The transition from second wave to third wave management with specific application in corporate South Africa
- Authors: Claassen, Cornelis Johannes
- Date: 2011-11-24
- Subjects: Corporations , Organizational change management
- Type: Thesis
- Identifier: uj:1727 , http://hdl.handle.net/10210/4077
- Description: M.Comm.
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- Authors: Claassen, Cornelis Johannes
- Date: 2011-11-24
- Subjects: Corporations , Organizational change management
- Type: Thesis
- Identifier: uj:1727 , http://hdl.handle.net/10210/4077
- Description: M.Comm.
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Environmental information systems a challenge to meet corporate environmental strategy in the South African mining industry
- Authors: Morrison, Rogan
- Date: 2009-02-05T07:16:04Z
- Subjects: Mineral industries , Environmental law , Corporations , Environmental management , Electronic information resources
- Type: Thesis
- Identifier: uj:8105 , http://hdl.handle.net/10210/2032
- Description: M.Sc. , South Africa is a country with huge developmental challenges. In Africa, it is one of the few countries that have really incorporated the concepts of the information society into the fundamental reconstruction and development process. Appropriate political commitment, policy frameworks and legislation have largely been established to provide the environment in which effective information management can develop and information can be made widely available for democratic management of the country (MacDevette, 1998). It is within this framework that the development of Environmental Information Systems (EISs) for industry is taking place. The mining industry is no exception. As one of South Africa’s largest employers and natural resources users, the mining industry through its activities creates numerous environmental impacts. These environmental impacts, together with relevant legislation, sustainability reporting and international environmental standards, require mining management to capture and analyse large quantities of environmental data. The management and analysis of such data and its transformation into information requires an active environmental management strategy. It is the aim of this thesis to determine how and possibly why an Environmental Information System (EIS) can influence environmental strategy in the mining industry. Furthermore, to ascertain if mine size played a role in determining environmental strategy through the implementation and use of an EIS. In order to answer this question an electronic survey was emailed to the environmental managers at all of the mines within South Africa’s geographical boundaries. The results of the survey indicated that larger mines place more emphasis on ensuring that EISs can meet corporate environmental requirements, by ensuring that the required environmental parameters of an effective EIS are in place. It was concluded that implementation and use of an effective environmental information system would help meet the challenge of corporate environmental strategy within the South African mining industry.
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- Authors: Morrison, Rogan
- Date: 2009-02-05T07:16:04Z
- Subjects: Mineral industries , Environmental law , Corporations , Environmental management , Electronic information resources
- Type: Thesis
- Identifier: uj:8105 , http://hdl.handle.net/10210/2032
- Description: M.Sc. , South Africa is a country with huge developmental challenges. In Africa, it is one of the few countries that have really incorporated the concepts of the information society into the fundamental reconstruction and development process. Appropriate political commitment, policy frameworks and legislation have largely been established to provide the environment in which effective information management can develop and information can be made widely available for democratic management of the country (MacDevette, 1998). It is within this framework that the development of Environmental Information Systems (EISs) for industry is taking place. The mining industry is no exception. As one of South Africa’s largest employers and natural resources users, the mining industry through its activities creates numerous environmental impacts. These environmental impacts, together with relevant legislation, sustainability reporting and international environmental standards, require mining management to capture and analyse large quantities of environmental data. The management and analysis of such data and its transformation into information requires an active environmental management strategy. It is the aim of this thesis to determine how and possibly why an Environmental Information System (EIS) can influence environmental strategy in the mining industry. Furthermore, to ascertain if mine size played a role in determining environmental strategy through the implementation and use of an EIS. In order to answer this question an electronic survey was emailed to the environmental managers at all of the mines within South Africa’s geographical boundaries. The results of the survey indicated that larger mines place more emphasis on ensuring that EISs can meet corporate environmental requirements, by ensuring that the required environmental parameters of an effective EIS are in place. It was concluded that implementation and use of an effective environmental information system would help meet the challenge of corporate environmental strategy within the South African mining industry.
