The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa
| dc.contributor.advisor | Gossel, Sean | |
| dc.contributor.author | Kadakure, Arther | |
| dc.date.accessioned | 2023-07-04T13:02:25Z | |
| dc.date.available | 2023-07-04T13:02:25Z | |
| dc.date.issued | 2023 | |
| dc.date.updated | 2023-07-04T13:02:07Z | |
| dc.description.abstract | Corporate strategy has gained a lot of traction in academic discourse as a critical field that ensures organisational success and the role of informal structures in achieving this success has also gained a lot of focus. However, several scholars have pointed out that most of the studies on informal structures have used western and Asian socioecological narratives to contextualise informal structures. The contextual gap identified by the study and the assumptions by scholars that African, Asian and Western contexts have huge variances prompted the study to explore the contextual gap in South Africa. After defining the contextual gap, the critical question that the study sought to answer was; How are informal structures responding to corporate strategy within a South African context? To answer this question the study used an interpretive approach and a single case study to draw from the subjective experiences of 30 employees using in depth interviews. To ensure the abstraction of high-quality data the study utilised heterogeneous purposive sampling to draw insights from informed participants which in turn enabled the study to explore diversified perspectives. The study established that the socio ecological context of the organisation had both positive and negative influence on the employee's desire to accept or reject corporate strategy. The study established that the positive influence enabled smooth flow of information, flexibility, fulfilment of social needs and sharing of ideas. However, the study also established that the negative influence which manifested in resistance to corporate strategy, social fragmentation, conflict and political bickering outweighed the positive influence. The study concluded by adopting a strategic management model and extending it to contain the negative attributes of the socio-cultural environment with the hope that the model may enable the organisation to positively influence informal structures. | |
| dc.identifier.apacitation | Kadakure, A. (2023). <i>The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa</i>. (). ,Faculty of Commerce ,Graduate School of Business (GSB). Retrieved from http://hdl.handle.net/11427/38024 | en_ZA |
| dc.identifier.chicagocitation | Kadakure, Arther. <i>"The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa."</i> ., ,Faculty of Commerce ,Graduate School of Business (GSB), 2023. http://hdl.handle.net/11427/38024 | en_ZA |
| dc.identifier.citation | Kadakure, A. 2023. The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa. . ,Faculty of Commerce ,Graduate School of Business (GSB). http://hdl.handle.net/11427/38024 | en_ZA |
| dc.identifier.ris | TY - Doctoral Thesis AU - Kadakure, Arther AB - Corporate strategy has gained a lot of traction in academic discourse as a critical field that ensures organisational success and the role of informal structures in achieving this success has also gained a lot of focus. However, several scholars have pointed out that most of the studies on informal structures have used western and Asian socioecological narratives to contextualise informal structures. The contextual gap identified by the study and the assumptions by scholars that African, Asian and Western contexts have huge variances prompted the study to explore the contextual gap in South Africa. After defining the contextual gap, the critical question that the study sought to answer was; How are informal structures responding to corporate strategy within a South African context? To answer this question the study used an interpretive approach and a single case study to draw from the subjective experiences of 30 employees using in depth interviews. To ensure the abstraction of high-quality data the study utilised heterogeneous purposive sampling to draw insights from informed participants which in turn enabled the study to explore diversified perspectives. The study established that the socio ecological context of the organisation had both positive and negative influence on the employee's desire to accept or reject corporate strategy. The study established that the positive influence enabled smooth flow of information, flexibility, fulfilment of social needs and sharing of ideas. However, the study also established that the negative influence which manifested in resistance to corporate strategy, social fragmentation, conflict and political bickering outweighed the positive influence. The study concluded by adopting a strategic management model and extending it to contain the negative attributes of the socio-cultural environment with the hope that the model may enable the organisation to positively influence informal structures. DA - 2023_ DB - OpenUCT DP - University of Cape Town KW - Commerce LK - https://open.uct.ac.za PY - 2023 T1 - The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa TI - The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa UR - http://hdl.handle.net/11427/38024 ER - | en_ZA |
| dc.identifier.uri | http://hdl.handle.net/11427/38024 | |
| dc.identifier.vancouvercitation | Kadakure A. The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa. []. ,Faculty of Commerce ,Graduate School of Business (GSB), 2023 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/38024 | en_ZA |
| dc.language.rfc3066 | eng | |
| dc.publisher.department | Graduate School of Business (GSB) | |
| dc.publisher.faculty | Faculty of Commerce | |
| dc.subject | Commerce | |
| dc.title | The influence of informal power structures on corporate strategy of a selected mining organisation in Northern Cape Province, South Africa | |
| dc.type | Doctoral Thesis | |
| dc.type.qualificationlevel | Doctoral | |
| dc.type.qualificationlevel | PhD |