Electronic Theses and Dissertations (Masters/MBA)

Permanent URI for this collectionhttps://hdl.handle.net/10539/37942

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    The relationship between sustainability reporting and banks financial performance
    (University of the Witwatersrand, Johannesburg, 2023) Msimanga, Thokozani; Godspower-Akpomiemie, Euphemia
    Sustainability reporting, which involves environment, social, governance (ESG) is about reporting non-financial information regarding a company. It explains how the three sustainability components affect a company. ESG has gained significant popularity in the last ten years as new risk factors for investors are introduced by global sustainability concerns such as climate change, growing regulatory constraints, and social transformations. There is limited ESG-related research in South Africa, hence the aim of this study is to empirically evaluate whether sustainability reporting, improves financial performance and value for investors and other stakeholders. This has created a knowledge gap that may be investigated and used to start a discussion about the relationship sustainability has with financial performance from a South African banking perspective. This study’s data covered a 16-year period being, 2006 – 2021, across the six largest locally controlled banks listed on the JSE; Absa, Capitec, FirstRand, Investec, Nedbank, and Standard Bank. To examine for a statistical association, panel data regression analysis is used in this study.Multiple methods of estimation were considered, ultimately various diagnostic tests conducted concluded the fixed effects model as the most robust. A negative relationship with financial performance was found. Two models, Return on Equity and Tobin’s Q model showed a negative and significant relationship with the performance of banks. The Return on Assets model also indicated a negative relationship, but it was not statisticallysignificant. This indicates that an increase in sustainability reporting, leads to a decline in financialperformance from both an accounting and market perspective
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    The impact of organisational governance on team autonomy in large-scale agile projects
    (University of the Witwatersrand, Johannesburg, 2023) Dhlamini, Bridgette Sebueng; Appiah, Erasmus Kofi
    Traditional software development methods have proven to be ineffective for large- scale projects in the current digital era. This, as well as the complexities of large-scale projects, has exacerbated the need for more and more organisations to adopt agile project methodologies for large-scale projects to keep up with the fast-paced technology landscape. The adoption of agile methodologies can only work if it is supported by organisational structures that enable agile to be effective. These include governance structures and organisational culture that enable continuous rapid delivery of quality software. Team autonomy is key in enabling fast-paced delivery, and there should be alignment between the organisational governance structures and the autonomy of project teams. It is not clear as to what level of autonomy should be afforded to project teams, at the same time ensuring that the project receives the right level of oversight. The research followed a qualitative research approach, and 10 participants who had experience working on agile projects in one of the big banks in South Africa were interviewed. The study found that the lack of team autonomy in large-scale agile projects was due to the organisation’s little to no tolerance for risk and the blaming culture. To change this, the organisation needs to cultivate a learning culture that will allow project teams to learn and grow through their mistakes
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    Governance and dynamic capabilities in South African state-owned energy companies
    (University of the Witwatersrand, Johannesburg, 2022) Stock, Xola
    Governance of state institutions is widely accepted to be one of the critical levers to unlock clean energy technology innovation that fosters energy transition. The dynamic capabilities framework has been successfully used globally by State Owned Entities to unlock the bureaucratic competencies of senior management towards increasing innovation outcomes, but the framework is not usually associated with entities’ governance. This research highlights the criticality of this framework in the governance structures of entities. The prolonged past governance and financial woes at the two South African state-owned energy entities of PetroSA and iGas invite a level of scrutiny regarding the true extent of the deployment of the dynamic capabilities therein This qualitative research sought to explore how the deployment of dynamic capabilities by senior management in the two entities impacted their innovation outcomes. Data collection was done through semi-structured interviews of seven participants. The research findings show that the dynamic capabilities were not holistically deployed by the entities in the six business areas wherein they reside. The DC’s framework is the appropriate strategic framework to be deployed by entities and their management if true innovation outcomes are to be increased.