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The natural environment as an integral part of the triple bottom line
- Authors: O'Carroll, Michael
- Date: 2009-02-05T07:15:43Z
- Subjects: Corporations , Business enterprises , Social responsibility of business , Green marketing , Sustainable development
- Type: Thesis
- Identifier: uj:8103 , http://hdl.handle.net/10210/2030
- Description: M.Sc. , Corporations are beginning to realize that they are members of the wider community and must therefore behave in an environmentally responsible fashion. This translates into corporations that believe that they must fulfill environmental objectives in conjunction with profit related objectives. The recognition that a corporation is embedded within its surrounding environment has profound implications for the way that its business operations are conducted. No longer are the actions taken within the corporation considered to be separate from the external environment, and no longer are events unfolding outside the corporation considered to have no impact on the internal structure and functioning of the company. According to this mode of thought, everything is linked and interconnected. In recognition, smart corporations have initiated social, economic and environmental practices (Anon, 2002a) and incorporated these three components in to the Triple Bottom Line (TBL). The Triple Bottom Line was designed to promote the objectives of sustainable development (Elkington, 2003) by considering a holistic approach to business. Because sustainable development involves the simultaneous pursuit of economic prosperity, environmental quality and social equity, organisations that aim for sustainability need to perform not against a single, financial bottom line but against the triple bottom line i.e. economy, society and the environment. It is also true that a corporation, which is not socially or environmentally sustainable in the long term, is unlikely to be financially sustainable in the long term (Elkington, 2003). The main aim of this study is to investigate how the natural environment can play an integral role in the implementation of the TBL. Five main issues relevant to the TBL are investigated in the problem statement, to determine how the environment can possibly form an integral part of the TBL and thus justify the implementation of the TBL in a corporation’s business strategy. Each main issue is then broken down into a number of specific support questions for analysis. The 16 support questions were then individually analysed to determine whether or not the environment could in fact play an integral role in the implementation of the TBL. The five main issues of investigation and the 16 sub-questions showed that the environment could play an integral role in the implementation of the TBL in any corporation.
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- Authors: O'Carroll, Michael
- Date: 2009-02-05T07:15:43Z
- Subjects: Corporations , Business enterprises , Social responsibility of business , Green marketing , Sustainable development
- Type: Thesis
- Identifier: uj:8103 , http://hdl.handle.net/10210/2030
- Description: M.Sc. , Corporations are beginning to realize that they are members of the wider community and must therefore behave in an environmentally responsible fashion. This translates into corporations that believe that they must fulfill environmental objectives in conjunction with profit related objectives. The recognition that a corporation is embedded within its surrounding environment has profound implications for the way that its business operations are conducted. No longer are the actions taken within the corporation considered to be separate from the external environment, and no longer are events unfolding outside the corporation considered to have no impact on the internal structure and functioning of the company. According to this mode of thought, everything is linked and interconnected. In recognition, smart corporations have initiated social, economic and environmental practices (Anon, 2002a) and incorporated these three components in to the Triple Bottom Line (TBL). The Triple Bottom Line was designed to promote the objectives of sustainable development (Elkington, 2003) by considering a holistic approach to business. Because sustainable development involves the simultaneous pursuit of economic prosperity, environmental quality and social equity, organisations that aim for sustainability need to perform not against a single, financial bottom line but against the triple bottom line i.e. economy, society and the environment. It is also true that a corporation, which is not socially or environmentally sustainable in the long term, is unlikely to be financially sustainable in the long term (Elkington, 2003). The main aim of this study is to investigate how the natural environment can play an integral role in the implementation of the TBL. Five main issues relevant to the TBL are investigated in the problem statement, to determine how the environment can possibly form an integral part of the TBL and thus justify the implementation of the TBL in a corporation’s business strategy. Each main issue is then broken down into a number of specific support questions for analysis. The 16 support questions were then individually analysed to determine whether or not the environment could in fact play an integral role in the implementation of the TBL. The five main issues of investigation and the 16 sub-questions showed that the environment could play an integral role in the implementation of the TBL in any corporation.
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The basics of corporate brand management in South Africa
- Authors: Mahlatji, L. M.
