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Strategic advantage through customer value

  • Authors: Harding, Vernon Victor
  • Date: 2012-08-21
  • Subjects: Total quality management , Strategic planning , Customer relations , Consumer satisfaction
  • Type: Mini-Dissertation
  • Identifier: uj:2909 , http://hdl.handle.net/10210/6339
  • Description: M.Comm. , Lots have been said in the literature in regard to customer value and the way it should influence the company and its management strategy. Customer focused, close to the customer, building customer relations creating customer value, becoming customer driven and exceeding customer expectations are some of the hottest subject executives are talking about. If so way are most companies in South Africa and in the world still content with their internal measurements without asking whether what they are measuring has any relevance on the companies performance (Fagiano, 1997:6). For South African companies competitiveness have never been more important because of the rapidly changing global environment and the swift changes in the demographic and socio-economic locally (De Villiers & Slabbert, 1996:35). The death of distance and the (Peters, 1997:2) current exchange rate of the rand makes it advantageous for international companies to invest in South-Africa putting local companies under a lot of strain. It is proposed to use customer value as a strategic performance measure tool and to develop a customer driven culture to insure that the perceived value of the product is above expectation and that branding is achieved through customer value. It was indicated that customer value can be a performance measurement tool and a major component in the strategic management process and that it is here to stay and will be a vehicle for many a company to achieve competitive advantage. The principle of customer value is not new and has been proven in the Total Quality Management process. It would thus be building on existing capabilities that have been acquired from total quality management of internal processes and products. The challenge lies in refocusing from the internal quality processes to an external customer value. This movement of focus will not be easy and organisations will have to rethink their culture, structure and managerial capabilities. Employees will need to learn a few new skills such as (1) customer responsiveness and evaluation, (2) innovation, (3) strategic thinking, (4) radical thinking and internal motivation
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'n Ondersoek na die konjunktuurverskynsel met besondere verwysing na die fases van die konjunktuurgolf

  • Authors: De Villiers, C.J.
  • Date: 2014-05-08
  • Subjects: Business cycles - South Africa , Strategic planning
  • Type: Thesis
  • Identifier: uj:10964 , http://hdl.handle.net/10210/10537
  • Description: M.Com. , In this treatise, research is done into the various theories with regard to the business phenomenon and the various phases of the business cycle according to various economic indicators. A characteristic of the South African economy as well as other capitalistic systems, is that business indicators have a unstable tendency. Times of prosperity are followed by times of recession when unemployment, production, prices, profits and economic welfare, decline. The recession is again followed by times of prosperity which are characterised by increases in job opportunities as well as rising prices, profits and living standards. This wave like movement in economic activity is known as the business phenomenon. There are certain forces which directly affect the business cycle - some of them force it upwards while others force it downwards. The direction of the business cycle depends on the dominant forces. As soon as the forces are exhausted, a turn in the cycle results. The series regarding the business cycle are classified according to specific schools of thought in order to investigate their development as well as the main causes of the wave like motion in economic activities. A simple classification can be made by dividing the theories into those which preceded the publication of J.M. Keynes' General Theory of Employment, Interest and Money in 1936 as the Classical or Pre-Keynesian, and those which form the Keynesian school of thought and which appeared since the thirties as the Post-Keynesian theories. Firstly the Pre-Keynesian business cycle theories are discussed with reference to amongst others the demand theories, supply theories, the monetary theories and. the impulse theories. Thereafter the Post-Keynesian business cycle theories are discussed, that is those of Hicks, Kalecki, Goodwin and Duesenberry. An examination of the different phases of the business cycle implies a study of the movement of economic data in a upward and downward direction. Four phases can be discerned within the business cycle namely: the upward phase, the upper turning point, the downward phase and the lower turning point. The position of the various indicators will determine in which phase a country's economy finds itself. Economic activities are never stagnant, with the result that a period of prosperity may be followed panicking or a pez'Lod of depression. Several economic indicators may indicate this sequence, for instance unemployment, declining output and profit margins, and the resulting loss of income on the national level. As soon as the lower turning point is reached, the economy starts to recover and a period of prosperity again follows. It can thus be argued that the business cycle is a result of interaction between demand and supply. The business cycle has a significant result on the economy as a whole. It influences the prosperity of the country and even that of the undertaking, its manpower position, its capacity occupation and its factors of production. Every individual is effected to the extend that his disposable income is directly determined by the position of the business cycle. The phases of the business cycle and the inclining and declining motion of economic data contains the nucleus of the effect of the external environment on the undertaking.
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An actionable approach to designing a risk management methodology

