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    Manager's perceptions of the relationship between the use of ICTs and organisational performance : case study of the Tuvalu financial services industry : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management in Business Information Systems at Massey University, Albany, New Zealand
    (Massey University, 2012) Patolo, Taufia
    Many organisations have invested significant resources into the adoption and use of information and communication technologies (ICTs). This has triggered significant debate as to whether these investments are worthwhile. Much of the literature establishes a positive relationship between ICTs and improved organisational performance, but not in all contexts. This study investigates the perceived relationship between the use of ICTs and the performance of the Tuvalu financial services industry (TFSI). It explores the views of managers in the TFSI about the level of ICT use and access, competitive advantage derived from the use of ICTs, challenges of implementing ICTs and integration of future ICT tools. The resource-based value (RBV) framework is used to develop a conceptual model. This model is tested in a positivist paradigm using semi-structured interviews in a qualitative approach. The study finds that the TFSI managers believe that the performance of the industry has benefited from the deployment of ICTs, particularly in collaboration, efficiency, data monitoring and communication. The study finds support for increased competitive advantage for the industry from transformation of TFSI operations and increased institutional knowledge. Key challenges to fully optimise the potential of ICTs include unreliable Internet connectivity, limited financial resources, mismanagement of equipment and the threat of computer viruses. Technologies for future integration include automated teller machines (ATMs), credit cards and a centralised computer database. The research has important implications for both theory and practice and the study provides recommendations that could be used to improve the performance of the TFSI. The study contributes to a better understanding of the relationship between ICT and organisational performance in the context of a financial services industry in a small Pacific Island nation.
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    A conceptual framework for starting the business excellence (BE) journey in New Zealand service organisations : a dissertation submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Technology and Management at Massey University, Palmerston North, New Zealand
    (Massey University, 2005) Innes, Joanna
    The services sector is important to the New Zealand economy in that it currently contributes 68% to the gross national product and has consistently contributed the most to economic growth since 2002 (Statistics New Zealand, 2005). It has been suggested by the Workplace Productivity Group (2004) that much of the growth in the economy has been due to people working longer hours and that attention now needs to be given to improving productivity and organisational performance. In response to the need to improve performance New Zealand service organisations are adopting business excellence (BE) and an associated BE framework, the Baldrige Criteria for Performance Excellence or CPE (NZBEF, 2005) to guide their improvement journey. Anecdotal evidence suggests that once the decision has been made to adopt BE, the next challenge is how to start the improvement journey. BE is an internationally recognised business practice that has evolved from total quality management (TQM) principles and practices. Researchers argue that not all TQM practices are transferable to services (Behara & Gundersen, 2001; Sureshchanda, Rajendran & Anatharaman, 2001) and that not all TQM practices are relevant for the start of the improvement journey (Banerji, Gundersen & Behara, 2005). Although organisations are known to adopt a BE framework to guide the improvement journey, much of the TQM literature to date has focused on the validity of BE frameworks as measurement tools and the organisational results achieved by BE organisations. There has been limited attention given to how organisations start the improvement journey being guided by a BE framework. The aim of this study is: "To develop a conceptual framework that represents how New Zealand service organisations start the BE journey". The term BE journey was defined by the researcher for the study, as "an improvement journey being guided by a BE framework, such as the Criteria for Performance Excellence or CPE (NZBEF, 2005)". An initial conceptual framework was developed through researching the existing relevant literature. This framework was then developed further through obtaining empirical evidence from New Zealand service organisations. The proposed conceptual framework represents the start of the BE journey as an organisational development and change process, with five aligned and integrated elements (1) organisational profile, (2) improvement processes, (3) key practices and people, (4) intermediate outcomes, and (5) organisational results. The study contributes to the existing knowledge base for BE in service organisations, and has the potential to inform BE theory development and to guide BE practice.
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    A rank order of determinants of construction organisation's performance in New Zealand
    (Massey University, 2020) Alqudah HE; Poshdar M; Tookey J; Rotimi JOB