- Date: 2008-08-25T06:27:24Z
- Subjects: Corporations , Corporate image , Business names
- Type: Thesis
- Identifier: uj:3665 , http://hdl.handle.net/10210/904
- Description: The study views a corporate brand as more than just an outward manifestation of an organisation (its name, logo and visual presentation), or as an organising proposition that helps to shape an organisation’s value and culture and guide the organisation’s processes that generate and support value creation (Bickerton, 2001:43). Corporate brands are adored by stakeholders and organisations alike the world over because they provide enormous value to their organisations by differentiating their organisations from competitors, bestowing added value on products and services and contributing to a firm’s margins. According to Balmer (1995:30) the Catholic Church and ancient universities are regarded as representing “the apotheosis of corporate brand management, because, the two institutions have been astute in knowing what, how and when to change whilst preserving their core identity”. The study focused on these “apotheoses” to use as benchmarks for interrogating the approaches to corporate brand management in South Africa. In so doing, the study examines the nature, characteristics, importance and management practices of corporate brands in the South African market by confirming the meaning of corporate brands, the meaning of corporate brand management and the benefits provided by the adoption of a corporate brand strategy. The study also focused on the relationship between corporate brands and product brands; it identified stakeholder saliency and the process of corporate brand management. There were two reasons for undertaking this study. The first was to add to the body of empirical research in the area of corporate brand management, as empirical studies are few and far in between in thi s area, and the second to examine how organisations in South Africa manage their corporate brands. The study therefore involved a twostage process; the first phase was a detailed review of the literature on corporate brands to establish the current body of knowledge on corporate brand management. The second phase consisted of primary research, used to test the output of the literature review. A total of 41 online questionnaires dealing with the subject matter were completed by individuals responsible for the management of corporate brands in various organisations. The study’s findings cannot be generalised to the population of interest, owing to the size of the sample. Nevertheless, the findings confirmed that corporate brand management consists of a parallel process that requires management of a corporate brand internally while ensuring that it is relevant and meets stakeholders’ expectations, thus creating a positive reputation. Some of the findings contradicted the existing literature, for instance: • Although more respondents confirmed that a corporate brand must consist of a name and logo, the related mean score was relatively low (see Chapter 5 section C). • Secondly, contrary to what the literature suggests, based on the responses a corporate brand is not seen as an explicit formal written agreement between an organisation and its key stakeholders (see Chapter 5 section B). • Furthermore, corporate brands were not seen to offer reduced advertising and marketing costs (see Chapter 5 section B). • There was also a definite response to the responsibi l i t y of a chief executive officer (CEO) in terms of managing a corporate brand. The respondents made it clear that the responsibility of managing a corporate brand does not lie with CEO only (Chapter 5 section C). , Mr. H.B. Kruger
- Full Text:
- Authors: Mahlatji, L. M.
- Date: 2008-08-25T06:27:24Z
- Subjects: Corporations , Corporate image , Business names
- Type: Thesis
- Identifier: uj:3665 , http://hdl.handle.net/10210/904
- Description: The study views a corporate brand as more than just an outward manifestation of an organisation (its name, logo and visual presentation), or as an organising proposition that helps to shape an organisation’s value and culture and guide the organisation’s processes that generate and support value creation (Bickerton, 2001:43). Corporate brands are adored by stakeholders and organisations alike the world over because they provide enormous value to their organisations by differentiating their organisations from competitors, bestowing added value on products and services and contributing to a firm’s margins. According to Balmer (1995:30) the Catholic Church and ancient universities are regarded as representing “the apotheosis of corporate brand management, because, the two institutions have been astute in knowing what, how and when to change whilst preserving their core identity”. The study focused on these “apotheoses” to use as benchmarks for interrogating the approaches to corporate brand management in South Africa. In so doing, the study examines the nature, characteristics, importance and management practices of corporate brands in the South African market by confirming the meaning of corporate brands, the meaning of corporate brand management and the benefits provided by the adoption of a corporate brand strategy. The study also focused on the relationship between corporate brands and product brands; it identified stakeholder saliency and the process of corporate brand management. There were two reasons for undertaking this study. The first was to add to the body of empirical research in the area of corporate brand management, as empirical studies are few and far in between in thi s area, and the second to examine how organisations in South Africa manage their corporate brands. The study therefore involved a twostage process; the first phase was a detailed review of the literature on corporate brands to establish the current body of knowledge on corporate brand management. The second phase consisted of primary research, used to test the output of the literature review. A total of 41 online questionnaires dealing with the subject matter were completed by individuals responsible for the management of corporate brands in various organisations. The study’s findings cannot be generalised to the population of interest, owing to the size of the sample. Nevertheless, the findings confirmed that corporate brand management consists of a parallel process that requires management of a corporate brand internally while ensuring that it is relevant and meets stakeholders’ expectations, thus creating a positive reputation. Some of the findings contradicted the existing literature, for instance: • Although more respondents confirmed that a corporate brand must consist of a name and logo, the related mean score was relatively low (see Chapter 5 section C). • Secondly, contrary to what the literature suggests, based on the responses a corporate brand is not seen as an explicit formal written agreement between an organisation and its key stakeholders (see Chapter 5 section B). • Furthermore, corporate brands were not seen to offer reduced advertising and marketing costs (see Chapter 5 section B). • There was also a definite response to the responsibi l i t y of a chief executive officer (CEO) in terms of managing a corporate brand. The respondents made it clear that the responsibility of managing a corporate brand does not lie with CEO only (Chapter 5 section C). , Mr. H.B. Kruger
- Full Text:
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