  • Authors: Hamman, Claudius
  • Date: 2012-10-30
  • Subjects: Risk management , Strategic planning
  • Type: Thesis
  • Identifier: uj:10487 , http://hdl.handle.net/10210/7984
  • Description: M.Comm. (Strategic Management) , Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.
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Project management and strategic initiatives intersect for increased sustainable competitive advantage

  • Authors: Grobler, Cornelius Bernhard
  • Date: 2012-05-30
  • Subjects: Project management , Competition , Strategic planning
  • Type: Mini-Dissertation
  • Identifier: uj:2280 , http://hdl.handle.net/10210/4741
  • Description: M.Comm. , One of the challenges facing traditional stock broking firms, including Investec Securities, the firm used as the case study in the dissertation, is to strengthen and align their operational business to support the strategic initiatives of the revenue-generating component of the business, to enable them to deliver well diversified, top performing wealth generating investment products and services to the astute and knowledgeable investor of the 21st century. Projects and project management serve as primary capabilities of an organisation to respond to change and to strive to maintain a competitive advantage. Projects may be considered in the design and implementation of future strategies of the organisation. It is therefore necessary for management to shift their focus towards the simultaneous management of the whole collection of projects as one consolidated entity, linking the set of projects to the ultimate strategic business initiatives of the organisation. The purpose of this study is to investigate the benefits of implementing standardised project management methodologies in large stock broking firms in South Africa using Investec Securities, the largest stock broker in the country, as a case study. The secondary objectives were to assess the effectiveness of project management in the organisation, gain insight into the concept of standardised project management, and assess which methods the Project office applies to align strategic business initiatives with project expectations and delivery. Given the purpose and objectives of the study a qualitative approach was taken as the primary research methodology for the study. The sampling design was a purposive non-probability sample, and the survey population consisted only of individuals employed in Investec Securities that play an active role in the project management programme and/or strategy formulation of the organisation. Data was collected using the survey research method in the form of a questionnaire distributed to respondents with the purpose of obtaining a representative sample of the target population. This study aimed at gleaning respondent’s perceptions on project management, business strategy, and their alignment within the chosen organisation.
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'n Ontleding van enkele ondernemingskomponente nodig vir strategie-implementering

  • Authors: Van Stryp, Gisela Christine
  • Date: 2012-08-16
  • Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
  • Type: Thesis
  • Identifier: uj:9561 , http://hdl.handle.net/10210/5986
  • Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
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Die rol van visie en missie in 'n onderneming ten opsigte van strategiese bestuur

  • Authors: Kuyvenhoven, A. J.
  • Date: 2012-08-08
  • Subjects: Mission statements , Strategic planning
  • Type: Thesis
  • Identifier: uj:8981 , http://hdl.handle.net/10210/5450
  • Description: M.Comm. , Vision and mission are often incorrectly seen as synonyms. In this study the vision and mission are defined separately. A vision is defined as a dream of an ultimate goal of the organisation in the future. This must be a clear and specific image or word picture that requires imagination. The vision must become ideology and summarise the core values of the organisation. A mission is defined as the type of business that the organisation is carrying out. It says why the organisation has a right to exist and the immediate goal of the organisation. A vision and a mission have definite advantages for the organisation. Some of the advantages are an ultimate and an immediate goal to strive for. A vision helps employees to decide if its actions are correct or incorrect. A mission gives employees responsibility and the employees' performance can be measured against it. There are certain requirements a vision and a mission have to meet. The joined requirements are it must inspire, motivate and energise the employees. Secondly, management with the input of the employees must formulate it. Thirdly, the vision and the mission must be shared with all the employees to ensure goal concurrency. Fourthly, the vision and mission must be positive. Lastly, it must encourage employees to think long term. Vision specific requirements are it must be a leap in the future, specific and understandable to all the employees, unique and original, timeless, something worth the organisation's while, make sense in the market and create a environment of risk taking and experimentation. Mission specific requirements are it must describe the type of business clearly, must be in line with the external environment, state the right to exist, help with the allocation of resources, lead by the vision of the organisation and persuade employees emotionally to achieve the mission. The mission should include a ten to thirty year goal against which employees performance can be measured...
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Regstellende aksie as deel van Transnet Beperk se strategiese plan

