subject:(strategic management)

University of Nairobi

1. Ndung’u, Gibson M. Strategic management practices in the registered filming organizations in Kenya .

Degree: 2014, University of Nairobi

► 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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APA (6^th 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 (16^th Edition):

Ndung’u, Gibson M. “Strategic management practices in the registered filming organizations in Kenya .” 2014. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Ndung’u, Gibson M. “Strategic management practices in the registered filming organizations in Kenya .” 2014. Web. 18 Oct 2019.

Vancouver:

Ndung’u GM. Strategic management practices in the registered filming organizations in Kenya . [Internet] [Thesis]. University of Nairobi; 2014. [cited 2019 Oct 18]. 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)

Subjects/Keywords: strategic management

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Mutwiri-Kamunde, Betty K. “Strategic management practices at kenya airports authority .” 2012. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Mutwiri-Kamunde, Betty K. “Strategic management practices at kenya airports authority .” 2012. Web. 18 Oct 2019.

Vancouver:

Mutwiri-Kamunde BK. Strategic management practices at kenya airports authority . [Internet] [Thesis]. University of Nairobi; 2012. [cited 2019 Oct 18]. 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)

Subjects/Keywords: Strategic management

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Ng’ang’a, Diana Wanjiku. “Strategic issue management at Enashipai resort and SPA Limited, Kenya .” 2014. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Ng’ang’a, Diana Wanjiku. “Strategic issue management at Enashipai resort and SPA Limited, Kenya .” 2014. Web. 18 Oct 2019.

Vancouver:

Ng’ang’a DW. Strategic issue management at Enashipai resort and SPA Limited, Kenya . [Internet] [Thesis]. University of Nairobi; 2014. [cited 2019 Oct 18]. 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 · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th 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 October 18, 2019. 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 (7^th Edition):

Were, Katherine K. “Application of the balanced score card as a strategic management tool at the Kenya bureau of standards .” 2015. Web. 18 Oct 2019.

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 2019 Oct 18]. 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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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Schulschenk, Jess. “Effecting strategic change:The work of strategic champions in shaping narrative infrastructure.” 2018. Thesis, University of Cape Town. Accessed October 18, 2019. 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 (7^th Edition):

Schulschenk, Jess. “Effecting strategic change:The work of strategic champions in shaping narrative infrastructure.” 2018. Web. 18 Oct 2019.

Vancouver:

Schulschenk J. Effecting strategic change:The work of strategic champions in shaping narrative infrastructure. [Internet] [Thesis]. University of Cape Town; 2018. [cited 2019 Oct 18]. 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 Georgia

6. Robinson, Kara Brown. Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs.

Degree: EdD, Higher Education, 2013, University of Georgia

URL: http://purl.galileo.usg.edu/uga_etd/robinson_kara_b_201312_edd

► This research examined the practice of strategic enrollment management in schools of public health (SPH) through an administrative orientation with a focus on admission and… (more)

▼ This research examined the practice of strategic enrollment management in schools of public health (SPH) through an administrative orientation with a focus on admission and financial processes. While strategic enrollment management (SEM) has been studied at great length at the undergraduate level, much less attention has been paid to SEM in professional schools. A qualitative research study of SEM was undertaken to examine the prevalence of SEM plans, concepts adopted, organizational structure and perceived barriers to implementation. Semi-structured interviews were conducted with admissions representatives from 27 SPH. The study yielded several conclusions that are important to university administrators. First, SEM is conceptualized through informal frameworks in SPH rather than through formal strategic enrollment management plans. Second, SPH organizational structures are centralized in terms of admissions and recruitment processes and decentralized in terms of decision-making authority and yield-to-matriculation efforts. Furthermore, admissions representatives in SPH see collaboration as essential for meeting matriculation targets. Finally, polarities exist regarding the impact of tuition and financial aid structures on enrollment management in SPH. SEM is complex, and there are contradictions between its aspirations and the day-to-day realities –exemplified through schools’ commitment to diversity, an educated and representative public health workforce and a collaborative approach to strategic enrollment management within the context of a competitive and expanding market. Inevitably, there were limitations to the analysis. Admission representatives from only 27 of the 51 Council on Education and Public Health (CEPH) accredited schools in the U.S. were interviewed, and other personnel from schools of public health – such as deans and faculty – were not interviewed. In addition, the study’s use of telephone interviews may have constrained data-gathering due to the impersonal nature of the interaction. Nevertheless, master’s degree programs are growing dramatically across disciplines, and future research is warranted to further examine graduate enrollment management models. Ideally, results from this study will inform SPH as they engage in conversations and undertake decisions regarding strategic enrollment management and pursue areas for prospective collaboration within their schools and institutions. Advisors/Committee Members: James C. Hearn.

