A study of a shared vision at a travel agency
- Authors: Botha, Stephne , Bosch, Alta
- Date: 2009
- Subjects: Strategic management , Flight Centre Ltd. S.A. , Corporate strategy
- Type: Article
- Identifier: uj:5723 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5262
- Description: Many authors on the subject of Strategic Management place great emphasis on the importance of visions and missions. Some state that the foremost direction-setting question senior managers need to ask is: "What is our vision for our organisation -what are we trying to do and become?" Others state that it is a key indicator of how an organisation views the claims of its stakeholders. Although it is clear that they consider corporate strategy as an integral part of the success of the organisation, the implementation of strategic vision is sadly lacking or not supported by everyone in many organisations. This paper explored the extent to which Flight Centre Limited S.A. 's vision is shared. The findings of this study, which followed a quantitative methodology, indicate that the organisation circumscribes to a vision and that the vision is generally shared by employees contributing to the astounding success of the organisation in South Africa.
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Knowledge management as a strategic management tool at a South African enterprise.
- Authors: Du Toit, Adeline , Steyn, Piet
- Date: 2011
- Subjects: Knowledge management , Strategic management , Technology-oriented enterprises - South Africa
- Type: Article
- Identifier: uj:5848 , ISSN 1993-8233 , http://hdl.handle.net/10210/7935
- Description: The primary aim of this article was to explore the role of a knowledge management strategy to achieve a South African technology-oriented enterprise’s business strategy. The linking between knowledge management and the business strategy was viewed as the crux for successful knowledge management in any enterprise. Knowledge plays a crucial role in the competitive nature of enterprises and hence constitutes a critical component of enterprise strategy. The purpose of the empirical survey was to determine the relationship between the knowledge management function and the business strategy at the enterprise. A questionnaire survey was conducted and 355 employees were randomly selected to form the sample. The majority of the respondents were of the opinion that knowledge management plays an important role in the enterprise’s strategies, policies and practices. When implementing a knowledge management strategy, the prioritisation of knowledge management activities, as well as their integration with other business processes, should be an important management focus area and steps for the successful implementation of a knowledge management strategy were recommended.
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