  • Authors: Du Plessis, Deon Gerhardus
  • Date: 2014-02-11
  • Subjects: Affirmative action programs-South Africa , Strategic planning , Transnet (Firm : South Africa)
  • Type: Thesis
  • Identifier: uj:3878 , http://hdl.handle.net/10210/9245
  • Description: M.Com. (Business Management) , Affirmative action is extremely topical in South Africa today, not only in terms of business principles but among individuals and communities as well. Since the establishment in the late 1850's of the South African Railways and Harbours and it's eventual change to the present-day Transnet, a "white" culture was constantly being established. For the past number of years Transnet is engaged in bringing about a culture change to transform the company into an equal opportunity company. The purpose of this study is to describe the the full meaning of affirmative action in Transnet and to put the importance of such action for both the Company and it's employees into perspective. The methods used by Transnet to apply affirmative action with the least possible resistance and interruption of business are also discussed. In Transnet affirmative action is part of a process known as the tum strategy. Through a personal interview with the Group General Manager (Human Resources) of Transnet the origin and implementation of the turn strategy is explained. The tum strategy consists of thirteen substrategies that must be completed before the exercise can be called a success. The success of the turn strategy could rest on the evaluation and monitoring of the results of the substrategies. A spirit of co-operation between Management and organised labour was achieved by involving both parties as members of the Turn Strategy Council. The Turn Strategy Council is responsible, inter alia. for monitoring the turn strategy. In conclusion specific findings and recommendations are made. Although it may be necessary to make adjustments to suit local circumstances, the value of the study is in the opportunity it affords other companies/organisations to use Transnet's model to implement affirmative action.
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The effect of transformational leadership on organisational culture

  • Authors: Van Tonder, Hendrik
  • Date: 2014-02-10
  • Subjects: Denel Aviation , Corporate culture - Management , Leadership , Strategic planning
  • Type: Thesis
  • Identifier: uj:3749 , http://hdl.handle.net/10210/9127
  • Description: D.Com. (Business Management) , World wide both the military and general aviation markets have undergone drastic changes. The major reasons for the decline in the military aviation market was the advent of peace on the macro level, when the cold war between the Western coalition of the North Atlantic Treaty Organisation (NATO) and the Union of Soviet Socialist Republics (USSR) stopped abruptly (IngersolI Engineers, 1994:27). The formidable military-industrial complexes built up during the cold war years now switched their attention to the general aviation markets, which at the time were already on the decline. This caused even more hardship in the markets and the whole industry slipped into a major recession throughout Europe and the United States of America, characterised by low capacity utilisation, high unemployment and very low profit margins (IngersolI Engineers, 1994:34). South Africa, with its relatively small aviation industry, was similarly affected, forcing the few organisations still in the market to either diversify or to move into the global market (Ingersoll Engineers, 1994:46)...
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The use of consultants versus independent strategy formation for small and medium enterprises in Gauteng

  • Authors: Kennedy, Corrinne
  • Date: 2012-06-05
  • Subjects: Strategic planning , Business consultants , Small enterprises , Small business , Medium enterprises
  • Type: Mini-Dissertation
  • Identifier: uj:2428 , http://hdl.handle.net/10210/4888
  • Description: M.Comm. , Small and medium enterprises are recognised as key drivers of the South African economy. Up to 90 percent of formal businesses in South Africa are classified as small and medium sized enterprises. Therefore, the success of these enterprises is of significance to the South African economy. The formation of strategy is mostly associated with large corporate enterprises, which have the required resources in respect of finance, time and skills, to expend in forming and implementing strategies that are aimed at long term success. These resources are typically not easily accessible to small and medium enterprises, whose focus is mostly on the day to day operation (or even survival) of the enterprise. This qualitative study explores the views, experiences, knowledge and perceptions of 12 small and medium enterprise research participants in respect of important aspects relating to strategy. These aspects include the role-players in strategy formation, forecasting and planning practices, the type of competitive intelligence gathered, the use of consultants and the link between strategy and the performance of small and medium enterprises. These aspects are all considered, in order to obtain an understanding of the main theme of the study, which focuses on determining the extent to which small and medium enterprise use consultants for the formation of strategy. Consultants are viewed in both a positive and negative light by small and medium enterprises, yet somehow are never considered for the purpose of strategy formation.
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The alignment of human resources deliverables with the business strategy of the national research foundation

