Systematic innovation : a comprehensive model for business and management with treatment on a South African case
- Authors: Krüger, Louis L.S.J.
- Date: 2019
- Subjects: Industrial management , Information technology - Management , Business enterprises , Continuous improvement process
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/413098 , uj:34789
- Description: Abstract: This thesis addresses innovation of business and management with the purpose of advancing innovation in South Africa. A Design Science Research methodology is utilised to evaluate the current knowledge base of business and management innovation and construct a high level model for Management Innovation that pertains to all management areas of business including technology and innovation management. This thesis evaluates Learn-by-Experimentation (Trial and Error), Van Gundy’s Structured Creative Processes and Mann’s model constructed in practice. The Learn-by-Experimentation is a methodology only suited for physical innovation. The Structured Creative Processes are found to be of a generic nature which is not suitable for Innovation of Business and Management. Mann’s model is a projection of TRIZ onto business and management that addresses a subset of the business areas. The literature study in this thesis showed the identification of innovation opportunities was explicitly addressed by Van Gundy and implicitly treated by Mann. The “General Internet Access” for South Africans, as envisioned in the National Development Plan to stimulate economic growth, has been analysed for systematic innovation potential and did not render the desired outcome. The NDP will require further development to enable systematic innovation. In the course of this research a spiral innovation model for systematic business and management is developed through intensive literature analysis to cover the identified gaps. The model consists of the following steps: 1. Identification 2. Analysis and Definition 3. Select Approach 4. Create Potential Solutions 5. Verify and Validate Solutions 6. Implement the best Verified and Validated Solution with the idea to converge towards an Ideal Final Result. The results of this study is a contribution to the knowledge base of business and management innovation. , D.Ing. (Engineering Management)
- Full Text:
- Authors: Krüger, Louis L.S.J.
- Date: 2019
- Subjects: Industrial management , Information technology - Management , Business enterprises , Continuous improvement process
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/413098 , uj:34789
- Description: Abstract: This thesis addresses innovation of business and management with the purpose of advancing innovation in South Africa. A Design Science Research methodology is utilised to evaluate the current knowledge base of business and management innovation and construct a high level model for Management Innovation that pertains to all management areas of business including technology and innovation management. This thesis evaluates Learn-by-Experimentation (Trial and Error), Van Gundy’s Structured Creative Processes and Mann’s model constructed in practice. The Learn-by-Experimentation is a methodology only suited for physical innovation. The Structured Creative Processes are found to be of a generic nature which is not suitable for Innovation of Business and Management. Mann’s model is a projection of TRIZ onto business and management that addresses a subset of the business areas. The literature study in this thesis showed the identification of innovation opportunities was explicitly addressed by Van Gundy and implicitly treated by Mann. The “General Internet Access” for South Africans, as envisioned in the National Development Plan to stimulate economic growth, has been analysed for systematic innovation potential and did not render the desired outcome. The NDP will require further development to enable systematic innovation. In the course of this research a spiral innovation model for systematic business and management is developed through intensive literature analysis to cover the identified gaps. The model consists of the following steps: 1. Identification 2. Analysis and Definition 3. Select Approach 4. Create Potential Solutions 5. Verify and Validate Solutions 6. Implement the best Verified and Validated Solution with the idea to converge towards an Ideal Final Result. The results of this study is a contribution to the knowledge base of business and management innovation. , D.Ing. (Engineering Management)
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Effective use of the business case to enhance the success rate of business / information technology projects
- Authors: Einhorn, Frank
- Date: 2018
- Subjects: Information technology projects , Information technology projects - Management , Project management , Business enterprises , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/271762 , uj:28910
- Description: Ph.D. (IT Management) , Abstract: This thesis is about what needs to be in place for the business case to be used effectively in business projects that use information technology (referred to as ITB projects) and hence contribute to their success. Success in this context refers to project success, product success, business success and often also strategic success. The thesis is based largely on a review of representative literature. It outlines the purposes of a business case for individual projects as well as for a portfolio of projects. It shows how sound governance is not only mandated for organisations in South Africa via the King IV provisions, but also contributes to project success. The business case emerges as a key input to such governance. Simply put, the organisation needs to understand the ongoing justification for projects and also to prioritise multiple projects to optimise strategic objectives. The word ‘ongoing’ is important, as literature emphasises that business requirements, which apply to all organisations, including government, are constantly changing. It is found from literature that it is difficult to follow business case processes and that in practice the business case is seldom used effectively throughout the lifetime of the project from inception to benefits realisation. The remainder of the research sought to determine what organisations can do to rectify the situation and enhance their success rate. This was done progressively by getting a better understanding of business case processes and then the information that the processes interact with. The research shows how additional information is needed during planning, execution and benefits realisation. However, knowing the business case processes and the information required is necessary but not sufficient. There are many organisational factors that need to facilitate the effective use of the business case and hence sound governance. Having researched the facilitating factors from literature, a business case effectiveness model is proposed showing how the processes, information and factors combine. The aim of the model is to increase awareness and understanding and hence enable organisations to get value, at acceptable cost, from use of the business case. Field research was then done to assess the presence and importance of the factors and to relate them to the use of business case processes. It was possible to reduce the facilitating factors to eight major factors and to use the major factors to validate the business case effectiveness model.
