Secondly, patients with cataracts who needed operation would go to the regional hospital for admission with the support of private healthy insurance. Because the common ocular diseases were mild, patients would not like to move to remote and bigger hospitals. If the illness of eyes were serious, half of patients are willing to longer waiting time for further evaluation and treatment. Nearly 90% of patients did not care about the amount of eye-drops which was given by doctors. About the patientâs loyalty, 70 % of patients would visit the same hospitals or doctors according to their past experience. Even the first visiting time of treatments was not effective, they also came back to the same one. There are three…
Advisors/Committee Members: Chun-Ling Li (chair), Cher -Min Fong (committee member), Nai-Jen Chang (chair), Cher-Hung Tseng (committee member).
Subjects/Keywords: Regional hospital; Ophthalmology; Strategic Management
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Manager
APA (6th Edition):
Horng, C. (2014). The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0519114-092514
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):
Horng, Chi-ting. “The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan.” 2014. Thesis, NSYSU. Accessed March 04, 2021.
http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0519114-092514.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Horng, Chi-ting. “The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan.” 2014. Web. 04 Mar 2021.
Vancouver:
Horng C. The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan. [Internet] [Thesis]. NSYSU; 2014. [cited 2021 Mar 04].
Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0519114-092514.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Horng C. The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan. [Thesis]. NSYSU; 2014. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0519114-092514
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
16.
Jonker, Martin.
Enhancing project success using an organisational architecture approach.
Degree: Faculty of Business and Economic Sciences, 2015, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/4101
► Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the…
(more)
▼ Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
Subjects/Keywords: Project management; Strategic planning
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Manager
APA (6th Edition):
Jonker, M. (2015). Enhancing project success using an organisational architecture approach. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/4101
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):
Jonker, Martin. “Enhancing project success using an organisational architecture approach.” 2015. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021.
http://hdl.handle.net/10948/4101.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Jonker, Martin. “Enhancing project success using an organisational architecture approach.” 2015. Web. 04 Mar 2021.
Vancouver:
Jonker M. Enhancing project success using an organisational architecture approach. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2015. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10948/4101.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Jonker M. Enhancing project success using an organisational architecture approach. [Thesis]. Nelson Mandela Metropolitan University; 2015. Available from: http://hdl.handle.net/10948/4101
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
17.
Haupt, Ross.
A business intelligence framework for supporting strategic sustainability information management in higher education.
Degree: Faculty of Science, 2016, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/5319
► In the higher education sector, a number of Higher Education Institutions (HEIs) are playing a leading role in promoting sustainable initiatives. Effectively managing these initiatives…
(more)
▼ In the higher education sector, a number of Higher Education Institutions (HEIs) are playing a leading role in promoting sustainable initiatives. Effectively managing these initiatives however can be a complex task and requires data and information from multiple aspects of operations. In an HEI, operating sustainably means ensuring financial sustainability, social sustainability, environmental sustainability and educational sustainability. In order to manage sustainability effectively, HEIs require an integrated tool that can provide information on all areas of sustainability. HEIs face a number of challenges in effectively managing sustainability information, such as siloed data and information, and poor sharing and communication of information. Business Intelligence (BI) can assist in overcoming many of the challenges faced by organisations in effectively managing strategic sustainability information. This study investigates both the constraints to effective sustainability information management and the challenges of BI. A BI framework to support effective strategic sustainability information management is proposed. Nelson Mandela Metropolitan University (NMMU) is one such HEI, which is affected by the challenges of managing strategic sustainability information. NMMU is therefore used as a case study in this research. A BI solution, Sustainable BI, was developed based on the proposed framework. The main goal of sustainable BI is to provide strategic management at NMMU with a tool that can provide integrated sustainability information that can assist in overcoming the challenges in effectively managing strategic sustainability information. Sustainable BI was evaluated by strategic management at NMMU who are responsible for managing sustainability at NMMU. The evaluation took place through a usability study. The study revealed to what extent Sustainable BI could effectively manage strategic sustainability information at NMMU. The BI framework was iteratively improved on based on the results of the evaluations. The contributions from this study are a model for sustainability management, a BI Framework to support strategic sustainability information management and a BI solution, Sustainable BI.
Subjects/Keywords: Business intelligence; Strategic planning – Management
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APA (6th Edition):
Haupt, R. (2016). A business intelligence framework for supporting strategic sustainability information management in higher education. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/5319
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):
Haupt, Ross. “A business intelligence framework for supporting strategic sustainability information management in higher education.” 2016. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021.
http://hdl.handle.net/10948/5319.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Haupt, Ross. “A business intelligence framework for supporting strategic sustainability information management in higher education.” 2016. Web. 04 Mar 2021.