  • Authors: Davids, Yolanda Crisanda
  • Date: 2011-10-11T07:16:01Z
  • Subjects: Human capital , National Research Foundation (South Africa) , Strategic planning , Success in business
  • Type: Thesis
  • Identifier: uj:7234 , http://hdl.handle.net/10210/3889
  • Description: M.Comm. , The vision, values and critical success factors incorporated in the balanced scorecard (BSC) have to support the organisational strategic goals. The Learning and Growth Perspective, the foundation of the BSC, assesses organisational capital, information capital and the skills and capabilities of the Research and Innovation Support Advancement (RISA), a division of the National Research Foundation (NRF). This allows the organisation to gain insight into and understanding of what is effective and which learning and growth systems need changing. The RISA’s balanced scorecard (BSC) does not demonstrate how the Learning and Growth Perspective addresses the organisational strategic objectives. In this study, the researcher wished to identify the critical success factors (CSFs) of the Learning and Growth Perspective of RISA so as to achieve its strategic objectives. A cross-sectional, survey-based research approach was adopted. The questions formulated examined the CSFs in five critical areas of the Learning and Growth Perspective namely, information technology, leadership, organisational culture, human resources management and talent management. Two critical success areas, namely talent management and HRM were identified as having an impact on the Learning and Growth Perspective of RISA. In addressing these areas, the organisation will be able to align its organisational capital, information capital and human capital with its overall strategy.
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Die strategiese bestuur van arbeidsverhoudinge : 'n empiriese ondersoek

  • Authors: Ferndale, Urin
  • Date: 2014-05-14
  • Subjects: Strategic planning , Industrial relations
  • Type: Thesis
  • Identifier: uj:11080 , http://hdl.handle.net/10210/10653
  • Description: D. Litt. et Phil. (Human Resources) , Labour relations in South Africa is characterized by instability and is intensified by the negative influence of the external environment. Against this background the strategic management of labour relations was investigated as a possible means to positively influence labour relations in South Africa. A model for the strategic management of labour relations was developed and it was concluded that it is essential that the mentioned model be followed in South Africa. A detail theoretical and empirical analysis was done to determine the extent of the influence of the economy, politics, the social environment, trade unions, employer organizations, the juridical environment and personnel related aspects and practices on labour relations. The empirical data were gathered by means of a structured questionnaire from respondents working in the personnel field. The main findings of the study indicated that the external environment will have a profound effect on labour relations in near future. Unemployment, population growth, housing, the right and left wing political parties and inflation were identified as the aspects which will probably have the most negative influence on labour relations in the future. Various personnel management aspects and practices were identified which might have a positive influence on labour relations: communication, training, labour relations training, equal opportunities, social responsibility, participative schemes and induction. One of the main conclusions of this study was that the extent of the influence of the external and internal environment continuously be monitored by companies and that a strategic plan for the managing of labour relations be developed.
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Developing a competitive intelligence strategy framework

  • Authors: Gulwa, Mzoxolo
  • Date: 2015
  • Subjects: Strategic planning , Business intelligence , Financial institutions
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/82502 , uj:18967
  • Description: Abstract: For CI to have the greatest contribution to strategic management, CI professionals need an understanding of the CI needs of decision makers. The aim of this research is to build an understanding of the CI needs of decision makers at the case organisation, a Financial Institution. The resulting analysis informs recommendations on how the Financial Institution's CI capability can be enhanced to better meet the CI needs of the organisation's decision makers. The conclusion and recommendations are compressed into a twelve point CI strategy framework. A strategy framework is a planning tool which can be used to explore ways to enhance an organisation's strategic planning capabilities. The interpretivist research philosophy was used as the subject of the research needs to be understood in the context of the case organisation. This research has adopted a single qualitative case study approach. The existing base of theory on CI needs of decision makers in a financial institution is limited. In addition, there is no existing research on the CI needs of decision makers at the case organisation; hence the case approach was selected. A self-administered structured questionnaire was used as a data collection method, targeting 500 managers and executives at the Financial Institution. A total of 124 questionnaires were returned out of the 500 questionnaires that was sent out, therefore the response rate was n=25%. Data from the research was analysed and thereafter conclusion and recommendations were made mainly based on the research problem: How can competitive intelligence needs of decision makers at a Financial Institution be better met? Key findings of this research are that managers and executives at the Financial Institution have a good understanding of what strategic management is about as well as the role of CI in strategic management; they place considerable value on CI in... , M.Com. (Strategic Management)
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The role of management in effective knowledge and skills transfer

