Towards a value-based theory of sustainability framing

A thesis submitted to the faculty of Commerce, Law and Management, University of the Witwatersrand, Johannesburg, in fulfilment of the Degree of Doctor of Philosophy, January 2018The goal of this research was to develop a comprehensive theoretical perspective on values and framing of sustainability in the context of strategic transformation in an organisational field. This perspective aimed to address the gap in understanding of the role of values within and across framing levels in the sustainability discourse. The goal of this research was accomplished in two stages. Firstly, a conceptual review of the previous research was used to develop an initial model of the valuebased framing of sustainability. Secondly, a case study based on framing analysis was conducted to verify the model. To accommodate the diversity of framing sources, a framing analysis methodology was developed based on the previous methodologies of value elicitation and framing research. The results confirmed the usefulness of the framing analysis in understanding the meaning construction and the outcomes of change, conflict, or resistance to change in strategic transformation. Additional insights from the empirical case revealed both value-framing divergence and convergence and the influence of the roles of frame actors in such processes. The framing analysis also indicated that some values might be associated with silencing sensemaking. The original contribution is three-fold. Firstly, an integrated model was developed based on the conceptual synthesis and the case study. The model differentiates sensemaking, sensegiving, and silencing sensemaking as sub-processes within the framing mechanism of sustainability transformation. The model clarifies the role of values as inputs, outputs, and strategic devices. The model outlines the processes of value-framing divergence and convergence. This model forms the foundation for the value-based theory of sustainability framing. Secondly, a new approach to framing analysis was developed that facilitates analysis of diverse communication styles in a comparable way. Thirdly, this research resulted in the development of an agenda for the advancement of the value-based theory.XL201

The influence of cultural diversity on the effectiveness of Virtual Software Development Teams

A Virtual Software Development Team (VSDT) is a group team of Information Technology (IT) professionals working together to produce a software product and collaborating remotely with the use of information communication technology. In a VSDT, face-to-face contact is seldom required in order for these teams to fulfil their tasks. VSDTs in the software development business offer advantages compared to co-located teams which include the availability of a global talent pool, lower costs and a global presence. However, many aspects of managing these teams are still undiscovered and under-researched. Among them is the influence of cultural diversity on the work, productivity and sustainability of a VSDT. The purpose of this research was to define the main factors of the influence of cultural diversity on the effectiveness of a VSDT. The research was undertaken from an interpretive perspective. In agreement with this paradigm, the effectiveness factors were limited to the internal effectiveness of a team as perceived by its members. In order to define the factors of cultural diversity, existing theories of cultural diversity in a co-located workplace were used. I have conducted interviews with software developers, support professionals and their managers to probe the relevance of the existing theories in a virtual software development environment and to find other possible factors. In this research, a specific ’internet nerd’ culture was discovered which exists among the members of the virtual (internet) community. The members of this culture comfortably accept virtual work and share a lot of common context. The findings show the importance of frequent communication, emotional sharing and occasional face-to-face contact in bonding the team, building trust and understanding. From the team management perspective, there is evidence that agile methodologies can be used successfully in the virtual environment. The results of this research are beneficial for businesses looking to implement VSDTs, and can be used as a basis for the development of a theory of cultural diversity in a virtual environment