Vancouver:
Haupt R. A business intelligence framework for supporting strategic sustainability information management in higher education. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2016. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10948/5319.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Haupt R. A business intelligence framework for supporting strategic sustainability information management in higher education. [Thesis]. Nelson Mandela Metropolitan University; 2016. Available from: http://hdl.handle.net/10948/5319
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
18.
Kikine, Bereng Nimrode.
Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole.
Degree: Faculty of Business and Economic Sciences, 2013, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/6465
► All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick…
(more)
▼ All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick adaptability to change. It is believed that, for developing countries to address their social and economic challenges, it would be beneficial if they leverage the potential that the SME sector potentially possess. However, despite the government focus on supporting and encouraging the establishment of SMEs through the small business development programmes in order to address these social challenges, SME sector has experienced a high degree of business mortality, which impacts negatively on the ability to create sustainable employment opportunities in the long term. This view is supported by the work of (Ligthelm and Cant 2003). According to the global economic monitor (GEM), the small business mortality in South Africa is among the highest in the world. It is said that that most newly established SMEs will not survive beyond 48 months Von Broembsen, as cited in Olawale and Garwe (2010: 730). One of the reasons that lead to the high failure rate of SMEs is the lack of strategic planning and the poor allocation of resources. The literature review suggests that SMEs that embark on strategic planning are the ones that are most likely to experience sales growth, personnel growth and asset value growth, as opposed those that do not do any strategic planning at all. The primary objective of this research was to establish how a strategic planning process can be used as an investment decision-making tool for manufacturing SMEs in the Nelson Mandela Metropole. In order to address this research problem, the following sub-problems had to be solved: What strategic planning processes do current SME managers use?; What strategic performance measurement systems do SME owner-managers currently use?; What capital budgeting techniques are currently being used by SME’s in the region?; How do SME owner-managers evaluate the risk of the projects at hand?. The research design was methodological triangulation in nature, that is, using both qualitative and quantitative methodologies, though a quantitative paradigm was more dominant that the qualitative paradigm. A questionnaire was designed as a primary source of data collection from a selected sample group. The empirical study revealed that there is some level of strategic planning amongst SMEs, however, it is mostly informal and unstructured. It also emerged that strategic planning can be used as more than just a performance measurement tool, it can contribute more effectively to strategic alignment, organisational learning and diffusion of knowledge throughout the organisation. The empirical study also suggests that SMEs understand that capital budgeting is critical for the success of the organisations. However, very few SMEs have a formal capital budgeting process. It also became evident that most SMEs are still relying on the traditional capital budgeting techniques; that is, ‘gut feel’ and the payback methods of evaluating projects.…
Subjects/Keywords: Small business – Management; Strategic planning
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Manager
APA (6th Edition):
Kikine, B. N. (2013). Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/6465
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):
Kikine, Bereng Nimrode. “Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole.” 2013. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021.
http://hdl.handle.net/10948/6465.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Kikine, Bereng Nimrode. “Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole.” 2013. Web. 04 Mar 2021.
Vancouver:
Kikine BN. Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2013. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10948/6465.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Kikine BN. Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole. [Thesis]. Nelson Mandela Metropolitan University; 2013. Available from: http://hdl.handle.net/10948/6465
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Durban University of Technology
19.
Sukdeo, Nita.
The importance of integrating quality practices into strategic management.
Degree: 2009, Durban University of Technology
URL: http://hdl.handle.net/10321/426
► Submitted in fulfilment of the requirements of the Master's Degree in Technology: Quality in the Department of Operations and Quality Management, Durban University of Technology,…
(more)
▼ Submitted in fulfilment of the requirements of the
Master's Degree in Technology: Quality
in the Department of Operations and Quality Management,
Durban University of Technology, 2009.
Over the past ten years, intense global competition, changing customer needs and the
changing business environment have forced many organisations to examine their
organisational goals and to re-evaluate how to meet their challenges. Extreme global
competition has forced many organisations to develop action plans to respond to an
increasingly competitive market. One such action plan identified was the integration of
quality practices and principles with strategic planning of the organisation. This research
investigated the importance and usefulness of integrating quality practices in the
strategic management process of organisations in the Printing and Packaging industry
in the Ethekweni Municipality.
This study included a combination of qualitative and quantitative research methods. The
review of literature represented the qualitative research method, acknowledged the
importance of, and advantages and disadvantages of integrating quality practices with
the strategic management process. It also identified selected quality practices that can
improve the strategic planning process. The quantitative method included a preliminary
study and a main study. The preliminary study was conducted using questionnaires and
interviews consisting of 10 and 5 organisations respectively. The main study consisted
of questionnaires administered to 30 organisations.
