The external factors used to define the perceived success of software projects
- Authors: Coetzee, Jehan Pieter
- Date: 2018
- Subjects: Project management , Management information systems Customer relations -- Management -- Data processing Business information services
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/21722 , vital:29741
- Description: The purpose of this quantitative research was to improve the way success of software projects is measured. This was done by identifying and exploring external factors that serve as success criteria. It is postulated that by understanding these factors, organisations will be able to focus their resource efforts on the most prevalent factors that they can use to judge software project success. This will ensure project success and ultimately create a competitive advantage for the organisation. The research started off with a structured literature review. This was followed by a research design based on a quantitative questionnaire presenting embedded units of analysis. The results provided a useful insight into the factors that are used to define the success of software projects. The outcome of the study is in the form of a model which highlights the following variables applied to define software project success: system quality, information quality, user satisfaction, net benefits and the traditional variables of time, budget and specification.
- Full Text:
- Date Issued: 2018
- Authors: Coetzee, Jehan Pieter
- Date: 2018
- Subjects: Project management , Management information systems Customer relations -- Management -- Data processing Business information services
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/21722 , vital:29741
- Description: The purpose of this quantitative research was to improve the way success of software projects is measured. This was done by identifying and exploring external factors that serve as success criteria. It is postulated that by understanding these factors, organisations will be able to focus their resource efforts on the most prevalent factors that they can use to judge software project success. This will ensure project success and ultimately create a competitive advantage for the organisation. The research started off with a structured literature review. This was followed by a research design based on a quantitative questionnaire presenting embedded units of analysis. The results provided a useful insight into the factors that are used to define the success of software projects. The outcome of the study is in the form of a model which highlights the following variables applied to define software project success: system quality, information quality, user satisfaction, net benefits and the traditional variables of time, budget and specification.
- Full Text:
- Date Issued: 2018
Enhancing project success using an organisational architecture approach
- Authors: Jonker, Martin
- Date: 2015
- Subjects: Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4101 , vital:20512
- Description: Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
- Full Text:
- Date Issued: 2015
- Authors: Jonker, Martin
- Date: 2015
- Subjects: Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4101 , vital:20512
- Description: Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
- Full Text:
- Date Issued: 2015
Critical success factors in implementing an IT project plan within a South African automotive assembly firm
- Authors: Meyer, Harold
- Date: 2014
- Subjects: Project management , Information technology projects , Management information systems
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/9173 , vital:26471
- Description: Research shows that information technology (IT) projects have a poor success rate. Many IT projects exceed the allocated budget, take longer than the time allocated or do not meet the project requirements. The purpose of this study is to identify the critical success factors for implementing an IT project plan in automotive assembly firms in South Africa. The factors identified during the study cover the following topics: the project manager as a factor of success; project communication; knowledge management; the role of management; business strategy; project success measurements; and training and development. For the empirical study an online questionnaire was used as a data collection tool. The study consisted of 40 participants who are involved in the implementation of IT projects in automotive assembly firms with a minimum of 1 year experience. The questionnaire requested the biographical information of the participants and then asked the participants about their perception of the current project activity as well as their perceived importance of the project activities mentioned. The participants’ responses were structured according to a Likert-type scale. Participants had to indicate the extent to which they agreed with each statement in the questionnaire. The responses obtained from the survey were presented and analysed. The researcher observed in this study that aspects of the critical success factors were in place however there were areas which showed large variances. The researcher recommends that management of automotive assembly firms in South Africa should look into project communication and knowledge management. These factors showed large variances with regards to the current project activities and the perceived importance of the activities.
- Full Text:
- Date Issued: 2014
- Authors: Meyer, Harold
- Date: 2014
- Subjects: Project management , Information technology projects , Management information systems
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/9173 , vital:26471
- Description: Research shows that information technology (IT) projects have a poor success rate. Many IT projects exceed the allocated budget, take longer than the time allocated or do not meet the project requirements. The purpose of this study is to identify the critical success factors for implementing an IT project plan in automotive assembly firms in South Africa. The factors identified during the study cover the following topics: the project manager as a factor of success; project communication; knowledge management; the role of management; business strategy; project success measurements; and training and development. For the empirical study an online questionnaire was used as a data collection tool. The study consisted of 40 participants who are involved in the implementation of IT projects in automotive assembly firms with a minimum of 1 year experience. The questionnaire requested the biographical information of the participants and then asked the participants about their perception of the current project activity as well as their perceived importance of the project activities mentioned. The participants’ responses were structured according to a Likert-type scale. Participants had to indicate the extent to which they agreed with each statement in the questionnaire. The responses obtained from the survey were presented and analysed. The researcher observed in this study that aspects of the critical success factors were in place however there were areas which showed large variances. The researcher recommends that management of automotive assembly firms in South Africa should look into project communication and knowledge management. These factors showed large variances with regards to the current project activities and the perceived importance of the activities.