- Full Text:
- Authors: Einhorn, Frank
- Date: 2018
- Subjects: Information technology projects , Information technology projects - Management , Project management , Business enterprises , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/271762 , uj:28910
- Description: Ph.D. (IT Management) , Abstract: This thesis is about what needs to be in place for the business case to be used effectively in business projects that use information technology (referred to as ITB projects) and hence contribute to their success. Success in this context refers to project success, product success, business success and often also strategic success. The thesis is based largely on a review of representative literature. It outlines the purposes of a business case for individual projects as well as for a portfolio of projects. It shows how sound governance is not only mandated for organisations in South Africa via the King IV provisions, but also contributes to project success. The business case emerges as a key input to such governance. Simply put, the organisation needs to understand the ongoing justification for projects and also to prioritise multiple projects to optimise strategic objectives. The word ‘ongoing’ is important, as literature emphasises that business requirements, which apply to all organisations, including government, are constantly changing. It is found from literature that it is difficult to follow business case processes and that in practice the business case is seldom used effectively throughout the lifetime of the project from inception to benefits realisation. The remainder of the research sought to determine what organisations can do to rectify the situation and enhance their success rate. This was done progressively by getting a better understanding of business case processes and then the information that the processes interact with. The research shows how additional information is needed during planning, execution and benefits realisation. However, knowing the business case processes and the information required is necessary but not sufficient. There are many organisational factors that need to facilitate the effective use of the business case and hence sound governance. Having researched the facilitating factors from literature, a business case effectiveness model is proposed showing how the processes, information and factors combine. The aim of the model is to increase awareness and understanding and hence enable organisations to get value, at acceptable cost, from use of the business case. Field research was then done to assess the presence and importance of the factors and to relate them to the use of business case processes. It was possible to reduce the facilitating factors to eight major factors and to use the major factors to validate the business case effectiveness model.
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Growth constraints of informal enterprises : a case study of Diepsloot in Johannesburg
- Authors: Ledingoane, Christina
- Date: 2018
- Subjects: Business enterprises , Informal sector (Economics) , Economics - South Africa - Gauteng
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/282490 , uj:30432
- Description: M.Com. (Development Economics) , Abstract: Informal enterprises are very important to South Africa’s economic growth especially in local economies. Hence, there is a need to ensure that informal enterprises grow sustainably. Previous studies on informal economy in South Africa have found that informal enterprises hardly grow and develop. Although some scholars have investigated the factors influencing growth of informal enterprises, they have not covered all possible enterprise growth constraints of informal businesses located in townships. The purpose of this research is to investigate the gaps in the literature on the constraints facing informal enterprises in Gauteng townships by investigating both the internal and external constraints. By employing both descriptive primary research and logit and probit logistic regressions, internal and external constraints as well as their impacts are determined. The matrix analysis assesses the extent to which the owner/manager perceives the pre-determined constraints as a constraint for their enterprise’s growth. The logit and probit regressions were applied to determine the relationship between enterprise growth and internal and external constraints as perceived as a constraint by the owner/manager. The regression analysis indicates that marital status, level of education, other training as well as duration of location (on the street) are all statistically significant at a 10 per cent level. The results from the logistics and probit regression on the perceived constraints to enterprise growth, yield statistically significant results are inadequate educational attainment level of managers and employees, lack of water supply level of employees and lack of proper roads and street lights. The matrix analysis indicates that the five major constraints according to the respondents are lack of proper infrastructure, price of raw materials/merchandise/inputs, and competition from foreign traders, cost of transportation and a lack of savings...
- Full Text:
- Authors: Ledingoane, Christina
- Date: 2018
- Subjects: Business enterprises , Informal sector (Economics) , Economics - South Africa - Gauteng
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/282490 , uj:30432
- Description: M.Com. (Development Economics) , Abstract: Informal enterprises are very important to South Africa’s economic growth especially in local economies. Hence, there is a need to ensure that informal enterprises grow sustainably. Previous studies on informal economy in South Africa have found that informal enterprises hardly grow and develop. Although some scholars have investigated the factors influencing growth of informal enterprises, they have not covered all possible enterprise growth constraints of informal businesses located in townships. The purpose of this research is to investigate the gaps in the literature on the constraints facing informal enterprises in Gauteng townships by investigating both the internal and external constraints. By employing both descriptive primary research and logit and probit logistic regressions, internal and external constraints as well as their impacts are determined. The matrix analysis assesses the extent to which the owner/manager perceives the pre-determined constraints as a constraint for their enterprise’s growth. The logit and probit regressions were applied to determine the relationship between enterprise growth and internal and external constraints as perceived as a constraint by the owner/manager. The regression analysis indicates that marital status, level of education, other training as well as duration of location (on the street) are all statistically significant at a 10 per cent level. The results from the logistics and probit regression on the perceived constraints to enterprise growth, yield statistically significant results are inadequate educational attainment level of managers and employees, lack of water supply level of employees and lack of proper roads and street lights. The matrix analysis indicates that the five major constraints according to the respondents are lack of proper infrastructure, price of raw materials/merchandise/inputs, and competition from foreign traders, cost of transportation and a lack of savings...
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The effectiveness of strategic management intervention in developing profitable high growth African businesses
- Kaija, Godfrey, Nieuwenhuizen, Cecile
- Authors: Kaija, Godfrey , Nieuwenhuizen, Cecile
- Date: 2017
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/235963 , uj:24141 , Citation: Kaija, G. & Nieuwenhuizen, C. 2017. The effectiveness of strategic management intervention in developing profitable high growth African businesses.
- Description: Abstract: The objective of the research was to determine how the the strategic management intervention of the African Management Services Company (AMSCO) has contributed to improved profitability, growth and sustainability of businesses in African countries. Businesses ranging from very small to multinational subsidiaries that were involved in a three year AMSCO intervention were selected to participate in the study. Self-administered questionnaires as well financial and other records and documents of 55 participating businesses resulted in the findings that the intervention, especially with the placement of the AMSCO managers, was instrumental in successfully transferring business and management skills to local employees within these enterprises and organisations. During and after the intervention the profitability, growth, sustainability, employment numbers and retention of the majority of the businesses increased and training became a norm.
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- Authors: Kaija, Godfrey , Nieuwenhuizen, Cecile
- Date: 2017
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/235963 , uj:24141 , Citation: Kaija, G. & Nieuwenhuizen, C. 2017. The effectiveness of strategic management intervention in developing profitable high growth African businesses.