The results of the pilot study showed that although many organisations were aware of
the integration, they did not have the support from employees, nor the time to
implement it. The main study indicated that the majority of the organisations integrated
the two practices. 97% of the organisations found that this integration was difficult
initially, but with some perseverance achieved success, while 3% of the organisations
did not implement the integration. The latter are now considering the integration
process.
Hence, it can be accepted that the integration of quality practices within the strategic
management process has directed the organisation toward continuous improvement, a
competitive advantage, a greater market share and sustainability, greater customer
satisfaction and increased profitability and sales.
Advisors/Committee Members: Singh, Shalini.
Subjects/Keywords: Strategic planning; Total quality management
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Manager
APA (6th Edition):
Sukdeo, N. (2009). The importance of integrating quality practices into strategic management. (Thesis). Durban University of Technology. Retrieved from http://hdl.handle.net/10321/426
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):
Sukdeo, Nita. “The importance of integrating quality practices into strategic management.” 2009. Thesis, Durban University of Technology. Accessed March 04, 2021.
http://hdl.handle.net/10321/426.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Sukdeo, Nita. “The importance of integrating quality practices into strategic management.” 2009. Web. 04 Mar 2021.
Vancouver:
Sukdeo N. The importance of integrating quality practices into strategic management. [Internet] [Thesis]. Durban University of Technology; 2009. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10321/426.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Sukdeo N. The importance of integrating quality practices into strategic management. [Thesis]. Durban University of Technology; 2009. Available from: http://hdl.handle.net/10321/426
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
20.
Hamman, Claudius.
An actionable approach to designing a risk management methodology.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/7984
► M.Comm. (Strategic Management)
Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more…
(more)
▼ M.Comm. (Strategic Management)
Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.
Subjects/Keywords: Risk management; Strategic planning
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APA ·
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Manager
APA (6th Edition):
Hamman, C. (2012). An actionable approach to designing a risk management methodology. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/7984
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):
Hamman, Claudius. “An actionable approach to designing a risk management methodology.” 2012. Thesis, University of Johannesburg. Accessed March 04, 2021.
http://hdl.handle.net/10210/7984.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Hamman, Claudius. “An actionable approach to designing a risk management methodology.” 2012. Web. 04 Mar 2021.
Vancouver:
Hamman C. An actionable approach to designing a risk management methodology. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10210/7984.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Hamman C. An actionable approach to designing a risk management methodology. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/7984
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
21.
Weeks, Richard Vernon.
Managing strategic and corporate change within a turbulent environmental context : a strategic management approach.
Degree: 2014, University of Johannesburg
URL: http://hdl.handle.net/10210/9528
► D.Com.
Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the…
(more)
▼ D.Com.
Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
Subjects/Keywords: Strategic planning.; Organizational change - Management.
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APA ·
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Export
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Manager
APA (6th Edition):
Weeks, R. V. (2014). Managing strategic and corporate change within a turbulent environmental context : a strategic management approach. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9528
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):
Weeks, Richard Vernon. “Managing strategic and corporate change within a turbulent environmental context : a strategic management approach.” 2014. Thesis, University of Johannesburg. Accessed March 04, 2021.
http://hdl.handle.net/10210/9528.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Weeks, Richard Vernon. “Managing strategic and corporate change within a turbulent environmental context : a strategic management approach.” 2014. Web. 04 Mar 2021.
Vancouver:
Weeks RV. Managing strategic and corporate change within a turbulent environmental context : a strategic management approach. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10210/9528.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Weeks RV. Managing strategic and corporate change within a turbulent environmental context : a strategic management approach. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9528
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
22.
Ndlela, Lorna Thembisile.
Establishing knowledge management for competitive advantage in an enterprise.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/7560
► M.Inf.
Enterprises are becoming more dependent on people than ever before and in the twenty first century, an enterprise's survival and success will highly depend…
(more)
▼ M.Inf.
Enterprises are becoming more dependent on people than ever before and in the twenty first century, an enterprise's survival and success will highly depend on the ability to manage knowledge as a source for competitive advantage. This study is concerned with the establishment of a knowledge management program that will ensure sustainable competitive advantage within the enterprise. The main problem under investigation is to assess the importance of knowledge management within an enterprise and to ascertain how knowledge management can ensure sustained competitive advantage in an enterprise. In the first three chapters of the study a literature survey is done to get a better understanding of what knowledge management is, the importance of corporate culture when implementing a knowledge management program and how knowledge management can be a source for sustainable competitive advantage or business edge. The advancement in information technology has allowed enterprises to leverage people's knowledge onto higher competitive level by improving competencies and processes, reducing mistakes, etc. and the optimal application of knowledge in a knowledge-based environment is playing an ever-increasing role in enterprise success. The second part of the study was an empirical study where a qualitative research was conducted in the Eskom Transmission Group. The aim of the research was to investigate understanding of the knowledge management concept amongst business leaders, determine enablers and barriers to implementing a knowledge management, and to also determine whether knowledge is seen as a source for competitive advantage. Structured interviews were conducted with ten business leaders in the Eskom Transmission Group. The data obtained from the interviews were analysed and interpreted according to the grounded theory. It was found that although knowledge management is old but as a formalised concept in the business environment in South Africa it is new and there is no common definition or understanding of the concept. It is however evident that the need to manage knowledge is understood and its importance to the sustainability of the business. The majority of the respondents agree that people issues are critical to the success of knowledge management in an enterprise, as people own knowledge. It is suggested that enterprises should adopt a holistic and integrated approach when establishing a knowledge management program. The holistic approach together with the framework and guidelines as given in chapter six would afford enterprises the ability to manage and harness their knowledge for sustainable competitive advantage. Broad recommendations for establishing a knowledge management program that will be a source of sustainable competitive advantage are proposed.