  • Authors: Buys, Neil Armstrong
  • Date: 2013-05-01
  • Subjects: Transfer of learning , Employees - Training of , Business planning , Strategic planning , Information resources management
  • Type: Thesis
  • Identifier: uj:7503 , http://hdl.handle.net/10210/8360
  • Description: Ph.D. (Leadership Performance and Change) , Organisations worldwide have made substantial investments in the training of their employees even though it is generally understood that only a small amount of learning is usually transferred to the work environment. The knowledge of the extent of employer investments in training compared to the benefits that accrue from this training for the organisation underlies the continuous debate concerning the return on investment and the effectiveness of the transfer of learning. Learning Transfer is defined as the application of knowledge, skills and attitudes learned from training and the subsequent maintenance of it over a period of time. This paucity of learning transfer, in spite of the substantial investment in training by employers, must be considered against the reality of organisations continuously being confronted by demands emanating from developments such as globalisation. Equally, technological developments necessitate change in the nature of work and consequently in the knowledge and skills required by employees to perform the work, as well as for organisations to remain globally competitive. The aim of this study is to determine whether a causal relationship exists between management support for learning and the effectiveness of learning transfer. In pursuance of finding causes for the lack of learning transfer, the study has the further objective of determining whether management support could be elevated above other differentiators, such as motivation of the trainee, training design and the workplace or organisational climate factors. The study is premised on the perception that management exercises a great deal of influence over their employees and that they determine organisational outcomes because of their decision-making authority. This gave rise to the presumption that management plays a leading role in ensuring that effective learning transfer is achieved and that the nature and extent of management‟s influence determines whether effective and efficient learning transfer is realised.
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Corporate strategy implementation among small and medium consulting businesses

  • Authors: Mbombo, Kalamba Prisca
  • Date: 2017
  • Subjects: Small business , Business planning , Small business - Management , Strategic planning
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/271903 , uj:28928
  • Description: M.Com. (Business Management) , Abstract: The success of corporate strategy implementation has become the focus of many organisations to sustain a competitive advantage. Strategic management helps organisations to set their vision, mission and objectives that will enable them to survive and operate within a competitive environment. However, many organisations have experienced little success in the implementation of corporate strategy. The majority do not have strategies in place, and strategy implementation fails because of poor implementation and not because of the strategy itself. Many factors may affect the implementation of corporate strategy within any organisation, such as lack of resources, poor communication and resistance to change. The main objective of this research was to determine how small and medium consulting businesses are implementing corporate strategies to ensure sustainability and growth. To achieve this objective, a qualitative approach was used with the aim of understanding, analysing and evaluating the success of corporate strategy implementation of small and medium consulting businesses. Data was collected through semi-structured interviews, which were conducted with 13 small and medium consulting business owners/managers in the Randburg central business district. The empirical findings indicate that corporate strategy implementation with specific reference to the components of implementation has a significant contribution to small and medium consulting businesses’ sustainability, growth and performance. Owners/managers of these businesses should ensure that the strategy applied is communicated effectively to the staff members in order for them to embrace the implementation and to understand and adopt the strategy; however, the lack of a strategy can cause the failure of these businesses.
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The use of project management principles to facilitate strategic change within Gauteng Department of Environment and Associated Merits

The effectiveness of strategic management intervention in developing profitable high growth African businesses

