http://hdl.handle.net/10500/2731 2013-05-25T21:55:05Z 2013-05-25T21:55:05Z Duncan, Robert David http://hdl.handle.net/10500/6221 2013-04-08T10:13:21Z 2011-11-01T00:00:00Z

The role of online social networks in inter-firm collaborative innovation and problem solving Duncan, Robert David This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships.

2011-11-01T00:00:00Z Lear, Lorraine Wendy http://hdl.handle.net/10500/5847 2012-09-03T08:04:48Z 2012-02-01T00:00:00Z

The relationship between strategic leadership and strategic alignment in high-performance companies in South Africa Lear, Lorraine Wendy In the global economy of the 21st century, competition is complex, challenging and fraught with competitive opportunities and threats. Strategic leadership is increasingly becoming the main focus for business and academics alike and is the key issue facing contemporary organisations. Without effective strategic leadership, the capability of a company to achieve or sustain a competitive advantage is greatly constrained. More than 30 years of Harvard Business School research have shown that aligned and integrated companies outperform their nearest competitors by every major financial measure. The organisational effectiveness emanating from alignment is a significant competitive advantage. Alignment is that optimal state in which strategy, employees, customers and key processes work in concert to propel growth and profits. Aligned organisations enjoy greater customer and employee satisfaction and produce superior results. Can leadership make a difference? Some leaders do, some do not - and many more could. Effective strategic leadership can thus help organisations enhance performance while competing in turbulent and unpredictable environments. However, there has been little empirical evidence of the effects of strategic level leadership on organisational processes that have distinctive strategic significance. A greater understanding of the criteria that influence success in organisations will enable organisations to take positive action to become more successful. iv This study examines the importance of critical leadership criteria and the degree of alignment in high-performing organisations. A quantitative research design was used in this study to assess the impact of strategic leadership on strategic alignment of business organisations in South Africa. The research instruments to test the research questions comprised two questionnaires. The first was used to establish the value top leadership place on selected critical leadership criteria, and the second to establish the level of alignment in the organisations under investigation. The population selected for this study consisted of the companies included in the 200 top-performing organisations which appeared in the 2007 Financial Mail. Six companies participated in the research. The data was electronically collated into a database and the results were then analysed using the statistical inferential techniques of correlation and linear regression analysis. The study proposes that strategic leadership will positively influence strategic alignment which, in turn, will have a beneficial effect on organisational performance.

2012-02-01T00:00:00Z Sibanda, Rosemary http://hdl.handle.net/10500/5758 2013-04-04T08:27:26Z 2011-11-01T00:00:00Z

Developing a service quality measurement instrument for archival institutions Sibanda, Rosemary The service sector of the global economy is undoubtedly growing and increasingly highlighting the criticality of service quality to enhanced profitability in most service organisations. The demand for accountability from different stakeholders, including clients, has also made service quality a highly debated, researched and most powerful competitive trend shaping marketing and business strategy. Developing reliable measurement instruments of service quality and strategies for the improvement of service quality invariably become the most important responsibilities for managers in many organisations. In the absence of conceptual clarity on service quality, divergent views on the dimensionality of service quality and the lack of a psychometrically valid service quality measure in archival institutions, this study set out to develop and subsequently validate a measurement instrument to assess service quality in an archival institutional setting. The two research questions investigated in this study were: (1) what are the dimensions for measuring service quality in archival institutions, and (2) how can the dimensions of service quality in archival institutions be measured effectively. The methodology for this study involved a two-phased qualitative and quantitative analysis addressing these two research questions. The study followed the standard psychometric procedure for developing constructs. This research has resulted in the important findings and relevant conclusions for both academics and practitioners interested in service quality in the archival environment. The service quality measurement instrument formulated is called ARCHIVqual and has three dimensions, namely (1) security of information (with 4 items), (2) integrity of information (with 3 items) and (3) usability of information (with 2 items). Besides measuring service quality in the archival environment, ARCHIVqual will also serve as a tool for conducting periodic surveys thereby identifying specific problematic areas in archival institutions.

2011-11-01T00:00:00Z Ngeleza, Bangani Eric http://hdl.handle.net/10500/5757 2013-05-02T12:40:32Z 2011-11-30T00:00:00Z

Developing a strategic management framework for information technology migration to free open source software in the South African public sector Ngeleza, Bangani Eric The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS.

2011-11-30T00:00:00Z