Subjects/Keywords: Knowledge management; Competition; Strategic planning
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APA ·
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Manager
APA (6th Edition):
Ndlela, L. T. (2012). Establishing knowledge management for competitive advantage in an enterprise. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/7560
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):
Ndlela, Lorna Thembisile. “Establishing knowledge management for competitive advantage in an enterprise.” 2012. Thesis, University of Johannesburg. Accessed March 04, 2021.
http://hdl.handle.net/10210/7560.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Ndlela, Lorna Thembisile. “Establishing knowledge management for competitive advantage in an enterprise.” 2012. Web. 04 Mar 2021.
Vancouver:
Ndlela LT. Establishing knowledge management for competitive advantage in an enterprise. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10210/7560.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Ndlela LT. Establishing knowledge management for competitive advantage in an enterprise. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/7560
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
23.
Kiilu, Jonathan W.
Strategic change management at the judiciary of Kenya
.
Degree: 2012, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/10690
► Strategic change arises out of the need of organizations to exploit existing or emerging opportunities and deal with threats in the market (Thompson, 1997). Johnson…
(more)
▼ Strategic change arises out of the need of organizations to exploit existing or emerging opportunities and deal with threats in the market (Thompson, 1997). Johnson & Scholes (2008) observes that organizations must formulate strategies on how to tackle the challenges that come with the changes through planning and implementing the requisite change programs. Change management approaches, practices have shown that due to the uniqueness of organizations there is no one general theory that explains organizational change and that managing change is always context dependent. The objectives of the study were to establish the approaches adopted in strategic change management at the judiciary of Kenya and the challenges faced in managing the same. The study utilized case study form of research design to collect both primary and secondary data and senior people at the judiciary were interviewed for primary data. Secondary data was sourced from other sources including the judiciary transformation framework, various reports and the constitution of Kenya 2010.The findings indicated that the need for change at the judiciary was brought about by changes in the legal and political environment in the country. The study showed that both planned and emergent approaches were used in managing change with the emergent approaches being more dominant. These approaches were consistence with various models proposed by several authors including Kotter (1996) eight step model and Bullock and Batten (1985) model. There was also change agency with the chief justice leading from the front. The change management was driven by the judiciary’s aim of renewal in order to restore public faith, confidence and serve its mandate as envisaged in the constitution of Kenya. Resistance to change was evident both from within and without and the respondents noted that leadership of the institution under the guidance of the chief justice played a critical role in the change process which enabled the judiciary implement various programs successfully. The study concludes that judiciary is successfully managing strategic change and Kenyans are now having faith in the judiciary although more is still to be done in order to fully achieve a transformed judiciary. Other sectors in the justice system especially the security apparatus in this country should also be reformed since they work hand in hand with the judiciary in the dispensation of justice. Limitation of the study was mainly the sampled respondents. The lower cadre staff spread across the country were not sampled because of resource constrains. Since the judiciary transformation framework is being implemented, this study recommends a replication of the study after the period of transition espoused in the constitution of Kenya 2010 is over. Similarly the study should also be conducted to other arms of the government of Kenya after the 2013 general elections since devolution will have taken place.
Subjects/Keywords: Strategic change management;
Judiciary;
Kenya
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Manager
APA (6th Edition):
Kiilu, J. W. (2012). Strategic change management at the judiciary of Kenya
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/10690
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):
Kiilu, Jonathan W. “Strategic change management at the judiciary of Kenya
.” 2012. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/10690.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Kiilu, Jonathan W. “Strategic change management at the judiciary of Kenya
.” 2012. Web. 04 Mar 2021.
Vancouver:
Kiilu JW. Strategic change management at the judiciary of Kenya
. [Internet] [Thesis]. University of Nairobi; 2012. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/10690.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Kiilu JW. Strategic change management at the judiciary of Kenya
. [Thesis]. University of Nairobi; 2012. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/10690
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
24.