- Description: Abstract: The objective of the research was to determine how the the strategic management intervention of the African Management Services Company (AMSCO) has contributed to improved profitability, growth and sustainability of businesses in African countries. Businesses ranging from very small to multinational subsidiaries that were involved in a three year AMSCO intervention were selected to participate in the study. Self-administered questionnaires as well financial and other records and documents of 55 participating businesses resulted in the findings that the intervention, especially with the placement of the AMSCO managers, was instrumental in successfully transferring business and management skills to local employees within these enterprises and organisations. During and after the intervention the profitability, growth, sustainability, employment numbers and retention of the majority of the businesses increased and training became a norm.
- Full Text:
Strategic management intervention towards the transitioning of African enterprises into profitable and sustainable enterprises
- Authors: Kaija, Godfrey
- Date: 2016
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237611 , uj:24348
- Description: M.Com. (Business Management) , Abstract: As most African economies emerge from conflict, subsistence and most recently from the financial crisis, it has become apparent that enterprise is going to play a key role in aiding economic recovery and success. It should be appreciated that Africa as a continent has emerged post the conflict era with a big shortage of human capital. The objective of the research was to understand how the African Management Services Company (AMSCO) with the patronage of the United Nations Development Program (UNDP), the International Finance Corporation (IFC) the private arm of the World Bank and the African Development Bank (AfDB) has spearheaded the fight of the challenges of human capital development on the continent. The problem statement was that Enterprise is an important driver of growth in economies across Sub Saharan Africa (SSA) and SMEs account for up to 90% of all enterprises in these markets. In southern African research, it is estimated that only 1% of new enterprises will make the transition to a successful established profitable enterprise (Fatoki 2014). This study aimed therefore to establish the relationship between strategic management interventions as well as the role these interventions play in helping transition selected enterprises into profitable and sustainable enterprises. The research study purposively sampled 100 enterprises that have benefited from a Strategic management intervention from AMSCO. It engaged the enterprise owners, and relevant business heads within the intervention process. The objectives of the study were geared towards analysing the process and ensuring that the results achieved during the AMSCO interventions had been properly executed and that the various SME’s that AMSCO set out to satisfy had been adequately served. The study achieved a response rate of 55% which offered credible and dependable information about AMSCO assisted enterprises. According to the findings, most of the respondents were males i.e. 74.5%, with only 23.6% of the respondents being females. The respondents indicated a high number of respondents within the age group of 36 – 55 years. The research found that the strategic management intervention by AMSCO especially with the placement of the AMSCO managers was instrumental in successfully transferring business and management skills within these enterprises and organisations. And after 3 years, many were turned into profitable and sustainable enterprises. A large percentage of respondents i.e. 70% indicated that after the intervention by AMSCO, training became a norm. With the seconded manager expected to pass on skills to the local staff.
- Full Text:
- Authors: Kaija, Godfrey
- Date: 2016
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237611 , uj:24348
- Description: M.Com. (Business Management) , Abstract: As most African economies emerge from conflict, subsistence and most recently from the financial crisis, it has become apparent that enterprise is going to play a key role in aiding economic recovery and success. It should be appreciated that Africa as a continent has emerged post the conflict era with a big shortage of human capital. The objective of the research was to understand how the African Management Services Company (AMSCO) with the patronage of the United Nations Development Program (UNDP), the International Finance Corporation (IFC) the private arm of the World Bank and the African Development Bank (AfDB) has spearheaded the fight of the challenges of human capital development on the continent. The problem statement was that Enterprise is an important driver of growth in economies across Sub Saharan Africa (SSA) and SMEs account for up to 90% of all enterprises in these markets. In southern African research, it is estimated that only 1% of new enterprises will make the transition to a successful established profitable enterprise (Fatoki 2014). This study aimed therefore to establish the relationship between strategic management interventions as well as the role these interventions play in helping transition selected enterprises into profitable and sustainable enterprises. The research study purposively sampled 100 enterprises that have benefited from a Strategic management intervention from AMSCO. It engaged the enterprise owners, and relevant business heads within the intervention process. The objectives of the study were geared towards analysing the process and ensuring that the results achieved during the AMSCO interventions had been properly executed and that the various SME’s that AMSCO set out to satisfy had been adequately served. The study achieved a response rate of 55% which offered credible and dependable information about AMSCO assisted enterprises. According to the findings, most of the respondents were males i.e. 74.5%, with only 23.6% of the respondents being females. The respondents indicated a high number of respondents within the age group of 36 – 55 years. The research found that the strategic management intervention by AMSCO especially with the placement of the AMSCO managers was instrumental in successfully transferring business and management skills within these enterprises and organisations. And after 3 years, many were turned into profitable and sustainable enterprises. A large percentage of respondents i.e. 70% indicated that after the intervention by AMSCO, training became a norm. With the seconded manager expected to pass on skills to the local staff.
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The application of Broad Based Black Economic Empowerment principles at a South African bank
- Authors: Garcez, Ricardo
- Date: 2012-06-07
- Subjects: Black Economic Empowerment (Program : South Africa) , BEE , BBBEE , Affirmative action programs , Black employment , Employee empowerment , Business enterprises
- Type: Mini-Dissertation
- Identifier: uj:2543 , http://hdl.handle.net/10210/4997
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) remains a key issue for the South African government, especially considering the inequalities generated by apartheid. This paper highlights the efforts made by the South African government to redress past injustices through the application of BBBEE principles. BBBEE is compared to affirmative action programmes implemented in other countries to redress past injustices, and background is provided on the origins and objectives of BBBEE, the policy instruments to achieve BBBEE, and the measurement of BBBEE. Insight is provided into the methods such as vendor financing, equity financing, debt financing and unfunded structures used by financial institutions to structure and finance BBBEE transactions, and a critical analysis is conducted on the shortcomings of these methods and whether BBBEE principles are being applied in the structuring and financing of transactions at a local bank. It was decided that a quantitative analysis would be employed through the use of a structured questionnaire which used specific closed ended questions in the form of the Likert scale. The topic is concluded with a discussion surrounding the recommendations to ensure success with future BBBEE transactions.
