Organisational barriers to creativity in South African higher education institutions

Garnett, A.; Pelser, Theuns

doi:10.4314/sajhe.v21i1.25601

Cited by 8 publications

(5 citation statements)

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“…Diversity in the level of analysis can also be identified, with some authors discussing culture at an institutional level (e.g. Garnett & Pelser, 2007) and others focusing in on particular departments or, in some cases, academic programmes (e.g. Bozalek & Dison, 2013;Duthie & Freeman, 2015;Heydenrych & Case, 2015).…”

Section: Understandings Within the Sajhementioning

confidence: 99%

“…Many that identify cultural barriers to change (e.g. Garnett & Pelser, 2007;Ntshoe, Higgs, Higgs, & Wolhuter, 2008;Par & van der Merwe, 2009;Rothmann, Barkhuizen, & Tytherleigh, 2008) do so with a pragmatic purpose (i.e. in order to outline the cultural constraints that institutional leaders will need to address in order to improve their change strategies).…”

Section: Understandings Within the Sajhementioning

confidence: 99%

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Higher Education Pathways

Jackson

2019

JIMPHE

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Section: Understandings Within the Sajhementioning

confidence: 99%

Section: Understandings Within the Sajhementioning

confidence: 99%

Higher Education Pathways

Jackson

2019

JIMPHE

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“…Second, is success determined in terms of commercial gain or in terms of scientific achievement? Third, it is context dependentwhat is viewed as a success today may be viewed as a failure in the future (Garnett & Pelser, 2007).…”

Section: T Innovation Definedmentioning

confidence: 99%

Sustaining Industry Leadership Through Innovation Strategy Archetypes

Pelser

2014

IBER

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The ability to innovate and exploit innovations globally in a rapid and efficient manner is a significant source of competitive advantage. However, the management of innovation is made difficult by the complexity, unpredictability, and pace of turbulence in the environment, which compresses the time horizons for strategic planning. The main purpose of this study was to investigate innovation management practices in technology-intensive industries and to explore their relationship to company performance. A non-probability judgment sample of companies listed on the Johannesburg Stock Exchange (JSE) was taken. The study makes a contribution to the field of strategic management research by integrating the archetypes of several previous studies to derive a more comprehensive taxonomy of innovation strategy archetypes. Two distinct innovation strategy factors obtained with the analysis were proven to positively influence the company performance archetypes and were classified as New Product Innovation and Process Innovation factors. The results show that innovation strategy choices can significantly affect company performance. It thereby indicates which of the underlying archetypes have the strongest relationship with company performance. From an industry perspective, the greatest significance of these findings may be that they accentuate the importance of innovation policy in strategic management. The substantial differences in performance associated with the archetypes do not necessarily indicate that a given company should choose a particular innovation strategy, but rather indicates that innovation policy decisions may have a substantial leverage on a companys performance and should be analysed and exercised with care.

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“…Diminishing product growth in any company is an indication of commercial deterioration in general, which might lead to possible retrenchments, restructuring or even closure (Garnett & Pelser, 2007). The problem statement in this study is based on the mentioned negative tendency and read as follows: "The current negative volume growth experienced by the SAABSI pose a possible medium and long term survival threat for the industry".…”

Section: Introductionmentioning

confidence: 99%

Customer Service Expectations from South African Alcoholic Beverage Suppliers in Urban and Rural Areas

Beukes¹,

Prinsloo²,

Pelser³

2017

JEBS

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South African alcoholic beverage suppliers (SAABS) have to focus their efforts on quality customer service as a means of differentiation. Quality of service is a competitive advantage and serves as a marketing tool for many companies; it also contributes to customer loyalty and retention. Offering quality service is considered an essential strategy for success and survival in today’s competitive business market. A commitment to quality must start from the top of any organisation, be it a service delivery company or a manufacturing or merchandising business, and spiral down to the bottom. SAABS need to understand their customers’ perceptions of the service offering, their existing relationship with the company and their levels of satisfaction. The study set out to measure the service delivery expectations and realisations of customers that receive delivery from SAABS based on their geographical location. It required the implementation of a descriptive research method. The target population comprised customers of SAABS situated in the Gauteng, Western Cape and North West Provinces of South Africa. A sample size of 926 was realised. The results from the study indicate that customers expect the SAABS to deliver on all five service quality dimensions but fail to do so to their satisfaction. If the SAABS used the proposed customer relationship management (CRM) framework, it can improve on their service delivery and customer service. This, in the long run, will improve customer satisfaction, loyalty and retention.

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Organisational barriers to creativity in South African higher education institutions

Cited by 8 publications

References 0 publications

Higher Education Pathways

Higher Education Pathways

Sustaining Industry Leadership Through Innovation Strategy Archetypes

Customer Service Expectations from South African Alcoholic Beverage Suppliers in Urban and Rural Areas

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