Kabanya-Kamau, R. W.
Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
.
Degree: 2011, University of Nairobi
URL: http://hdl.handle.net/11295/96896
► The purpose of this study was to investigate the strategic change management practices at ICIPE and also to examine the perceived impacts of those strategic…
(more)
▼ The purpose of this study was to investigate the strategic change management practices at ICIPE and also to examine the perceived impacts of those strategic change management practices. Inorder to conduct this study the research design adopted was a case study which involved that contributed to achieving the above objectives. Personal interviews were done through the use of a comprehensive interview guide with main focus of unit managers from both the research and disciplinary units as well as from the finance and administration units. Content analysis was the mode used to collect the data and most of the gathered data was qualitative in nature. Findings of this study revealed that the main strategic change management practices that have taken place in ICIPE over the last three to six years are salary harmonization, shifting from a paper system to a paperless system, the organization restructuring leading to a change in the organogram, the massive investments in the construction and renovation of modem laboratories and finally the impending merger between IITA and ICIPE; however the ones that the interviewees were familiar with most were the first two changes. In these changes, various impacts were encountered that affected the entire ICIPE fraternity. From the study certain issues were recommended by the researcher based on the findings. Some of the recommendations included a more transparent relationship between the top management and staff and need to consider implementing strategic changes as involving taking a leap of faith. Further research was suggested inorder to cover other similar organizations especially the ICIPE sister organization that this would provide more useful information for comparison purposes.
Subjects/Keywords: Strategic Change Management Practices
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Manager
APA (6th Edition):
Kabanya-Kamau, R. W. (2011). Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/96896
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):
Kabanya-Kamau, R W. “Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
.” 2011. Thesis, University of Nairobi. Accessed March 04, 2021.
http://hdl.handle.net/11295/96896.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Kabanya-Kamau, R W. “Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
.” 2011. Web. 04 Mar 2021.
Vancouver:
Kabanya-Kamau RW. Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
. [Internet] [Thesis]. University of Nairobi; 2011. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/11295/96896.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Kabanya-Kamau RW. Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe)
. [Thesis]. University of Nairobi; 2011. Available from: http://hdl.handle.net/11295/96896
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
25.
Odida, Charles O.
Strategic change management in the downstream petroleum industry in Kenya
.
Degree: 2011, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/11911
► The research was designed to investigate the management of strategic change in the downstream petroleum industry in Kenya. The study sought to achieve three objectives.…
(more)
▼ The research was designed to investigate the management of strategic change in the downstream petroleum industry in Kenya. The study sought to achieve three objectives. The first objective was to identify key areas that are of strategic concern to firms and other stakeholders in the downstream petroleum industry in Kenya. The second one was to identify the challenges in the strategic change management process in the downstream petroleum industry in Kenya, while the final objective was to identify the change management approach that can be adopted to create a new synthesis of people, resources, ideas, opportunities and demands. The study adopted a survey approach. This approach allowed for information to be obtained from some members of the industry for purposes of generalization. A questionnaire targeting senior management staff was designed and used for primary data collection. Secondary data was also collected through company magazines, newsletters and newspapers. Content analysis was used in the analysis of data.
The findings of the study showed that despite the uncertainty that characterizes the petroleum industry and high probability of sudden changes, the downstream petroleum industry in Kenya prefers prefer planned changes. This is the case even though the industry anticipates strategic changes in their planning. Planned changes are preferred to un-planned changes for effective management and higher probability of success at implementing planned change. While the strategic change management was most necessary in products and services, acquisition and technology in the last five years, it was deemed to be least necessary in mergers. Strategic change management was largely initiated by company boards of directors and senior managers. In most cases, the initiator of the strategic changes is the same one who led the process while ensuring that employees are well informed about the changes.
The study found that there is resistance to strategic change in the downstream petroleum industry despite the fact that its effective management is useful and relevant. Involvement, education and counseling were most used in overcoming resistance while rescheduling and dispatch were the least used. Success at strategic change management in the downstream petroleum industry was largely influenced by management, industry standards, the employee training, corporate mission and vision as well as employee participation. It was found that Strategic changes in the downstream petroleum industry were relevant and of great impact on organizational efficiency, customer satisfaction and turn around/turn over.
The study findings led to the conclusion that strategic change management in the downstream petroleum industry in Kenya is best done if planned for in advance. The industry understands the value of the changes and as search requires that the drivers of the changes fully understand the dynamics and fundamentals in the oil industry so as to win directors, management and employees buy in so as to optimize the benefits that accrue from…
Subjects/Keywords: Strategic change management;
Petroleum industry
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APA ·
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MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Odida, C. O. (2011). Strategic change management in the downstream petroleum industry in Kenya
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/11911
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):
Odida, Charles O. “Strategic change management in the downstream petroleum industry in Kenya
.” 2011. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/11911.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Odida, Charles O. “Strategic change management in the downstream petroleum industry in Kenya
.” 2011. Web. 04 Mar 2021.