- Full Text:
- Authors: Garcez, Ricardo
- Date: 2012-06-07
- Subjects: Black Economic Empowerment (Program : South Africa) , BEE , BBBEE , Affirmative action programs , Black employment , Employee empowerment , Business enterprises
- Type: Mini-Dissertation
- Identifier: uj:2543 , http://hdl.handle.net/10210/4997
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) remains a key issue for the South African government, especially considering the inequalities generated by apartheid. This paper highlights the efforts made by the South African government to redress past injustices through the application of BBBEE principles. BBBEE is compared to affirmative action programmes implemented in other countries to redress past injustices, and background is provided on the origins and objectives of BBBEE, the policy instruments to achieve BBBEE, and the measurement of BBBEE. Insight is provided into the methods such as vendor financing, equity financing, debt financing and unfunded structures used by financial institutions to structure and finance BBBEE transactions, and a critical analysis is conducted on the shortcomings of these methods and whether BBBEE principles are being applied in the structuring and financing of transactions at a local bank. It was decided that a quantitative analysis would be employed through the use of a structured questionnaire which used specific closed ended questions in the form of the Likert scale. The topic is concluded with a discussion surrounding the recommendations to ensure success with future BBBEE transactions.
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The influence of an ERP system on the value chain process of multinational enterprises (MNEs)
- Authors: Bosombo, Folo-Ralph
- Date: 2009-03-20T09:57:50Z
- Subjects: Business enterprises , Computer networks , Information technology management
- Type: Thesis
- Identifier: uj:8218 , http://hdl.handle.net/10210/2286
- Description: M.A. , The study set out to assess the influence of enterprise resource planning (ERP) system software on the value chain process of multinational enterprises (MNEs). This was achieved through the literature review that addressed the relation between the value chain approach as a strategic tool and ERP system theory. The ERP system is positioned as a total solution for the MNE, and it contains the best business practices that are derived from the various generic business functions of the value chain architecture and configuration. A set of research hypotheses was developed, which were tested in accordance with the research methodology and the design issues for the qualitative study. The different chapters evolved along with a case study of an ERP system, namely Axapta software. For the quantitative study, preliminary interviews were conducted to select the MNEs that use SAP software. Thereafter a self-administered survey was applied relating to the strategy and the value chain integration through the ERP system to the MNE's ERP system users. The research results in the qualitative study show that for ERP software to integrate the MNE's functional activities and processes in the value chain system globally and effectively, it has to position itself as a value chain system with e-business mechanisms. In addition it has to suit the global ERP characteristics as an information interchange, sharing and service. It has to be a flexible and comprehensive, modular, open, integrated and multifunctional system, with an option to customisation in selecting modules that best suit the MNE's management to craft its business's activities. The above was proved through the analyses of Axapta software attributes by means of a technical strategic planning tool, namely the value chain approaches, and the strategic supply chain factors for ERP software evaluation. Axapta software met the requirements of a general and global ERP system model and it is indeed a value chain system. The following statement can be cited as the most important findings of the qualitative study: For the MNE to derive value from ERP system integration and utilisation, the strategic information technology (IT) plan has to be formulated and followed in order to measure the beneficial cost and efficiency of implementing the ERP system, and to assess the suitability of ERP software during the selection process in accordance with the MNE's objectives that will facilitate the success of ERP implementation usage. ERP software adopted for the MNE has to include the international architecture and configuration types that align with the MNE’s strategy and Internet application. This must include all the necessary value chain functional modules relating to the ERP system as an integrating tool that will influence the MNE to align its strategy to gain ii competitive advantage. Consequently, such an ERP system will allow the MNE to strengthen and integrate all its applications and activities in the value chain system. As a result the different organisational suppliers and partners must be linked with the MNE's value chain system to enhance the operational sites' users to operate efficiently, more reliably and in co-ordination with the MNE. The necessary information and data must be available across the entire organisation's system from the trading partners to the customers so that they can be satisfied on with the necessary urgency. In the statistical analysis conducted from the self-administered survey, the major finding is the positive view of the employers and employees of the customisation of ERP, i.e. SAP software, which helps MNEs to craft the software according to their objectives and with the use of a strategic IT plan. In conclusion the study highlighted the inseparability of ERP system theory from the value chain approaches. Therefore, the study came to position ERP system theoretically as an evaluative tool and technically as a value chain system that becomes an evaluative tool for ERP software activities assessment. Moreover the study pointed out the importance of the use of a strategic IT plan within the MNE. However, the main contribution and value of this study is obviously to assist any MNE in the process of migrating business systems. The methodical approach facilitates the selection and the evaluation of ERP software requirements within an organisation, which can meet its growth targets and objectives. Thus, the strategic supply chain factors for ERP software evaluation and the application of the value chain approaches discussed in this study will contribute to the acquisition of fit and compatible ERP software. The choice of the right ERP software will definitely allow MNEs to derive the benefits of the ERP system across its entire value chain sites (nationally and internationally). It can be concluded from this study that any organisation wanting to invest in ERP system implementation must apply the methodical approach formulated in this study by the researcher. It is recommended that the assessment of an ERP system's modular and functional activities, together with the organisation's value chain activities, be given priority before the acquisition and adoption of the ERP system.
