Corporate governance within emerging entrepreneurs
- Authors: Ginindza, Lindiwe
- Date: 2012-08-21
- Subjects: Corporate governance , Small business - Management
- Type: Thesis
- Identifier: uj:2903 , http://hdl.handle.net/10210/6333
- Description: M.B.A. , The focus on small and medium sized enterprises in South Africa stems from the recognition throughout the world of the importance of small business to a nation's economy, particularly through their creation of additional employment opportunities. The slow growth in employment in the South African economy has accelerated the need for emerging entrepreneurs to play a stronger role in job creation, income generation and growth. These enterprises accounted for about 60% of total employment in 1997. The adoption of sound corporate governance practises is very significant for the continued success of small and medium enterprises. Enterprises must place a lot of emphasis on corporate governance in order to survive in the economy. Corporate governance is seen as enhancing return on capital through increased accountability. Corporate governance is good to have and also good for the continued success of an enterprise. The benefits to be derived from the adoption of sound corporate practises and conduct more than outweigh the costs of implementation. Good governance leads to competitive advantage in the market place, improved efficiency and effectiveness, increased shareholder value and increased market value. To determine the requirements that emerging entrepreneurs need to comply with in order to improve productivity, efficiency and credibility, a research study was conducted to investigate the perceptions and attitudes of the entrepreneurs towards corporate governance. In addition, the study also focused on the benefits to be derived by emerging entrepreneurs from the introduction of corporate governance and the suitable effectiveness criteria for corporate governance within emerging entrepreneurs. The research was limited to 40 small and medium sized enterprises within the Gauteng area, which is one of the 9 provinces in South Africa. The responses indicated that a majority of the entrepreneurs are ignorant of the subject of corporate governance. The ii few entrepreneurs who are familiar with corporate governance had different views or attitudes on the subject. The majority of the respondents, who responded positively, believe that there are a lot of benefits to be derived from the introduction of corporate governance within their enterprises. It is also interesting to note that some of the entrepreneurs who stated that they were ignorant of the subject of corporate governance have in fact implemented some of the recommendations as set out in the Code of corporate practises and conduct.
- Full Text:
- Authors: Ginindza, Lindiwe
- Date: 2012-08-21
- Subjects: Corporate governance , Small business - Management
- Type: Thesis
- Identifier: uj:2903 , http://hdl.handle.net/10210/6333
- Description: M.B.A. , The focus on small and medium sized enterprises in South Africa stems from the recognition throughout the world of the importance of small business to a nation's economy, particularly through their creation of additional employment opportunities. The slow growth in employment in the South African economy has accelerated the need for emerging entrepreneurs to play a stronger role in job creation, income generation and growth. These enterprises accounted for about 60% of total employment in 1997. The adoption of sound corporate governance practises is very significant for the continued success of small and medium enterprises. Enterprises must place a lot of emphasis on corporate governance in order to survive in the economy. Corporate governance is seen as enhancing return on capital through increased accountability. Corporate governance is good to have and also good for the continued success of an enterprise. The benefits to be derived from the adoption of sound corporate practises and conduct more than outweigh the costs of implementation. Good governance leads to competitive advantage in the market place, improved efficiency and effectiveness, increased shareholder value and increased market value. To determine the requirements that emerging entrepreneurs need to comply with in order to improve productivity, efficiency and credibility, a research study was conducted to investigate the perceptions and attitudes of the entrepreneurs towards corporate governance. In addition, the study also focused on the benefits to be derived by emerging entrepreneurs from the introduction of corporate governance and the suitable effectiveness criteria for corporate governance within emerging entrepreneurs. The research was limited to 40 small and medium sized enterprises within the Gauteng area, which is one of the 9 provinces in South Africa. The responses indicated that a majority of the entrepreneurs are ignorant of the subject of corporate governance. The ii few entrepreneurs who are familiar with corporate governance had different views or attitudes on the subject. The majority of the respondents, who responded positively, believe that there are a lot of benefits to be derived from the introduction of corporate governance within their enterprises. It is also interesting to note that some of the entrepreneurs who stated that they were ignorant of the subject of corporate governance have in fact implemented some of the recommendations as set out in the Code of corporate practises and conduct.