Subjects/Keywords: Strategic Enrollment Management

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Robinson, K. B. (2013). Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs. (Doctoral Dissertation). University of Georgia. Retrieved from http://purl.galileo.usg.edu/uga_etd/robinson_kara_b_201312_edd

Chicago Manual of Style (16^th Edition):

Robinson, Kara Brown. “Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs.” 2013. Doctoral Dissertation, University of Georgia. Accessed October 18, 2019. http://purl.galileo.usg.edu/uga_etd/robinson_kara_b_201312_edd.

MLA Handbook (7^th Edition):

Robinson, Kara Brown. “Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs.” 2013. Web. 18 Oct 2019.

Vancouver:

Robinson KB. Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs. [Internet] [Doctoral dissertation]. University of Georgia; 2013. [cited 2019 Oct 18]. Available from: http://purl.galileo.usg.edu/uga_etd/robinson_kara_b_201312_edd.

Council of Science Editors:

Robinson KB. Perceptions of strategic enrollment management in schools of public health: a look at graduate professional programs. [Doctoral Dissertation]. University of Georgia; 2013. Available from: http://purl.galileo.usg.edu/uga_etd/robinson_kara_b_201312_edd

University of Nairobi

7. 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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APA (6^th 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 (16^th Edition):

Elijah, Virginia W. “Strategic management at Parklands primary school, Kenya .” 2014. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Elijah, Virginia W. “Strategic management at Parklands primary school, Kenya .” 2014. Web. 18 Oct 2019.

Vancouver:

Elijah VW. Strategic management at Parklands primary school, Kenya . [Internet] [Thesis]. University of Nairobi; 2014. [cited 2019 Oct 18]. 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

8. 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 · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Mwiriki, Beatrice N. “Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya .” 2015. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Mwiriki, Beatrice N. “Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya .” 2015. Web. 18 Oct 2019.

Vancouver:

Mwiriki BN. Strategic change management practices and perfomance of large supermarkets in Nairobi county, Kenya . [Internet] [Thesis]. University of Nairobi; 2015. [cited 2019 Oct 18]. 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

9. 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)

Subjects/Keywords: Strategic management practices

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Njeru, Gacheri K. “Strategic management practices and performance of small and medium sized enterprises in kenya .” 2015. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Njeru, Gacheri K. “Strategic management practices and performance of small and medium sized enterprises in kenya .” 2015. Web. 18 Oct 2019.

Vancouver:

Njeru GK. Strategic management practices and performance of small and medium sized enterprises in kenya . [Internet] [Thesis]. University of Nairobi; 2015. [cited 2019 Oct 18]. 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

Massey University

10. Wu, Minyu. The search for sustainable competitive advantage : a stakeholder management perspective.

Degree: PhD, Management, 2010, Massey University

URL: http://hdl.handle.net/10179/1543

► Competitive advantage and stakeholder management are two important research streams that have attracted much attention during the past two decades. Although competitive advantage is the… (more)