Vancouver:
Odida CO. Strategic change management in the downstream petroleum industry in Kenya
. [Internet] [Thesis]. University of Nairobi; 2011. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/11911.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Odida CO. Strategic change management in the downstream petroleum industry in Kenya
. [Thesis]. University of Nairobi; 2011. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/11911
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
26.
Waithaka, Lydiah W.
Change management at the Kenya Tea Development Agency Limited
.
Degree: 2012, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12714
► Organizations of today face an uncertain future due to various challenges posed by their dynamic and unpredictable environments. Economic and social factors such as globalization,…
(more)
▼ Organizations of today face an uncertain future due to various challenges posed by their
dynamic and unpredictable environments. Economic and social factors such as
globalization, political/legal, social/cultural, competition, liberalization, and advanced
technology are among the various forces that drive change in organizations. In order to
cope with these challenges, all organizations must be prepared to change. KTDA was
privatized as part of the government comprehensive Public Enterprise Reform and
Privatization Programme. Privatization was seen as able to introduce into the sector
efficiency and competition and contribute to the economy while privatization and
divestiture involved the transfer of a function, activity, organization or investment
holding from the public to private sector. KTDA changed from a parastatal organization
to a fully commercialized entity totally responsible for its own existence. The study had
three objectives which were: to establish what change management practices were
adopted at KTDA, what challenges were faced during the change management process
and what measures were adopted in dealing with the challenges of change management.
Primary qualitative data was collected from senior managers of KTDA using an interview
guide. The six senior managers, who included the CEO, were interviewed and their
responses have been analyzed and recorded in Chapter Four. Findings show that a
planned strategic approach to change management was adopted. Strategic change
management is a structured approach to shifting/transitioning individuals, teams and
organizations from a current state to a desired future state. It ensures that predetermined
objectives of introducing the process change are achieved, and it also helps prevent and
resolve conflicts, service disruption, culture clashes and other problems associated with
process change. The change process worked well for KTDA. It was embarked on as a
matter of urgency considering the circumstances the organization found itself in. It was
led by the CEO with his team of senior managers who all led by example. There was
effective sensitization and education on what was happening and what needed to be
achieved. The change was introduced in the whole organization and carried out
systematically step by step until the desired results were achieved. Resources were
availed, both financial and human, and KTDA recorded impressive growth in the number
and size of factories, number of subsidiary companies and returns to the farmer.
Everybody was involved in the change process and this contributed to its success.
Although a lot has been achieved, there are a number of aspects that are not yet complete.
These are indicated clearly in the summary of the findings in Chapter Five and some are
elaborated further under recommendations for policy and practice. The growth and
success of KTDA must have exceeded the expectations of the government when it was
privatized over 10 years ago. However, since change is a continuous process, the KTDA
…
Subjects/Keywords: Privatization; Strategic change; Management
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APA ·
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MLA ·
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CSE |
Export
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Manager
APA (6th Edition):
Waithaka, L. W. (2012). Change management at the Kenya Tea Development Agency Limited
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12714
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):
Waithaka, Lydiah W. “Change management at the Kenya Tea Development Agency Limited
.” 2012. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12714.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Waithaka, Lydiah W. “Change management at the Kenya Tea Development Agency Limited
.” 2012. Web. 04 Mar 2021.
Vancouver:
Waithaka LW. Change management at the Kenya Tea Development Agency Limited
. [Internet] [Thesis]. University of Nairobi; 2012. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12714.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Waithaka LW. Change management at the Kenya Tea Development Agency Limited
. [Thesis]. University of Nairobi; 2012. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12714
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
27.
Marete, Doreen K.
Strategic change management practices at Glaxosmithkline Limited
.
Degree: 2010, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13362
► Organizations deal with change on a day-to-day basis as do people. This study investigated strategic change management practices at GlaxoSmithKline Limited .The objective of the…
(more)
▼ Organizations deal with change on a day-to-day basis as do people. This study
investigated strategic change management practices at GlaxoSmithKline Limited .The
objective of the study was to determine the strategic change management practices
adopted at GlaxoSmithKline Limited. And to establish the importance of adoption
strategic change management practices at GlaxoSmithKline Limited. The research design
employed in this study was case study method. This study collected primary data.
Primary data was collected using interview guides. The collected qualitative data from
the interview guides was analyzed using content analysis. Content analysis generated
qualitative report which was analyzed in a continuous prose
The study concludes that strategic management practices adopted by the management of
GlaxoSmithKline Limited. The strategic change management practices due to external
force facing GlaxoSmithKline are adopt new strategies in the face of financial distress for
the purpose of breaking the critical situations to make the company to implement major
corporate changes such as diversification in new products, adopt focus strategy in
offering their products to specific groups in the markets and differentiation their products
to serve all the categories of the customers.
