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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
- Previous Issues
- Volume 15, Issue 4, 2006
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 15, Issue 4, 2006
Volume 15, Issue 4, 2006
The relationship between transformational leadership, meaning and organisational citizenship behaviourSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 15, pp 2 –16 (2006)More Less
Empirical research has demonstrated the importance of the Organisational Citizenship Behaviour (OCB) construct in individual and organisational performance. This study investigated the relationships between Transformational Leadership, Meaning and OCB. The construct validity and the internal reliability of the three measurement scales were investigated by subjecting each of them to both an Exploratory and a Confirmatory Factor Analysis. Partial support was found for the structure of the original Meaning and OCB scales, but could not be confirmed for the Transformational Leadership scale.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 15, pp 17 –28 (2006)More Less
Call centres have progressed to being contact centres by integrating multiple communication channels, and providing a service centre for customers and other organisational stakeholders. Contact centres are a major new source of employment, through "offshoring" from developed countries and through government encouragement. A key performance indicator (KPI) of the contact centre industry is First Call Resolution (FCR). Resolving customer queries the first time around is a commonly shared goal, but is defined and valued differently among practitioners. A company's business context, human resources strategy, supporting technology and budget constraints influence this KPI in many ways, and make First Call Resolution a difficult measure to benchmark. This qualitative study explores the concept of First Call Resolution, its pursuit among South African contact centres, and the interactions among factors that affect it. It shows First Call Resolution to be a valuable contact centre management objective, especially if combined with other efficiency metrics, quality evaluations and customer satisfaction surveys.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 15, pp 29 –39 (2006)More Less
The objective of this study was to assess whether expatriates' cross-cultural adjustment is related to demographic variables, stress, and personality dispositions. A convenience sample (n = 95) was taken of expatriates of various multinational companies. The Neo-Personality Inventory Revised, Expatriate Stress Inventory, and a biographical questionnaire, including expatriates' motivation for accepting the assignment, and expatriates' cross-cultural adjustment were administered. The results showed that family support was related to less cultural stress, and better adjustment to an international assignment. Cultural stress explained 7% of the variance in expatriates' cross-cultural adjustment.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 15, pp 40 –53 (2006)More Less
This study investigates the evolution of strategic alliances in biotech companies according to an organisational life cycle framework. The study focuses on various attributes of alliance formation patterns, including alliance objectives, partner types, alliance modes, and alliance scopes along the stages of the organisational life cycle. The findings show a different pattern of alliance formation and objectives across life cycle stages, and the results indicate that firms are less likely to form alliances in the growth and maturity stages than in the birth stage. In the early stages, firms tend to focus on exploration and non-equity alliances, which then evolve into "exploitation" and "equity" alliances. Firms are also likely to form alliances with partners of a similar strategic scope in the early stages and later form alliances with partners of different strategic scopes. Overall, the results support the idea that firms generally follow sequential decisions with alliance strategies along the evolutionary process of the organisational life cycle.