▼ Competitive advantage and stakeholder management are two important research streams that have attracted much attention during the past two decades. Although competitive advantage is the core issue of strategic management in which stakeholder management is rooted, the two topics have developed seemingly independently in the literature. The main purpose of this thesis is to explore how stakeholder management influences competitive advantage. The research is guided by a theoretical framework that employs a stakeholder perspective, linking three perspectives of competitive advantage—the resource-based view, the relational view, and the activity-position view. The general research approach chosen is a qualitative, multiple-case study. Ten cases were selected, from leading firms of several industries in Taiwan, and in-depth interviews were conducted. Results showed that a firm’s competitive advantage comes from its resource capacity (superior resources, unique capabilities, and solid relationships) and a mix of activities that respond to the competitive context. Competitive advantage, too, can be analysed in terms of two components: resource advantage and positional advantage. Stakeholder management can have significant influences on resource advantages as stakeholders play important roles in the process of value creation. They are the providers who supply valued resources to the firm and, as such, can act as catalysts or hindrances that either facilitate or impede the generation of valued resources. Successful stakeholder management strengthens a firm’s resource profile and thus enhances its resource advantages. Stakeholder management also has considerable influences on positional advantages, as stakeholders are relevant to activities and drivers that determine cost and differentiation. Moreover, stakeholders are key players in the competitive context, who help to shape the competitiveness of the firm. The study reported that stakeholder management helps to sustain competitive advantage through advancing a firm’s resource capacity—resource commitment, developing capabilities, and building relationships. Stakeholder management also generates several isolating mechanisms that preserve competitive advantage, including time compression diseconomies, causal ambiguity, social complexity, and transaction costs. However, in the face of ever-changing situations, managers need to adopt different strategies for managing stakeholder relations. To achieve sustained competitive advantage in a dynamic context, firms not only have to strengthen the capacity of resource advantage to fit the competitive strategy, but also need to use innovative and entrepreneurial approaches for managing their stakeholder relations.

Subjects/Keywords: Strategic management; Taiwan

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APA (6^th Edition):

Wu, M. (2010). The search for sustainable competitive advantage : a stakeholder management perspective. (Doctoral Dissertation). Massey University. Retrieved from http://hdl.handle.net/10179/1543

Chicago Manual of Style (16^th Edition):

Wu, Minyu. “The search for sustainable competitive advantage : a stakeholder management perspective.” 2010. Doctoral Dissertation, Massey University. Accessed October 18, 2019. http://hdl.handle.net/10179/1543.

MLA Handbook (7^th Edition):

Wu, Minyu. “The search for sustainable competitive advantage : a stakeholder management perspective.” 2010. Web. 18 Oct 2019.

Vancouver:

Wu M. The search for sustainable competitive advantage : a stakeholder management perspective. [Internet] [Doctoral dissertation]. Massey University; 2010. [cited 2019 Oct 18]. Available from: http://hdl.handle.net/10179/1543.

Council of Science Editors:

Wu M. The search for sustainable competitive advantage : a stakeholder management perspective. [Doctoral Dissertation]. Massey University; 2010. Available from: http://hdl.handle.net/10179/1543

University of Cape Town

11. Effendi, Mohamed Sinan. The role of environmental accounting in strategic cost management.

Degree: Image, School of Management Studies, 2010, University of Cape Town

URL: http://hdl.handle.net/11427/12790

► Environmental issues in the world today and often seen in the media are causing a stir in the business world. The effect is that the… (more)

Subjects/Keywords: Strategic Cost Management

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APA (6^th Edition):

Effendi, M. S. (2010). The role of environmental accounting in strategic cost management. (Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/12790

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Effendi, Mohamed Sinan. “The role of environmental accounting in strategic cost management.” 2010. Thesis, University of Cape Town. Accessed October 18, 2019. http://hdl.handle.net/11427/12790.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Effendi, Mohamed Sinan. “The role of environmental accounting in strategic cost management.” 2010. Web. 18 Oct 2019.

Vancouver:

Effendi MS. The role of environmental accounting in strategic cost management. [Internet] [Thesis]. University of Cape Town; 2010. [cited 2019 Oct 18]. Available from: http://hdl.handle.net/11427/12790.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Effendi MS. The role of environmental accounting in strategic cost management. [Thesis]. University of Cape Town; 2010. Available from: http://hdl.handle.net/11427/12790

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Cape Town

12. Rusinga, Nectar. Value chain analysis along the petroleum supply chain.

Degree: Image, College of Accounting, 2010, University of Cape Town

URL: http://hdl.handle.net/11427/10839

► The wide range of the petroleum industry's products as well as the varied value of these products coupled with the global nature of the petroleum… (more)

Subjects/Keywords: Strategic Cost Management

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APA (6^th Edition):

Rusinga, N. (2010). Value chain analysis along the petroleum supply chain. (Thesis). University of Cape Town. Retrieved from http://hdl.handle.net/11427/10839

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Rusinga, Nectar. “Value chain analysis along the petroleum supply chain.” 2010. Thesis, University of Cape Town. Accessed October 18, 2019. http://hdl.handle.net/11427/10839.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Rusinga, Nectar. “Value chain analysis along the petroleum supply chain.” 2010. Web. 18 Oct 2019.