The study findings concludes that GlaxoSmithKline Limited management should
enhance creation of awareness by developing an informal network of relation to get
information, commitment, solidifying progress and integrating processes and interests,
using formal analytical techniques for establishing, measuring and rewarding key
initiatives to ensure significant changes are implemented. The study concludes that the
vi
management of GlaxoSmithKline limited engage in recruiting qualified staff and helps
the company members develop a relationship necessary to maximize effectiveness of a
change effort, manufacture products that are in need in the market, well implemented
strategies, acquisitions that lead to achieved expected synergies, business re-engineering
leading to short and less costly processes, down-sizing that lower the costs and quality
programs that deliver expected outcomes.
Subjects/Keywords: Strategic;
Change;
Management;
Practices;
Glaxosmithkline
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APA ·
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CSE |
Export
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Manager
APA (6th Edition):
Marete, D. K. (2010). Strategic change management practices at Glaxosmithkline Limited
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13362
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):
Marete, Doreen K. “Strategic change management practices at Glaxosmithkline Limited
.” 2010. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13362.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Marete, Doreen K. “Strategic change management practices at Glaxosmithkline Limited
.” 2010. Web. 04 Mar 2021.
Vancouver:
Marete DK. Strategic change management practices at Glaxosmithkline Limited
. [Internet] [Thesis]. University of Nairobi; 2010. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13362.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Marete DK. Strategic change management practices at Glaxosmithkline Limited
. [Thesis]. University of Nairobi; 2010. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13362
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Nairobi
28.
Wambutura, Justus G.
Strategic issue management at Kenya Maritime Authority
.
Degree: 2010, University of Nairobi
URL: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15042
► A strategic issue is a forthcoming development either inside or outside of the organization, which is likely to have an important impact on the ability…
(more)
▼ A strategic issue is a forthcoming development either inside or outside of the organization, which is likely to have an important impact on the ability of the enterprise to meet its objectives. An issue may be welcome; an opportunity to be grasped from the environment or an internal strength which can be exploited to advantage or it can be unwelcome a weakness which imperils combining success, even survival of the enterprise.
This study therefore sought to establish the strategic issue management practices in Kenya Maritime Authority. It also intended to identify the factors that influence strategic issue management in Kenya Maritime Authority.
The study was conducted using a case study method. The researcher held in-depth interviews with 5 heads of department and the Chief Executive Officer. Since this was a qualitative study, data was analyzed using content analysis.
The study established that the Kenya Marine Authority had a vision and a mission. The Authority was formed under the Kenya Marine Authority Act No. 5/2006 and the Merchant Shipping Act of 1967 (Cap 389). According to the finding there are several factors which can influence strategic issue management practices in an organisation. One of these factors is the presence and process of developing strategic issue management practices.
The study found out that sources of identifying strategic issues include Government policies, circulars, and new laws. According to the findings the Kenya Maritime Authority management analyses its strategic plan based on midterm and long term planning and recommended that a visit with each issue, whether it’s “important” or “urgent.” Often, issues seem very important when they're only urgent, for example, changing a flat tire is an urgent issue but you'd never put "changing a tire" in your strategic plan. Attend only to the important issues and not the urgent issues.
The study stipulated that the management of Kenya Maritime Authority should also find means of dealing with the following strategic issues and challenges experienced over the last five years that include: Dealing with pirates arrested in international waters, Expanding operations to the lake region, Sourcing for parcel of law to put up KMA HQs., Establishment of ERP, Preparation of national oil pollution contingency response plan and Instability in Somalia.
The main limitation of the study was the challenge faced was the administration of the interviews; most of the top management executives were pressed for time to provide an interview for the researcher. The management staffs travel a lot both locally and internationally.
The study gave recommendations for further research on the issue of strategic issue management on related industry players like the Kenya Ports Authority. The study also recommended further research to be undertaken to determine the success levels of companies that are using strategic issue management.
Subjects/Keywords: Strategic;
Management;
Kenya Maritime Authority
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APA ·
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Manager
APA (6th Edition):
Wambutura, J. G. (2010). Strategic issue management at Kenya Maritime Authority
. (Thesis). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15042
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):
Wambutura, Justus G. “Strategic issue management at Kenya Maritime Authority
.” 2010. Thesis, University of Nairobi. Accessed March 04, 2021.
http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15042.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Wambutura, Justus G. “Strategic issue management at Kenya Maritime Authority
.” 2010. Web. 04 Mar 2021.