- Full Text:
- Authors: Bosombo, Folo-Ralph
- Date: 2009-03-20T09:57:50Z
- Subjects: Business enterprises , Computer networks , Information technology management
- Type: Thesis
- Identifier: uj:8218 , http://hdl.handle.net/10210/2286
- Description: M.A. , The study set out to assess the influence of enterprise resource planning (ERP) system software on the value chain process of multinational enterprises (MNEs). This was achieved through the literature review that addressed the relation between the value chain approach as a strategic tool and ERP system theory. The ERP system is positioned as a total solution for the MNE, and it contains the best business practices that are derived from the various generic business functions of the value chain architecture and configuration. A set of research hypotheses was developed, which were tested in accordance with the research methodology and the design issues for the qualitative study. The different chapters evolved along with a case study of an ERP system, namely Axapta software. For the quantitative study, preliminary interviews were conducted to select the MNEs that use SAP software. Thereafter a self-administered survey was applied relating to the strategy and the value chain integration through the ERP system to the MNE's ERP system users. The research results in the qualitative study show that for ERP software to integrate the MNE's functional activities and processes in the value chain system globally and effectively, it has to position itself as a value chain system with e-business mechanisms. In addition it has to suit the global ERP characteristics as an information interchange, sharing and service. It has to be a flexible and comprehensive, modular, open, integrated and multifunctional system, with an option to customisation in selecting modules that best suit the MNE's management to craft its business's activities. The above was proved through the analyses of Axapta software attributes by means of a technical strategic planning tool, namely the value chain approaches, and the strategic supply chain factors for ERP software evaluation. Axapta software met the requirements of a general and global ERP system model and it is indeed a value chain system. The following statement can be cited as the most important findings of the qualitative study: For the MNE to derive value from ERP system integration and utilisation, the strategic information technology (IT) plan has to be formulated and followed in order to measure the beneficial cost and efficiency of implementing the ERP system, and to assess the suitability of ERP software during the selection process in accordance with the MNE's objectives that will facilitate the success of ERP implementation usage. ERP software adopted for the MNE has to include the international architecture and configuration types that align with the MNE’s strategy and Internet application. This must include all the necessary value chain functional modules relating to the ERP system as an integrating tool that will influence the MNE to align its strategy to gain ii competitive advantage. Consequently, such an ERP system will allow the MNE to strengthen and integrate all its applications and activities in the value chain system. As a result the different organisational suppliers and partners must be linked with the MNE's value chain system to enhance the operational sites' users to operate efficiently, more reliably and in co-ordination with the MNE. The necessary information and data must be available across the entire organisation's system from the trading partners to the customers so that they can be satisfied on with the necessary urgency. In the statistical analysis conducted from the self-administered survey, the major finding is the positive view of the employers and employees of the customisation of ERP, i.e. SAP software, which helps MNEs to craft the software according to their objectives and with the use of a strategic IT plan. In conclusion the study highlighted the inseparability of ERP system theory from the value chain approaches. Therefore, the study came to position ERP system theoretically as an evaluative tool and technically as a value chain system that becomes an evaluative tool for ERP software activities assessment. Moreover the study pointed out the importance of the use of a strategic IT plan within the MNE. However, the main contribution and value of this study is obviously to assist any MNE in the process of migrating business systems. The methodical approach facilitates the selection and the evaluation of ERP software requirements within an organisation, which can meet its growth targets and objectives. Thus, the strategic supply chain factors for ERP software evaluation and the application of the value chain approaches discussed in this study will contribute to the acquisition of fit and compatible ERP software. The choice of the right ERP software will definitely allow MNEs to derive the benefits of the ERP system across its entire value chain sites (nationally and internationally). It can be concluded from this study that any organisation wanting to invest in ERP system implementation must apply the methodical approach formulated in this study by the researcher. It is recommended that the assessment of an ERP system's modular and functional activities, together with the organisation's value chain activities, be given priority before the acquisition and adoption of the ERP system.
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
A generic environmental awareness course framework for use by business
- Authors: Matthews, John
- Date: 2009-02-05T07:13:17Z
- Subjects: South African Qualifications Authority , Environmental education , Business enterprises , Social responsibility of business
- Type: Mini-Dissertation
- Identifier: uj:8088 , http://hdl.handle.net/10210/2017
- Description: M.A. , Environmental Awareness is important in the protection of the environment and for promoting further business activities. Failure to protect the environment results in the depletion of natural resources which would subsequently lead to environmental degradation. Business activities can be considered as a major contributor to environmental degradation as they involve the acquisition and exploitation of large quantities of the world’s natural resources. It is therefore essential that all members of staff in a business have the relevant knowledge and appropriate skills to protect themselves and the environment. This knowledge can only be obtained through environmental awareness training and training should take place on all staff levels. Because it is very important to train all staff in business methods, this training should be nationally recognised and be of a high standard. To ensure that such a training programme meets this requirement, it should be registered with the national qualifications registration authority, namely the South African Qualifications Authority (SAQA). All SAQA-registered training programmes and unit standards have nationally accepted standards. The main aim of this Mini dissertation is to determine whether or not a registered training programme specifically aimed at business in terms of the South African Qualifications Act on environmental awareness exists, and, if no registered training program is found, to design such a training program to meet this need. The importance of environmental awareness training cannot be over-emphasised. Changes in South African legislation, such as the inclusion of clauses to protect the environment as in Section 24 of the Constitution, as well as international pressure whereby customers and suppliers are required to conform to international environmental standards and environmental accounting practices, have made it important for businesses to train all their staff to be environmentally aware. The change in government in 1994 and the concomitant relaxation of sanctions, as well as the advent of the Internet, facilitating trade with other countries, has caused the world to become a “global village”. The business world has embraced technology with the result that communication is easier and relations between foreign countries have improved. Foreign customers now expect their suppliers in South Africa to comply with international environmental standards such as the ISO 9000 and ISO 14000 standards. Recently, shareholders have started demanding that their companies report not only on their economic activities, but also on their associated environmental and social responsibilities. The importance of the so-called “Triple Bottom Line” (the environmental, social and economic elements responsibilities of business) is now being emphasised. In South Africa, stricter environmental laws such as The National Environmental Management Act (No.107 of 1998) and the proposed Pollution Prevention Bill, and their enforcement, have seen companies such as Thor Chemicals closed down because of their non-compliance with environmental legislation. The consequences of such constraints and other pressures have highlighted the increased need for business to train staff in environmental awareness. A registered training program has the advantage that the outcomes will conform to nationally accepted standards and that the learner will receive recognised credit for having completed the training programme successfully. Business will also be in a position to claim back part of the costs of training from its skills development levy.