Vancouver:

Rusinga N. Value chain analysis along the petroleum supply chain. [Internet] [Thesis]. University of Cape Town; 2010. [cited 2019 Oct 18]. Available from: http://hdl.handle.net/11427/10839.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Rusinga N. Value chain analysis along the petroleum supply chain. [Thesis]. University of Cape Town; 2010. Available from: http://hdl.handle.net/11427/10839

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Oulu

13. 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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APA (6^th 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 (16^th Edition):

Sahlman, K (Kari). “Elements of strategic technology management.” 2010. Doctoral Dissertation, University of Oulu. Accessed October 18, 2019. http://urn.fi/urn:isbn:9789514262500.

MLA Handbook (7^th Edition):

Sahlman, K (Kari). “Elements of strategic technology management.” 2010. Web. 18 Oct 2019.

Vancouver:

Sahlman K(. Elements of strategic technology management. [Internet] [Doctoral dissertation]. University of Oulu; 2010. [cited 2019 Oct 18]. 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

14. 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)

Subjects/Keywords: Strategic management; Project management

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APA (6^th 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 (16^th Edition):

Nel, Nevin Narhan. “The effect of strategic project leadership elements on successful strategic management implementation.” 2012. Thesis, Nelson Mandela Metropolitan University. Accessed October 18, 2019. 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 (7^th Edition):

Nel, Nevin Narhan. “The effect of strategic project leadership elements on successful strategic management implementation.” 2012. Web. 18 Oct 2019.

Vancouver:

Nel NN. The effect of strategic project leadership elements on successful strategic management implementation. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2012. [cited 2019 Oct 18]. 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

15. 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 (6^th 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 (16^th 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 October 18, 2019. http://hdl.handle.net/10500/13506.

MLA Handbook (7^th 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. 18 Oct 2019.

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 2019 Oct 18]. 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

16. 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)

Subjects/Keywords: Strategic Human Resource Management; Strategic Involvement

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APA (6^th 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 (16^th 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 October 18, 2019. 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 (7^th 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. 18 Oct 2019.

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 2019 Oct 18]. 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

17. 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 (6^th 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 (16^th Edition):

Al Katheeri, Mohamed. “Towards understanding stakeholder relationship during strategic planning : the case of an airline company.” 2016. Doctoral Dissertation, University of Bedfordshire. Accessed October 18, 2019. http://hdl.handle.net/10547/622489.

MLA Handbook (7^th Edition):

Al Katheeri, Mohamed. “Towards understanding stakeholder relationship during strategic planning : the case of an airline company.” 2016. Web. 18 Oct 2019.

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 2019 Oct 18]. 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 Zululand

18. Mahlambi, Sizwe Blessing. Strategic planning: a tool for effective management of schools .

Degree: 2015, University of Zululand

URL: http://hdl.handle.net/10530/1451

► The aim of this study is to investigate the role of strategic planning in the management of schools. Strategic Planning refers to the combined effort… (more)

▼ The aim of this study is to investigate the role of strategic planning in the management of schools. Strategic Planning refers to the combined effort of people with interest in education (stakeholders) to develop a common goal for a particular school. Everyone within the boundaries of the school (teachers, learners and parents) then work toward the attainment of such a goal. From the literature study it becomes clear that strategic planning should commence with a study of the environment. “Environment” is an all inclusive word in this context that refers to both internal and external environments. The internal environment includes inherent factors that strengthen or weaken the school’s position. The external environment includes outside opportunities that the school may have as well as the threats that are brought by outside influences, including other schools or the community. The literature survey supplies a vast amount of evidence to support the belief that successful organisations are goal orientated. What all successful schools have in common is a well discussed mission / goal that people in that particular school works towards. A goal orientated school is characterised by parental involvement in matters concerning the school; by learner performance because of set standards; by educator competence because of available resources for effective teaching; and by teamwork, trust and participation in all activities in the school. For the purpose of the empirical investigation, a self-structured questionnaire for educators was utilized. The data obtained from the completed questionnaires was processed and analysed by means of descriptive statistics. The findings from the empirical study confirmed that most schools are still lacking in goal setting and- management expert skills. In conclusion a summary of the study, based on the findings of the literature and empirical studies is presented, with the following recommendations: • Programmes in the form of workshops should be developed to empower parents in their involvement in schools. • Implementation of training and education of the school management teams with regard to the running of the schools. • Further research should to be done to improve planning and management of the schools. Advisors/Committee Members: Duma, M (advisor).