Validating antecedants as predictors in the entrepreneurial orientation model

  • Authors: Hewitt, L. M. M.
  • Date: 2012-06-06
  • Subjects: Strategic planning , Entrepreneurship , Organizational effectiveness
  • Type: Thesis
  • Identifier: uj:2521 , http://hdl.handle.net/10210/4977
  • Description: D.Phil. , The importance of entrepreneurship in economic development is hardly disputed since entrepreneurs launch successful businesses, which create employment, expand markets, and increase production and services, which can revitalize social and productive networks to bring vigour into communities (Luiz, 2007). Recently, empirical studies were conducted that provided evidence that supports the common understanding that Entrepreneurial Orientation (EO) leads to superior Firm Performance (FP) (Covin & Zahra, 1995). EO as a topic in the entrepreneurship literature is much debated and deliberated. A plea has been made to explore the antecedents External Environment (EE), Internal Organisation (IO), firm demographics, and founder/owner/manager biographical data of EO. The key focus of this study is to provide research evidence for the predictive model EO - FP and the relationship(s) of the antecedent’s: Owner/Manager Biographics, Firm Demographics, EE, and IO factors might have with a firm’s EO – FP.
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Die rol van bestuur by die implementering van hoogstegniese stelsel

Towards the sixth generation of R and D management

  • Authors: Kensen, Alex Kwaku
  • Date: 2014-09-17
  • Subjects: Research, Industrial - Management , Technological innovations - Management , Organizational change , Strategic planning
  • Type: Thesis
  • Identifier: http://ujcontent.uj.ac.za8080/10210/383538 , uj:12331 , http://hdl.handle.net/10210/12118
  • Description: M.Ing. (Engineering Management) , It is apparent that understanding the link between the role of innovation in competitiveness and economic development is essential. This is because innovation ultimately holds the key to addressing the most pressing social and human challenges of nations. In the past, some organizations viewed research and development (R & D) as an intangible process that is difficult to manage and measure. However, the upsurge in enabling technologies such as the internet is changing such perceptions of managing R & D processes, which is now moving from a technology-oriented model to one that is more interactive and collaborative. Moreover, organizations that have a clear understanding of R & D management have great successes in exploiting it to speed up the commercialization of new technologies that enable them to achieve numerous competitive benefits such as first-to-market advantages, greater market shares for their innovations, premium prices and dominant designs relative to their counterparts. While it is evident that there is increased focus on fine-tuning R & D management processes, the majority of these efforts were confined to the USA, Europe, Asia and other developed economies, with limited developments in the less developed economies like those in Africa. This dissertation explores the five generations of R & D management practices and attempts to predict the best practices that managers will adopt in the R & D sixth generation. The findings suggest that the sixth generation will be characterized by greater multi-disciplinary approaches emphasizing cross-functional communication, collaboration, as well as greater inclusion of stakeholders such as suppliers, customers and partners in the full life cycle of R & D process.
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Adapting IT management for effective IT strategy leadership

  • Authors: Langa, Mthandeni , Marnewick, Carl
  • Date: 2017
  • Subjects: Information technology - Management , Strategic planning
  • Language: English
  • Type: Conference proceedings
  • Identifier: http://ujcontent.uj.ac.za8080/10210/373894 , http://hdl.handle.net/10210/231957 , uj:23644 , Citation: Langa, M. & Marnewick, C. 2017. Adapting IT management for effective IT strategy leadership. International Association for Management of Technology IAMOT 2017 Conference Proceedings.
  • Description: Abstract: This article argues that the lack of consistent information technology (IT) and organisational strategies heightens the proclivity to cancel IT initiatives. Organisational strategy loosely conveys a compounded perspective pertaining to business and organisational strategies. The combination of these strategies logically hinge on efficient enterprise IT integration concepts contextualising conceptual links between their respective architectures to best suit prevailing business and socioeconomic needs. However, an effective socioeconomy demands contextual strategic management of IT, aligned with geopolitical and other factors affecting the nature of IT, to optimise the applied context of principles of governance and management. Strategic management of IT is alleviated by the concept of levels of abstraction inherent in the principle of separation of concerns. Hence the strategic use of the concept in ‘opinion’ formulation within the paradigm of a sociotechnical system design, development and management. Accordingly, optimal business performance demands that business and IT leadership and management develop mechanisms to establish symbiosis between governance and management principles, glued together by an adaptive enterprise‐wide standard architecture. There is therefore a contended need to integrate IT, processes and strategies. This demands that business and IT professionals possess an interdisciplinary and a multidisciplinary set of competencies. The perceived set of competencies supposedly help professionals to effectively navigate the interdisciplinary and multidisciplinary nature of information technology management (ITM). Thus the ensuing sociotechnical system constructs represent the challenge imposed by the journey to purposefully adapt ITM for effective IT strategy leadership for a competitive economic system. The research used an advanced mixed research methodology embedding quantitative methods in a qualitative study...
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