- Full Text:
- Authors: Matthews, John
- Date: 2009-02-05T07:13:17Z
- Subjects: South African Qualifications Authority , Environmental education , Business enterprises , Social responsibility of business
- Type: Mini-Dissertation
- Identifier: uj:8088 , http://hdl.handle.net/10210/2017
- Description: M.A. , Environmental Awareness is important in the protection of the environment and for promoting further business activities. Failure to protect the environment results in the depletion of natural resources which would subsequently lead to environmental degradation. Business activities can be considered as a major contributor to environmental degradation as they involve the acquisition and exploitation of large quantities of the world’s natural resources. It is therefore essential that all members of staff in a business have the relevant knowledge and appropriate skills to protect themselves and the environment. This knowledge can only be obtained through environmental awareness training and training should take place on all staff levels. Because it is very important to train all staff in business methods, this training should be nationally recognised and be of a high standard. To ensure that such a training programme meets this requirement, it should be registered with the national qualifications registration authority, namely the South African Qualifications Authority (SAQA). All SAQA-registered training programmes and unit standards have nationally accepted standards. The main aim of this Mini dissertation is to determine whether or not a registered training programme specifically aimed at business in terms of the South African Qualifications Act on environmental awareness exists, and, if no registered training program is found, to design such a training program to meet this need. The importance of environmental awareness training cannot be over-emphasised. Changes in South African legislation, such as the inclusion of clauses to protect the environment as in Section 24 of the Constitution, as well as international pressure whereby customers and suppliers are required to conform to international environmental standards and environmental accounting practices, have made it important for businesses to train all their staff to be environmentally aware. The change in government in 1994 and the concomitant relaxation of sanctions, as well as the advent of the Internet, facilitating trade with other countries, has caused the world to become a “global village”. The business world has embraced technology with the result that communication is easier and relations between foreign countries have improved. Foreign customers now expect their suppliers in South Africa to comply with international environmental standards such as the ISO 9000 and ISO 14000 standards. Recently, shareholders have started demanding that their companies report not only on their economic activities, but also on their associated environmental and social responsibilities. The importance of the so-called “Triple Bottom Line” (the environmental, social and economic elements responsibilities of business) is now being emphasised. In South Africa, stricter environmental laws such as The National Environmental Management Act (No.107 of 1998) and the proposed Pollution Prevention Bill, and their enforcement, have seen companies such as Thor Chemicals closed down because of their non-compliance with environmental legislation. The consequences of such constraints and other pressures have highlighted the increased need for business to train staff in environmental awareness. A registered training program has the advantage that the outcomes will conform to nationally accepted standards and that the learner will receive recognised credit for having completed the training programme successfully. Business will also be in a position to claim back part of the costs of training from its skills development levy.
- Full Text:
Assessment of the e-readiness of small and medium sized enterprises in the ICT sector in Botswana, with special reference to information access
- Authors: Mutula, Stephen M.
- Date: 2009-01-12T07:22:41Z
- Subjects: Small business , Electronic information resources , Electronic commerce , Business enterprises , Computer networks , Botswana
- Type: Thesis
- Identifier: uj:14776 , http://hdl.handle.net/10210/1854
- Description: D.Litt. et Phil. , The purpose of this research was to determine the status of e-readiness of Small and Medium-Sized enterprises (SMEs) in the ICT sector in Botswana with respect to information access using ICTs for competitiveness in the local and international markets. The population of study consisted of key informants from 114 SMEs in the ICT sector in Gaborone and Francistown, the capital city and the second largest city of Botswana respectively. The official list of ICT companies provided by the government of Botswana was used as the sampling frame. The research used a two-phase design - the preliminary survey and the main survey of the project. The preliminary survey consisted of two stages. During the first stage, a short structured questionnaire was administered to a census of 114 key informants from SMEs in the ICT sector. During the second stage, six focus group discussions were used to collect data from key stakeholders in the ICT sector who included representatives from: ICT companies, ICT professional body in Botswana, government utility corporations, academia and the business community. The participants in the focus group discussions involved representatives from 55 SMEs who were identified like in the first stage using the government official list of SMEs in Botswana. The quantitative data collected through questionnaire were analysed using SPSS while the qualitative data collected through focus group discussions and in-depth interviews were analysed using thematic tables. The results were represented using tables, pie charts, categories and narrations. The results of the preliminary survey of the project were used to characterise the ICT sector in terms of its size, key players, nature of businesses, products and services traded in, distribution of business by location and the issues that affected the sector. This characterisation was important in two main respects. Firstly, it provided a clear roadmap for the design of the main survey of the research since little information existed on the subject of e-readiness on Botswana in general and with respect to SMEs in particular. Similarly, the government had invested a lot of resources in ICT infrastructure development and was focusing on SMEs especially those in the ICT sector to diversify the economy from the dominant diamond mining to service industry. Secondly, the results of the preliminary survey of the project supported the development of a structured interview schedule that was used during the main survey of the project. During the main survey of the research data was collected from companies that participated in the focus group discussions. From the focus group list of participants, an alphabetical name list of 55 SMEs was created. There were 43 Small-Sized and 12 Medium-Sized enterprises that were represented during the focus group discussions. For the purpose of carrying out the structured interviews, SMEs were stratified into two (Small-Sized enterprises and Medium-Sized enterprises). From the Small-Sized enterprises stratum, 20 companies were systematically selected (from the 43) taking every other member on the list. On the other hand, in the Medium-Sized enterprises stratum, all the 12 enterprises were selected for interviews because the number of respondents was small. The data collected was analysed using categories and thematic tables because it was largely qualitative. The results were presented in the form of thematic tables and through narrations. The findings from the SMEs surveyed indicated that most of the SMEs in the ICT sector in Botswana were Small-Sized enterprises that were largely not e-ready to participate in the global electronic business environment because of several impediments such as: the lack of awareness, inadequate policy and legislative framework, poor telecommunication and electricity infrastructures, poor e-commerce infrastructure, inadequate government support, the lack of access to credit, investment barriers, the lack of critical ICT skills and more. The major outcomes of the project include an exposition of the e-readiness status of SMEs in the ICT sector in Botswana, a road map that can assist the government of Botswana to establish a strong export-oriented ICT sector. The weaknesses and strengths of Botswana’s e-readiness status with regard to SMEs are