Subjects/Keywords: strategic planning – school management

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APA (6^th Edition):

Mahlambi, S. B. (2015). Strategic planning: a tool for effective management of schools . (Thesis). University of Zululand. Retrieved from http://hdl.handle.net/10530/1451

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Mahlambi, Sizwe Blessing. “Strategic planning: a tool for effective management of schools .” 2015. Thesis, University of Zululand. Accessed October 18, 2019. http://hdl.handle.net/10530/1451.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Mahlambi, Sizwe Blessing. “Strategic planning: a tool for effective management of schools .” 2015. Web. 18 Oct 2019.

Vancouver:

Mahlambi SB. Strategic planning: a tool for effective management of schools . [Internet] [Thesis]. University of Zululand; 2015. [cited 2019 Oct 18]. Available from: http://hdl.handle.net/10530/1451.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Mahlambi SB. Strategic planning: a tool for effective management of schools . [Thesis]. University of Zululand; 2015. Available from: http://hdl.handle.net/10530/1451

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Kennesaw State University

19. 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 (6^th 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 (16^th Edition):

Casto, Charles A. “Crisis Management: A Qualitative Study of Extreme Event Leadership.” 2014. Thesis, Kennesaw State University. Accessed October 18, 2019. 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 (7^th Edition):

Casto, Charles A. “Crisis Management: A Qualitative Study of Extreme Event Leadership.” 2014. Web. 18 Oct 2019.

Vancouver:

Casto CA. Crisis Management: A Qualitative Study of Extreme Event Leadership. [Internet] [Thesis]. Kennesaw State University; 2014. [cited 2019 Oct 18]. 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

University of KwaZulu-Natal

20. [No author]. Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa.

Degree: Leadership and management, 2007, University of KwaZulu-Natal

URL: http://hdl.handle.net/10413/1710

► The word 'strategy' is still very critical and central in running the affairs of any business and organization. Strategy is highly rated and often seen… (more)

▼ The word 'strategy' is still very critical and central in running the affairs of any business and organization. Strategy is highly rated and often seen as the bedrock for any success of an organization and business venture. Since its years of evolution, it has been dominated primarily by rational and analytical approaches up until the resurgence of an emergent approach as a new perspective in strategy enactment processes. Ever since then the discourse of strategic management processes has been predominantly underpinned by these two approaches. As a case study, four organizations that represent a wide spectrum in terms of type and therefore assumed to provide scope for discovering variations with regard to strategy processes were selected. These four organizations were selected to examine the approach/es used in strategic enactment and to evaluate the relationship between organizational success and its strategy enactment process. The focus in this study is biased to what strategy is perceived to be at organizational level and whether individuals within these organizations do subscribe to the same perception or on their own. Secondly, as strategy is perceived as the bedrock for an organization success, the study has attempted to look at possible links or relationships between the two - success and strategy. This has been done by looking at the alignment between organizational operations and the strategy. The results of the study show that: • The four organizations use the rational analytical approach to strategy enactment. • Individuals within these organizations subscribe to the holistic perspective of strategy enactment which integrates strategy formulation and strategy implementation dichotomy into a single gestalt of formulation-implementation at all levels of the organizations. • The success of the organization cannot only be attributed to strategic enactment and its application alone. Other factors as well act as enablers and / or provide opportunities for organizational success. • The approach used to design and implement strategy has a direct relationship with how the designers and implementers of strategy define and understand an organization to be. For instance the study shows that strategists who define and understand organizational strategy as an entity devoid of its social and cultural construct tend to use the rational and analytical approaches. However, those who see it as an entity that is shaped and influenced by socio-cultural factors are prone to the emergent approach. Advisors/Committee Members: Bodhanya, Shamim (advisor).

Subjects/Keywords: Leadership and management.; Strategic planning.

