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    <title>EconStor Collection:</title>
    <link>https://hdl.handle.net/10419/217783</link>
    <description />
    <pubDate>Wed, 29 Apr 2026 22:30:08 GMT</pubDate>
    <dc:date>2026-04-29T22:30:08Z</dc:date>
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      <title>Organisational alignment of South African mining organisations</title>
      <link>https://hdl.handle.net/10419/218701</link>
      <description>Title: Organisational alignment of South African mining organisations
Authors: Burger, Floris J.; Pelser, Theuns G.; Ellis, Suria
Abstract: Background: South African mining organisations are facing numerous challenges: decreasing commodity prices, policy uncertainty, rising input costs and increasing stakeholder expectations. To successfully address these challenges, each mining organisation needs to respond in a unified, aligned way.Objectives: This study determined the degree of perceived organisational alignment among managers within South-African-based mining organisations and uncovered the key enablers of organisational alignment.Method: Data were collected from 286 managers from a selection of all the major South African mining commodity sectors on their perceptions of the degree of organisational alignment, as well as on the enablers of organisational alignment. Applying structural equation modelling, 5 of the 11 organisational alignment enabling factors indicated a unique influence of practical importance on perceived organisational alignment. Three data-model fit tests confirmed the pattern of variances and covariance in the data.Results: This study not only presented a concept of perceived organisational alignment and associated enabling factors but also provided a wide range of recommendations on how each of the enabling factors can be leveraged in order to improve perceived organisational alignment.Conclusion: Taking a largely sociological perspective of organisational functioning within the South African mining industry's fast-changing internal and external stakeholder environment, this study contributed to the discipline of strategy planning and execution in general and in particular to the subject area of organisational alignment.</description>
      <pubDate>Tue, 01 Jan 2019 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">https://hdl.handle.net/10419/218701</guid>
      <dc:date>2019-01-01T00:00:00Z</dc:date>
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    <item>
      <title>A leadership model validation: Dimensions influential to innovation</title>
      <link>https://hdl.handle.net/10419/218707</link>
      <description>Title: A leadership model validation: Dimensions influential to innovation
Authors: Naidoo, Sershen; Hewitt, Magda; Bussin, Mark
Abstract: Background: Current pressures for globalisation force organisations to explore, create and implement new ideas in order to remain competitive. This necessitates the need to utilise innovation to diversify products and services, introduce new technology, establish new managerial and administrative practices, and initiate transformation in other areas of the organisation.Objectives: This article explored the relationship between the latent variables, namely, rewards, resources, leadership vision and innovation, as postulated by De Jong and Den Hartog's leadership model for stimulating innovation.Method: The research approach chosen to investigate the research questions was an ex post facto, cross-sectional field survey. Secondary data from a reputable financial institution with extensive business in three African countries (Botswana, Lesotho and Namibia) were used as the data were collected by the institution and made available to the researcher for further analysis. A complete sample size of N = 584 was obtained across the three countries. Confirmatory factor analysis was initially used to provide a confirmatory test of the measurement theory followed by structural equation modelling which allowed to test for regression amongst the latent variables (rewards, resources, leadership vision and innovation).Results: Structural equation modelling revealed that only leadership vision and resources were found to be statistically significant; rewards showed a negative relationship (r = −0.02) with innovation. Resources made the greater contribution (r = 0.75) to innovation, compared to leadership vision (r = 0.28).Conclusion: The study empirically validate and support the assertion of De Jong and Den Hartog (2007) that the latent variables resources and leadership vision positively correlate with innovation in the context of the financial services industry.</description>
      <pubDate>Tue, 01 Jan 2019 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">https://hdl.handle.net/10419/218707</guid>
      <dc:date>2019-01-01T00:00:00Z</dc:date>
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    <item>
      <title>Factors influencing dividend payout decisions: Evidence from South Africa</title>
      <link>https://hdl.handle.net/10419/218709</link>
      <description>Title: Factors influencing dividend payout decisions: Evidence from South Africa
Authors: Nyere, Lovemore; Wesson, Nicolene
Abstract: Background: Dividend payout is one of the most debated contemporary corporate finance Issues. No universal theoretical model describes the factors that corporate managers consider in dividend payout decisions. This study extends previous South African empirical research on dividend payout trends and motivations for Johannesburg Stock Exchange (JSE)-listed industrial companies over the period 1999–2014. The study period coincides with the introduction of share repurchases as an alternative distribution method, covers multiple dividend distribution regulatory amendments and overlaps the global financial crisis of 2008.Objectives: The aim of this study was to ascertain whether the global financial crisis of 2008 affected dividend payouts and to identify factors that influenced dividend payout decisions of JSE-listed industrial companies over the period 1999–2014.Method: Descriptive statistics and a fixed-effects panel regression analysis were applied to dividend data extracted from published annual reports of JSE-listed industrial companies over the period 1999–2014.Results: Dividend distributions of JSE-listed industrial companies increased over the study period in contrast to declining global dividend distribution trends. A significant increase in dividend payout was found when comparing pre- and post-recession periods, in line with the positive impact of dividend distribution regulatory reforms. Company size (+), profitability (+), sales growth (−) and free cash flow (−) were identified as significant factors that influence dividend distributions of JSE-listed industrial companies.</description>
      <pubDate>Tue, 01 Jan 2019 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">https://hdl.handle.net/10419/218709</guid>
      <dc:date>2019-01-01T00:00:00Z</dc:date>
    </item>
    <item>
      <title>A weighted director network analysis of the big four banks on the Johannesburg Stock Exchange</title>
      <link>https://hdl.handle.net/10419/218699</link>
      <description>Title: A weighted director network analysis of the big four banks on the Johannesburg Stock Exchange
Authors: Senekal, Burgert A.; Stemmet, Karlien
Abstract: Background: Company director networks have been studied for many countries, including South Africa, from the perspective of network theory. However, most studies of company director networks focus on the overall structure of the network, that is, by conducting a macro-level analysis.Aim: In this study, we conducted a node-level analysis to investigate whether the four major South African banks, namely, Barclays Africa Group Ltd (now ABSA Group Limited), Nedbank Group Ltd, Standard Bank Group Ltd and FirstRand Ltd, occupy central roles in the company director network on the Johannesburg Stock Exchange (JSE).Setting: Social networks provide a vital source of information and are therefore an important field of study in business.Methods: We use degree-, betweenness- and closeness centrality, as well as strength, and a force-directed layout to investigate whether these four banks occupy key positions in the company director network on the JSE.Results: We show that these four banks occupy central roles on the JSE. The direct connections of these companies are also identified, and findings are compared to some overseas studies.Conclusion: This study concludes that the said four major banks occupy key positions on the JSE.</description>
      <pubDate>Tue, 01 Jan 2019 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">https://hdl.handle.net/10419/218699</guid>
      <dc:date>2019-01-01T00:00:00Z</dc:date>
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