Vancouver:
Wambutura JG. Strategic issue management at Kenya Maritime Authority
. [Internet] [Thesis]. University of Nairobi; 2010. [cited 2021 Mar 04].
Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15042.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Wambutura JG. Strategic issue management at Kenya Maritime Authority
. [Thesis]. University of Nairobi; 2010. Available from: http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15042
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Kennesaw State University
29.
Casto, Charles A.
Crisis Management: A Qualitative Study of Extreme Event Leadership.
Degree: DBA, Management, 2014, Kennesaw State University
URL: https://digitalcommons.kennesaw.edu/etd/626
► Several extreme events are examined in this dissertation to better understand the implications of such events for expanding the existing knowledge of crisis leadership.…
(more)
▼ Several extreme events are examined in this dissertation to better understand the implications of such events for expanding the existing knowledge of crisis leadership. Through interviews with leaders that had direct leadership roles in extreme events such as the Fukushima nuclear reactor explosions, Deepwater Horizon oilrig explosion, and Super Storm Sandy, in addition to national leadership, e.g. White House Situation Room, an in-depth, cross-case analysis of leadership in extreme crises is presented. Previous literature concludes that the abilities of leaders are second only to the cause of the event itself in determining the outcome of a disaster but due to the rarity of these events, there has been limited scholarly consideration of the implications of these events for leadership research and practice. Using an inductive, qualitative approach to analyze the interviews, the results lead to several conclusions. First, there is a need for this and additional research to clarify the meaning or unique challenges that define the characteristics of an extreme event crisis especially in the most extreme cases. Second, the importance of the effects of felt emotions including mortality salience on extreme leadership is profound on the thinking and actions of leaders in these events. Third, classic crisis
management and leadership theories are insufficient for explaining the needed actions in responding to extreme events.
These conclusions were integrated with prior research to develop a model of crisis leadership based on a continuum of crisis events from routine to extreme. This model is developed around six leadership concepts either identified in prior research or developed based on the findings of this study. The model also identifies threshold points where routine crisis events become more extreme. At these threshold points the demands on all actors in the event, especially the leaders, become more non-linear and can result in great emotional influences on sensemaking and subsequent decision making. This dissertation concludes that leadership in this context can almost exclusively be focused on life-saving, and instinctual or emotional responses. Further the differences between leadership in dangerous military and non-military domains are examined. The implication of these findings for practitioners and future researchers is also discussed.
Advisors/Committee Members: Dr. Neal P. Mero, Dr. Torsten M. Pieper, Dr. Dana Hermanson.
Subjects/Keywords: Business; Strategic Management Policy
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APA ·
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Manager
APA (6th Edition):
Casto, C. A. (2014). Crisis Management: A Qualitative Study of Extreme Event Leadership. (Thesis). Kennesaw State University. Retrieved from https://digitalcommons.kennesaw.edu/etd/626
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):
Casto, Charles A. “Crisis Management: A Qualitative Study of Extreme Event Leadership.” 2014. Thesis, Kennesaw State University. Accessed March 04, 2021.
https://digitalcommons.kennesaw.edu/etd/626.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Casto, Charles A. “Crisis Management: A Qualitative Study of Extreme Event Leadership.” 2014. Web. 04 Mar 2021.
Vancouver:
Casto CA. Crisis Management: A Qualitative Study of Extreme Event Leadership. [Internet] [Thesis]. Kennesaw State University; 2014. [cited 2021 Mar 04].
Available from: https://digitalcommons.kennesaw.edu/etd/626.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Casto CA. Crisis Management: A Qualitative Study of Extreme Event Leadership. [Thesis]. Kennesaw State University; 2014. Available from: https://digitalcommons.kennesaw.edu/etd/626
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
30.
Appels, Gaynor.
Strategic management guidelines for construction SMEs in the Eastern Cape.
Degree: Faculty of Business and Economic Sciences, 2010, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/1414
► SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are…
(more)
▼ SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
Subjects/Keywords: Construction industry – Management; Strategic planning
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APA (6th Edition):
Appels, G. (2010). Strategic management guidelines for construction SMEs in the Eastern Cape. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/1414
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):
Appels, Gaynor. “Strategic management guidelines for construction SMEs in the Eastern Cape.” 2010. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021.
http://hdl.handle.net/10948/1414.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Appels, Gaynor. “Strategic management guidelines for construction SMEs in the Eastern Cape.” 2010. Web. 04 Mar 2021.
Vancouver:
Appels G. Strategic management guidelines for construction SMEs in the Eastern Cape. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2010. [cited 2021 Mar 04].
Available from: http://hdl.handle.net/10948/1414.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Appels G. Strategic management guidelines for construction SMEs in the Eastern Cape. [Thesis]. Nelson Mandela Metropolitan University; 2010. Available from: http://hdl.handle.net/10948/1414
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
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