brought to the fore, thus creating awareness upon which the government can design interventions that are tailored to meet Botswana’s SMEs’ specific needs. Similarly, this project provides a framework upon which the government can benchmark against its counterparts in the rest of the world in order to define its investment priorities. The project also provides baseline information which the government could use to implement appropriate policy and legislative decisions in order to enhance the e-readiness of SMEs in the ICT sector in Botswana. Finally, the new integrated e-readiness tool that was developed in this project is the first of its kind to bring the different major components of e-readiness (such as enterprise, ICT, human resources, information and external environment readiness) into a single assessment tool with great attention paid to information access. The tool is also modular in design and thus can allow specific e-readiness assessment of individual segments of society to be modelled independently of each other. The tool also enriches the qualitative aspects of e-readiness that are only minimally addressed in a few of the existing macro e-readiness assessment tools. Among the key recommendations from the research is the need for the government of Botswana to promulgate relevant policies and implement pragmatic programmes that would enable SMEs in the ICT sector in the country to use various information technologies in order to gain access to relevant information regarding access to credit, investment opportunities, partnerships, education and training opportunities so that they can effectively participate in both the local and international markets. The policy changes and programmes to be undertaken by the government should be underpinned by an effective legislative and regulatory framework that would enable the small business firms to identify, acquire, process, organise, disseminate and apply information for competitive advantage through the effective deployment and application of ICTs.
- Full Text:
- Authors: Mutula, Stephen M.
- Date: 2009-01-12T07:22:41Z
- Subjects: Small business , Electronic information resources , Electronic commerce , Business enterprises , Computer networks , Botswana
- Type: Thesis
- Identifier: uj:14776 , http://hdl.handle.net/10210/1854
- Description: D.Litt. et Phil. , The purpose of this research was to determine the status of e-readiness of Small and Medium-Sized enterprises (SMEs) in the ICT sector in Botswana with respect to information access using ICTs for competitiveness in the local and international markets. The population of study consisted of key informants from 114 SMEs in the ICT sector in Gaborone and Francistown, the capital city and the second largest city of Botswana respectively. The official list of ICT companies provided by the government of Botswana was used as the sampling frame. The research used a two-phase design - the preliminary survey and the main survey of the project. The preliminary survey consisted of two stages. During the first stage, a short structured questionnaire was administered to a census of 114 key informants from SMEs in the ICT sector. During the second stage, six focus group discussions were used to collect data from key stakeholders in the ICT sector who included representatives from: ICT companies, ICT professional body in Botswana, government utility corporations, academia and the business community. The participants in the focus group discussions involved representatives from 55 SMEs who were identified like in the first stage using the government official list of SMEs in Botswana. The quantitative data collected through questionnaire were analysed using SPSS while the qualitative data collected through focus group discussions and in-depth interviews were analysed using thematic tables. The results were represented using tables, pie charts, categories and narrations. The results of the preliminary survey of the project were used to characterise the ICT sector in terms of its size, key players, nature of businesses, products and services traded in, distribution of business by location and the issues that affected the sector. This characterisation was important in two main respects. Firstly, it provided a clear roadmap for the design of the main survey of the research since little information existed on the subject of e-readiness on Botswana in general and with respect to SMEs in particular. Similarly, the government had invested a lot of resources in ICT infrastructure development and was focusing on SMEs especially those in the ICT sector to diversify the economy from the dominant diamond mining to service industry. Secondly, the results of the preliminary survey of the project supported the development of a structured interview schedule that was used during the main survey of the project. During the main survey of the research data was collected from companies that participated in the focus group discussions. From the focus group list of participants, an alphabetical name list of 55 SMEs was created. There were 43 Small-Sized and 12 Medium-Sized enterprises that were represented during the focus group discussions. For the purpose of carrying out the structured interviews, SMEs were stratified into two (Small-Sized enterprises and Medium-Sized enterprises). From the Small-Sized enterprises stratum, 20 companies were systematically selected (from the 43) taking every other member on the list. On the other hand, in the Medium-Sized enterprises stratum, all the 12 enterprises were selected for interviews because the number of respondents was small. The data collected was analysed using categories and thematic tables because it was largely qualitative. The results were presented in the form of thematic tables and through narrations. The findings from the SMEs surveyed indicated that most of the SMEs in the ICT sector in Botswana were Small-Sized enterprises that were largely not e-ready to participate in the global electronic business environment because of several impediments such as: the lack of awareness, inadequate policy and legislative framework, poor telecommunication and electricity infrastructures, poor e-commerce infrastructure, inadequate government support, the lack of access to credit, investment barriers, the lack of critical ICT skills and more. The major outcomes of the project include an exposition of the e-readiness status of SMEs in the ICT sector in Botswana, a road map that can assist the government of Botswana to establish a strong export-oriented ICT sector. The weaknesses and strengths of Botswana’s e-readiness status with regard to SMEs are brought to the fore, thus creating awareness upon which the government can design interventions that are tailored to meet Botswana’s SMEs’ specific needs. Similarly, this project provides a framework upon which the government can benchmark against its counterparts in the rest of the world in order to define its investment priorities. The project also provides baseline information which the government could use to implement appropriate policy and legislative decisions in order to enhance the e-readiness of SMEs in the ICT sector in Botswana. Finally, the new integrated e-readiness tool that was developed in this project is the first of its kind to bring the different major components of e-readiness (such as enterprise, ICT, human resources, information and external environment readiness) into a single assessment tool with great attention paid to information access. The tool is also modular in design and thus can allow specific e-readiness assessment of individual segments of society to be modelled independently of each other. The tool also enriches the qualitative aspects of e-readiness that are only minimally addressed in a few of the existing macro e-readiness assessment tools. Among the key recommendations from the research is the need for the government of Botswana to promulgate relevant policies and implement pragmatic programmes that would enable SMEs in the ICT sector in the country to use various information technologies in order to gain access to relevant information regarding access to credit, investment opportunities, partnerships, education and training opportunities so that they can effectively participate in both the local and international markets. The policy changes and programmes to be undertaken by the government should be underpinned by an effective legislative and regulatory framework that would enable the small business firms to identify, acquire, process, organise, disseminate and apply information for competitive advantage through the effective deployment and application of ICTs.
