School of Business Sciences (ETDs)
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Item Business process management and innovation dynamics in a South African Bank(University of the Witwatersrand, Johannesburg, 2023) Chang, Kai-Ruin; Mzyece, MjumoInnovation has been a topical focus for banks in achieving strategic value through new products development, efficient processes and improved services. Whilstdriving innovation, banks are however faced with barriers such as inertia exerted by legacy systems, unsupportive organisation structures and restrictive mindsets that are too risk avoidant. Thus, how innovation is managed by banks has become critical in overcoming these barriers. Despite business process management (BPM) having an overlapping objective to that of innovation management in achieving efficiency and lowering costs for an organisation, it has developed as a separate discipline to that of innovation management. The purpose of this study is the exploration of integrating BPM principles in innovation management in banks to overcome barriers and provide practical recommendations. The study further aims to contribute to the gap that exists between the body of academic knowledge and what innovation managers are aware of in a South Africa bank context. In this study, data were collected through semi-structured interviews with senior employees within a South African bank. The data were further analysed using a qualitative research method to identify and interpret themes based on interviews with subject matter experts and managers in the South African bank. The study has identified the key layers from the total innovation management paradigm and BPM principles that can enable the innovation performance for a bank and raises further areas that can be exploredItem Organisational culture, innovation, and environmental performance in South African iso 14001 certified organisations(University of the Witwatersrand, Johannesburg, 2022-06) Nokaneng, Tshepo Isaiah; Callaghan, ChrisThis study investigates the link between organisational culture, innovation, and organisational environmental performance, with a focus on South African ISO 14001-certified organisations. The study uses Hofstede's Cultural Dimensions Theory and the competing values framework to make predictions and collects empirical data from 400 SABS-certified organisations using PLS-SEM. The findings are of interest to academics, organisations, and researchers and have potential for future studies to build upon. The study found that human resource management (HRM) policies are more effective in cultures that prioritise collectivism, masculinity, uncertainty avoidance, and developmental and rational culture. Labour relations also predict innovation and organisational environmental performance (OEP). The Schwartz individual values (SIV) model shows that age predicts openness to change, and the industrial sector predicts intrinsic satisfaction factors, conservation, and self enhancement values. Position predicts intrinsic satisfaction, conservation and self-enhancement values, openness to change, self-transcendence, and extrinsic satisfaction. Organisational tenure negatively predicts conservation and self- enhancement values, openness to change, self-transcendence values, and intrinsic and extrinsic satisfaction. The industrial sector positively predicts individual environmental performance. These findings can aid policymakers, managers students, researchers, and practitioners in enhancing innovation, OEP, individual environmental performance (IndEP) and contributing to sustainability management literature using Hofstede cultural dimensions theory (CDT), competing values framework (CVF), Schwartz's values and motivational factors. This study provides evidence of the effects of cultural dimensions on OEP and identifies mediating or moderating factors. The findings offer knowledge to improve OEP, inform policymakers, and add value to managers, students, researchers, and practitioners. The study aids in implementing and improving environmental management systems, thus enhancing OEP. It also provides insights into using Schwartz's values and motivational factors that could enhance IndEP and contribute to the sustainability management literature