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APA (6^th Edition):

author], [. (2007). Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa. (Thesis). University of KwaZulu-Natal. Retrieved from http://hdl.handle.net/10413/1710

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

author], [No. “Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa. ” 2007. Thesis, University of KwaZulu-Natal. Accessed October 18, 2019. http://hdl.handle.net/10413/1710.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

author], [No. “Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa. ” 2007. Web. 18 Oct 2019.

Vancouver:

author] [. Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa. [Internet] [Thesis]. University of KwaZulu-Natal; 2007. [cited 2019 Oct 18]. Available from: http://hdl.handle.net/10413/1710.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

author] [. Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa. [Thesis]. University of KwaZulu-Natal; 2007. Available from: http://hdl.handle.net/10413/1710

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Nairobi

21. 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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APA (6^th 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 (16^th Edition):

Kiilu, Jonathan W. “Strategic change management at the judiciary of Kenya .” 2012. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Kiilu, Jonathan W. “Strategic change management at the judiciary of Kenya .” 2012. Web. 18 Oct 2019.

Vancouver:

Kiilu JW. Strategic change management at the judiciary of Kenya . [Internet] [Thesis]. University of Nairobi; 2012. [cited 2019 Oct 18]. 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

22. 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)

Subjects/Keywords: Strategic Change Management Practices

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APA (6^th 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 (16^th 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 October 18, 2019. 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 (7^th Edition):

Kabanya-Kamau, R W. “Implementation Of Strategic Change Management Practices At The International Centre Of Insect Physiology And Ecology (Icipe) .” 2011. Web. 18 Oct 2019.

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 2019 Oct 18]. 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

23. 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 (6^th 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 (16^th Edition):

Odida, Charles O. “Strategic change management in the downstream petroleum industry in Kenya .” 2011. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Odida, Charles O. “Strategic change management in the downstream petroleum industry in Kenya .” 2011. Web. 18 Oct 2019.

Vancouver:

Odida CO. Strategic change management in the downstream petroleum industry in Kenya . [Internet] [Thesis]. University of Nairobi; 2011. [cited 2019 Oct 18]. 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

24. 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 (6^th 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 (16^th Edition):

Waithaka, Lydiah W. “Change management at the Kenya Tea Development Agency Limited .” 2012. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Waithaka, Lydiah W. “Change management at the Kenya Tea Development Agency Limited .” 2012. Web. 18 Oct 2019.

Vancouver:

Waithaka LW. Change management at the Kenya Tea Development Agency Limited . [Internet] [Thesis]. University of Nairobi; 2012. [cited 2019 Oct 18]. 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

25. 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 (6^th 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 (16^th Edition):

Marete, Doreen K. “Strategic change management practices at Glaxosmithkline Limited .” 2010. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Marete, Doreen K. “Strategic change management practices at Glaxosmithkline Limited .” 2010. Web. 18 Oct 2019.

Vancouver:

Marete DK. Strategic change management practices at Glaxosmithkline Limited . [Internet] [Thesis]. University of Nairobi; 2010. [cited 2019 Oct 18]. 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

26. 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 (6^th 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 (16^th Edition):

Wambutura, Justus G. “Strategic issue management at Kenya Maritime Authority .” 2010. Thesis, University of Nairobi. Accessed October 18, 2019. 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 (7^th Edition):

Wambutura, Justus G. “Strategic issue management at Kenya Maritime Authority .” 2010. Web. 18 Oct 2019.

Vancouver:

Wambutura JG. Strategic issue management at Kenya Maritime Authority . [Internet] [Thesis]. University of Nairobi; 2010. [cited 2019 Oct 18]. 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

Brunel University

27. Balta, Maria Elisavet. The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies.

Degree: 2008, Brunel University

URL: http://bura.brunel.ac.uk/handle/2438/3495 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499389

► This thesis documents a study of the factors associated with Boards of Directors’ strategic decisions. The premise upon which such a research initiative is founded… (more)