- Full Text:
Legal implications of information security governance
- Authors: Etsebeth, Verine
- Date: 2009-01-08T13:04:36Z
- Subjects: Computer security , Data protection , Liability (Law) , Information technology management , Computer network security , Business enterprises
- Type: Thesis
- Identifier: uj:14757 , http://hdl.handle.net/10210/1837
- Description: LL.M. , Organisations are being placed under increased pressure by means of new laws, regulations and standards, to ensure that adequate information security exists within the organisation. The King II report introduced corporate South Africa to the concept of information security in 2002. In the same year the Electronic Communications and Transactions Act 25 of 2002 addressed certain technical information security issues such as digital signatures, authentication, and cryptography. Therefor, South Africa is increasingly focussing its attention on information security. This trend is in line with the approach taken by the rest of the international community, who are giving serious consideration to information security and the governance thereof. As organisations are waking up to the benefits offered by the digital world, information security governance is emerging as a business issue pivotal within the e-commerce environment. Most organisations make use of electronic communications systems such as e-mail, faxes, and the world-wide-web when performing their day-to-day business activities. However, all electronic transactions and communications inevitably involve information being used in one form or another. It may therefor be observed that information permeates every aspect of the business world. Consequently, the need exists to have information security governance in place to ensure that information security prevails. However, questions relating to: which organisation must deploy information security governance, why the organisation should concern itself with this discipline, how the organisation should go about implementing information security governance, and what consequences will ensue if the organisation fails to comply with this discipline, are in dispute. Uncertainty surrounding the answers to these questions contribute to the reluctance and skepticism with which this discipline is approached. This dissertation evolves around the legal implications of information security governance by establishing who is responsible for ensuring compliance with this discipline, illustrating the value to be derived from information security governance, the methodology of applying information security governance, and liability for non-compliance with this discipline, ultimately providing the reader with certainty and clarity regarding the above mentioned questions, while simultaneously enabling the reader to gain a better understanding and appreciation for the discipline information security governance. The discussion hereafter provides those who should be concerned with information security governance with practical, pragmatic advice and recommendations on: (i) The legal obligation to apply information security; (ii) Liability for failed information security; (iii) Guidelines on how to implement information security; and (iv) A due diligence assessment model against which those responsible for the governance and management of the organisation may benchmark their information security efforts.
- Full Text:
- Authors: Etsebeth, Verine
- Date: 2009-01-08T13:04:36Z
- Subjects: Computer security , Data protection , Liability (Law) , Information technology management , Computer network security , Business enterprises
- Type: Thesis
- Identifier: uj:14757 , http://hdl.handle.net/10210/1837
- Description: LL.M. , Organisations are being placed under increased pressure by means of new laws, regulations and standards, to ensure that adequate information security exists within the organisation. The King II report introduced corporate South Africa to the concept of information security in 2002. In the same year the Electronic Communications and Transactions Act 25 of 2002 addressed certain technical information security issues such as digital signatures, authentication, and cryptography. Therefor, South Africa is increasingly focussing its attention on information security. This trend is in line with the approach taken by the rest of the international community, who are giving serious consideration to information security and the governance thereof. As organisations are waking up to the benefits offered by the digital world, information security governance is emerging as a business issue pivotal within the e-commerce environment. Most organisations make use of electronic communications systems such as e-mail, faxes, and the world-wide-web when performing their day-to-day business activities. However, all electronic transactions and communications inevitably involve information being used in one form or another. It may therefor be observed that information permeates every aspect of the business world. Consequently, the need exists to have information security governance in place to ensure that information security prevails. However, questions relating to: which organisation must deploy information security governance, why the organisation should concern itself with this discipline, how the organisation should go about implementing information security governance, and what consequences will ensue if the organisation fails to comply with this discipline, are in dispute. Uncertainty surrounding the answers to these questions contribute to the reluctance and skepticism with which this discipline is approached. This dissertation evolves around the legal implications of information security governance by establishing who is responsible for ensuring compliance with this discipline, illustrating the value to be derived from information security governance, the methodology of applying information security governance, and liability for non-compliance with this discipline, ultimately providing the reader with certainty and clarity regarding the above mentioned questions, while simultaneously enabling the reader to gain a better understanding and appreciation for the discipline information security governance. The discussion hereafter provides those who should be concerned with information security governance with practical, pragmatic advice and recommendations on: (i) The legal obligation to apply information security; (ii) Liability for failed information security; (iii) Guidelines on how to implement information security; and (iv) A due diligence assessment model against which those responsible for the governance and management of the organisation may benchmark their information security efforts.
- Full Text:
The validity of world class business criteria across developed and developing countries
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
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