- Full Text:
- Date Issued: 2014
Can project managers do it alone?: the role of total project leadership on project success
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
The effect of strategic project leadership elements on successful strategic management implementation
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
Assessing a marketing strategy for an engineering consulting company
- Authors: Maliti, Mbulelo Bruce
- Date: 2010
- Subjects: Construction industry -- Customer services -- Marketing , Consulting engineers -- Customer services -- South Africa , Design services -- Marketing , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8626 , http://hdl.handle.net/10948/1489 , Construction industry -- Customer services -- Marketing , Consulting engineers -- Customer services -- South Africa , Design services -- Marketing , Project management
- Description: The engineering consulting industry in South Africa witnessed an overwhelming growth before the 2010 Fifa World Cup. The country had a lot of infrastructural development that needed the services of consulting engineers. A lot of people saw the challenge as a business opportunity and started their own consulting engineering companies. The demand for consulting engineering services was high before the 2010 Fifa World Cup; this changed after the completion of projects that were due for the world cup and some had to close or retrench staff due to scarcity of projects. The completion of 2010 Fifa World Cup projects is not the only challenge faced by the engineering consulting sector; government policies such tendering and procurement procedures that do not acknowledge performance, lack of funding etc. It is therefore important that companies look for better ways of gaining competitiveness in order to get more projects. These companies must not only rely on government projects but do marketing on the private sector as well. The purpose of the research is to assess and develop a marketing strategy for Company X Consulting engineers. A literature study on most successful marketing strategies employed by other service oriented companies was conducted. The literature study also comprised of the perception of marketing amongst consulting engineering companies. From the literature study mentioned above; questionnaires were drawn towards the development of a marketing strategy for Company X consulting engineers. The findings of the questionnaires were analysed and recommendation were made for the development of a marketing strategy for Company X.
- Full Text:
- Date Issued: 2010
- Authors: Maliti, Mbulelo Bruce
- Date: 2010
- Subjects: Construction industry -- Customer services -- Marketing , Consulting engineers -- Customer services -- South Africa , Design services -- Marketing , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8626 , http://hdl.handle.net/10948/1489 , Construction industry -- Customer services -- Marketing , Consulting engineers -- Customer services -- South Africa , Design services -- Marketing , Project management
- Description: The engineering consulting industry in South Africa witnessed an overwhelming growth before the 2010 Fifa World Cup. The country had a lot of infrastructural development that needed the services of consulting engineers. A lot of people saw the challenge as a business opportunity and started their own consulting engineering companies. The demand for consulting engineering services was high before the 2010 Fifa World Cup; this changed after the completion of projects that were due for the world cup and some had to close or retrench staff due to scarcity of projects. The completion of 2010 Fifa World Cup projects is not the only challenge faced by the engineering consulting sector; government policies such tendering and procurement procedures that do not acknowledge performance, lack of funding etc. It is therefore important that companies look for better ways of gaining competitiveness in order to get more projects. These companies must not only rely on government projects but do marketing on the private sector as well. The purpose of the research is to assess and develop a marketing strategy for Company X Consulting engineers. A literature study on most successful marketing strategies employed by other service oriented companies was conducted. The literature study also comprised of the perception of marketing amongst consulting engineering companies. From the literature study mentioned above; questionnaires were drawn towards the development of a marketing strategy for Company X consulting engineers. The findings of the questionnaires were analysed and recommendation were made for the development of a marketing strategy for Company X.
- Full Text:
- Date Issued: 2010
Building project management within financial institutions, a comparative assessment
- Authors: Van Tonder, Anthony David
- Date: 2002
- Subjects: Project management , Financial institutions -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10893 , http://hdl.handle.net/10948/79 , Project management , Financial institutions -- Management
- Description: The expenditure by financial institutions in South Africa on building projects could conservatively be estimated to total in the region of a billion rand per annum. It is surprising, given the amount of money being spent that there is currently no co-operation between the various financial institutions in the field of building project management. The research in this study found that most financial institutions were not taking into account all the costs and benefits when undertaking a project. When a project is undertaken in this manner, the viability analysis would not be a true reflection of the project being undertaken. The areas which were not taken into account when undertaking a project were the indirect project costs, which included costs like the project management staff themselves. An exception to this was First National Bank Metropolitan Delivery. They followed an outsourcing strategy in terms of their building project management function and the cost of this was known and added into the project cost. In terms of the benefits, this study found that the financial institutions do not take the intangible benefits into account. They do not consider the long term benefits which will be derived as a result of the implementation of a project. Arriving at a model which takes into account these factors, would provide material for a Doctorate thesis.
- Full Text:
- Date Issued: 2002
- Authors: Van Tonder, Anthony David
- Date: 2002
- Subjects: Project management , Financial institutions -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10893 , http://hdl.handle.net/10948/79 , Project management , Financial institutions -- Management
- Description: The expenditure by financial institutions in South Africa on building projects could conservatively be estimated to total in the region of a billion rand per annum. It is surprising, given the amount of money being spent that there is currently no co-operation between the various financial institutions in the field of building project management. The research in this study found that most financial institutions were not taking into account all the costs and benefits when undertaking a project. When a project is undertaken in this manner, the viability analysis would not be a true reflection of the project being undertaken. The areas which were not taken into account when undertaking a project were the indirect project costs, which included costs like the project management staff themselves. An exception to this was First National Bank Metropolitan Delivery. They followed an outsourcing strategy in terms of their building project management function and the cost of this was known and added into the project cost. In terms of the benefits, this study found that the financial institutions do not take the intangible benefits into account. They do not consider the long term benefits which will be derived as a result of the implementation of a project. Arriving at a model which takes into account these factors, would provide material for a Doctorate thesis.
- Full Text:
- Date Issued: 2002
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