▼ This thesis documents a study of the factors associated with Boards of Directors’ strategic decisions. The premise upon which such a research initiative is founded concerns the increased interest of academics and business practitioners in Board of Directors in the U.K and in U.S in part arising from recent financial scandals made in major public companies. Despite this increased attention to Board of Directors, it is acknowledged that Boards of Directors is one of the most under-researched management topics and its research is limited in scope and scale. An extensive review of the literature revealed that a useful contribution to knowledge could be derived from the investigation of the factors that influence Boards’ strategic decisions in quoted organisations. The research objectives is then to investigate the strategic decisions Boards of Directors and the organisation make by examining the environmental factors associated with the Board, the characteristics of the Board such as age, education, experience, composition, the Boards’ strategic choices in areas such as innovation, strategic decisions and to examine the influence the Boards have on performance. Despite the significant research interest in this topic, knowledge is still incomplete. This thesis makes a significant contribution to the strategic management literature by developing an integrative framework which examines strategic decisions from both content and process perspectives. The model developed, identifies the influence on strategic decisions, the environment, the characteristics of the Boards of Directors and its involvement has as influence on strategic decisions. The empirical study is carried out in a new cultural context; Greece and more specifically to listed firms on the Athens Stock Exchange. A theoretical model has been created and following a deductive approach, primary data through questionnaires was collected from 105 Greek listed organisations. Data was analysed according to their descriptive properties and underlying correlation structure. Several principal components were derived from these analyses which were used in hypothesis testing. Subsequently, a multiple regression and GLM analyses were conducted in order to examine the interrelationships between the factors associated with Boards’ strategic decisions. The research findings are discussed and considered in light of current knowledge in the area. A number of conclusions are made from the findings. Furthermore, implications for academics and business practitioners are drawn that indicate the relevance and applicability of this research to corporate governance practices. Limitations of the research and possible future research are set out. The thesis is organised into seven chapters which are entitled in the following order: literature review of Boards of Directors and development of theoretical framework; empirical approach and conceptualisation of the factors associated with boards’ strategic decisions; descriptive research findings; principal component analysis and construction…

Subjects/Keywords: 658.403; Strategic Management; Corporate Governance

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APA (6^th Edition):

Balta, M. E. (2008). The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies. (Doctoral Dissertation). Brunel University. Retrieved from http://bura.brunel.ac.uk/handle/2438/3495 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499389

Chicago Manual of Style (16^th Edition):

Balta, Maria Elisavet. “The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies.” 2008. Doctoral Dissertation, Brunel University. Accessed October 18, 2019. http://bura.brunel.ac.uk/handle/2438/3495 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499389.

MLA Handbook (7^th Edition):

Balta, Maria Elisavet. “The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies.” 2008. Web. 18 Oct 2019.

Vancouver:

Balta ME. The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies. [Internet] [Doctoral dissertation]. Brunel University; 2008. [cited 2019 Oct 18]. Available from: http://bura.brunel.ac.uk/handle/2438/3495 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499389.

Council of Science Editors:

Balta ME. The impact of business environment and boards of directors on strategic decision-making : a case study of Greek listed companies. [Doctoral Dissertation]. Brunel University; 2008. Available from: http://bura.brunel.ac.uk/handle/2438/3495 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499389

NSYSU

28. 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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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Horng, Chi-ting. “The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan.” 2014. Thesis, NSYSU. Accessed October 18, 2019. 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 (7^th Edition):

Horng, Chi-ting. “The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan.” 2014. Web. 18 Oct 2019.

Vancouver:

Horng C. The Strategic Management of Ophthalmology Division of Regional Hospital in Taiwan. [Internet] [Thesis]. NSYSU; 2014. [cited 2019 Oct 18]. 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

29. 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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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Jonker, Martin. “Enhancing project success using an organisational architecture approach.” 2015. Thesis, Nelson Mandela Metropolitan University. Accessed October 18, 2019. 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 (7^th Edition):

Jonker, Martin. “Enhancing project success using an organisational architecture approach.” 2015. Web. 18 Oct 2019.

Vancouver:

Jonker M. Enhancing project success using an organisational architecture approach. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2015. [cited 2019 Oct 18]. 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

30. 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 · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th 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 (16^th Edition):

Haupt, Ross. “A business intelligence framework for supporting strategic sustainability information management in higher education.” 2016. Thesis, Nelson Mandela Metropolitan University. Accessed October 18, 2019. 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 (7^th Edition):

Haupt, Ross. “A business intelligence framework for supporting strategic sustainability information management in higher education.” 2016. Web. 18 Oct 2019.

Vancouver:

Haupt R. A business intelligence framework for supporting strategic sustainability information management in higher education. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2016. [cited 2019 Oct 18]. 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

Open Access Theses and Dissertations