Purpose – The purpose of this paper is to investigate the impact of organisational culture on job stress and burnout in graded accommodation establishments. The demanding nature of work in the hospitality industry (e.g. long hours and shift work) renders job stress and burnout, a persisting challenge for the industry. Employees that are constantly subjected to a challenging work environment may experience increased levels of job stress and burnout or even leave the industry entirely. The Free State province of South Africa has a well-established hospitality sector, and this investigation shows the extent to which job stress and burnout are mitigated by a favourable organisational culture. Design/methodology/approach – A structured questionnaire was administered to 46 graded accommodation establishments in the two main economic clusters (Bloemfontein and Clarens) of the Free State province of South Africa. The investigation was quantitative in nature and the robust competing values framework (CVF) was used as conceptual guide. Findings – The findings indicate that graded accommodation establishments had a predominantly Rational Culture, which points to strong external positioning and competitiveness. Correlation and regression analyses further confirmed that although the Rational Culture does have a mitigating effect on job stress and burnout, the values associated with the Group Culture and Developmental Culture exert an even stronger mitigating effect. Practical implications – Managers need to establish a flexible, employee-oriented work environment where employees are allowed to be innovative and entrepreneurial. Originality/value – The main causes of job stress and burnout in accommodation establishments revolve around the intense customer focus of the industry and the subsequent performance expected from employees.

Orientation: Continuous innovation and knowledge sharing have become the linchpin of contemporary organisations, especially universities. Universities thus need to create a conducive organisational culture to enable innovation and knowledge sharing.Research purpose: This study aimed to contribute empirically to an understanding of how an innovative university can be realised in a developing country context.Motivation for the study: As innovation and knowledge sharing remain a challenge for most southern African universities, this article provides a theoretical and empirical understanding of the positive influence of organisational culture on these variables.Research approach/design and method: The study followed a survey design. A structured questionnaire was administered to a sample of 277 university staff members. A total of 195 questionnaires were collected for data analysis, yielding a response rate of 70.39%. Data were interpreted using descriptive statistics and partial least squares structural equation modelling to analyse the relationship between the variables.Main findings: The results indicated that the university under investigation had a dominant rational or clan culture orientation. A significant relationship was found between organisational culture and innovation and organisational culture and knowledge sharing.Practical/managerial implications: The study proposes that innovation and knowledge sharing can best be realised within an adhocracy culture. Strategic priorities were proposed to the management of the university to enhance the pervasiveness of these variables.Contribution/value-add: The study provides empirical evidence of the positive effect of organisational culture on innovation and knowledge sharing, confirming that organisational culture is a predictor of both innovation and knowledge sharing.

The proliferation of crime, especially in the South African context, has placed considerable emphasis on the private security industry.  This has also increased fierce competition in the private security domain with both national and international private security companies infiltrating the South African market.  Like public policing private security has an important role to play in combating crime and other transgressions, with the exception that private security owes its existence to paying customers.  By using the Competing Values Framework (CVF) as conceptual guide, the researchers are able to provide the managers of the company under investigation with insight on how their cultural orientation affects their functioning and ultimately their competitive advantage.

Information Communication Technology (ICT) has fundamentally changed the way in which global business is conducted. Of all the organisational functions, marketing has possibly been impacted the most by the emergence of ICT, as the array of available digital media presents a plethora of new ways in which goods and services could be marketed. Despite an increased emphasis on ICT deployment since the 1990s, marketers have struggled to fully embrace the integration of ICT in marketing. With this in mind, this investigation aimed to ascertain the extent to which ICT in marketing is embraced by marketers and the extent to which marketing students on a tertiary level are exposed to ICT in marketing, as part of their curriculum. The findings show that marketers are in a transition phase where ICT in marketing are increasingly used in conjunction with traditional marketing methods. It also highlights that marketing students need more specific exposure to ICT in marketing as part of their curriculum.