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Corporate strategy implementation among small and medium consulting businesses
- Authors: Mbombo, Kalamba Prisca
- Date: 2017
- Subjects: Small business , Business planning , Small business - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271903 , uj:28928
- Description: M.Com. (Business Management) , Abstract: The success of corporate strategy implementation has become the focus of many organisations to sustain a competitive advantage. Strategic management helps organisations to set their vision, mission and objectives that will enable them to survive and operate within a competitive environment. However, many organisations have experienced little success in the implementation of corporate strategy. The majority do not have strategies in place, and strategy implementation fails because of poor implementation and not because of the strategy itself. Many factors may affect the implementation of corporate strategy within any organisation, such as lack of resources, poor communication and resistance to change. The main objective of this research was to determine how small and medium consulting businesses are implementing corporate strategies to ensure sustainability and growth. To achieve this objective, a qualitative approach was used with the aim of understanding, analysing and evaluating the success of corporate strategy implementation of small and medium consulting businesses. Data was collected through semi-structured interviews, which were conducted with 13 small and medium consulting business owners/managers in the Randburg central business district. The empirical findings indicate that corporate strategy implementation with specific reference to the components of implementation has a significant contribution to small and medium consulting businesses’ sustainability, growth and performance. Owners/managers of these businesses should ensure that the strategy applied is communicated effectively to the staff members in order for them to embrace the implementation and to understand and adopt the strategy; however, the lack of a strategy can cause the failure of these businesses.
- Full Text:
- Authors: Mbombo, Kalamba Prisca
- Date: 2017
- Subjects: Small business , Business planning , Small business - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271903 , uj:28928
- Description: M.Com. (Business Management) , Abstract: The success of corporate strategy implementation has become the focus of many organisations to sustain a competitive advantage. Strategic management helps organisations to set their vision, mission and objectives that will enable them to survive and operate within a competitive environment. However, many organisations have experienced little success in the implementation of corporate strategy. The majority do not have strategies in place, and strategy implementation fails because of poor implementation and not because of the strategy itself. Many factors may affect the implementation of corporate strategy within any organisation, such as lack of resources, poor communication and resistance to change. The main objective of this research was to determine how small and medium consulting businesses are implementing corporate strategies to ensure sustainability and growth. To achieve this objective, a qualitative approach was used with the aim of understanding, analysing and evaluating the success of corporate strategy implementation of small and medium consulting businesses. Data was collected through semi-structured interviews, which were conducted with 13 small and medium consulting business owners/managers in the Randburg central business district. The empirical findings indicate that corporate strategy implementation with specific reference to the components of implementation has a significant contribution to small and medium consulting businesses’ sustainability, growth and performance. Owners/managers of these businesses should ensure that the strategy applied is communicated effectively to the staff members in order for them to embrace the implementation and to understand and adopt the strategy; however, the lack of a strategy can cause the failure of these businesses.
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Entrepreneurial skills
- Authors: Alona, Folo
- Date: 2015-08-17
- Subjects: Entrepreneurship , Small business - Management
- Type: Thesis
- Identifier: uj:13887 , http://hdl.handle.net/10210/14218
- Description: M.B.A. , Please refer to full text to view abstract
- Full Text:
- Authors: Alona, Folo
- Date: 2015-08-17
- Subjects: Entrepreneurship , Small business - Management
- Type: Thesis
- Identifier: uj:13887 , http://hdl.handle.net/10210/14218
- Description: M.B.A. , Please refer to full text to view abstract
- Full Text:
Establishing an intrapreneurial orientation as strategy : a framework for implementation
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
- Full Text:
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
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Interne groei binne die kleinsake-onderneming : in besonder die huishoudelike veiligheidsonderneming
- Authors: Mentz, J. F. S.
- Date: 2015-09-29
- Subjects: Small business - Management , Small business - Marketing
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/373604 , uj:14206 , http://hdl.handle.net/10210/14653
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Interne groei binne die kleinsake-onderneming : in besonder die huishoudelike veiligheidsonderneming
- Authors: Mentz, J. F. S.
- Date: 2015-09-29
- Subjects: Small business - Management , Small business - Marketing
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/373604 , uj:14206 , http://hdl.handle.net/10210/14653
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
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Strategic management intervention towards the transitioning of African enterprises into profitable and sustainable enterprises
- Authors: Kaija, Godfrey
- Date: 2016
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237611 , uj:24348
- Description: M.Com. (Business Management) , Abstract: As most African economies emerge from conflict, subsistence and most recently from the financial crisis, it has become apparent that enterprise is going to play a key role in aiding economic recovery and success. It should be appreciated that Africa as a continent has emerged post the conflict era with a big shortage of human capital. The objective of the research was to understand how the African Management Services Company (AMSCO) with the patronage of the United Nations Development Program (UNDP), the International Finance Corporation (IFC) the private arm of the World Bank and the African Development Bank (AfDB) has spearheaded the fight of the challenges of human capital development on the continent. The problem statement was that Enterprise is an important driver of growth in economies across Sub Saharan Africa (SSA) and SMEs account for up to 90% of all enterprises in these markets. In southern African research, it is estimated that only 1% of new enterprises will make the transition to a successful established profitable enterprise (Fatoki 2014). This study aimed therefore to establish the relationship between strategic management interventions as well as the role these interventions play in helping transition selected enterprises into profitable and sustainable enterprises. The research study purposively sampled 100 enterprises that have benefited from a Strategic management intervention from AMSCO. It engaged the enterprise owners, and relevant business heads within the intervention process. The objectives of the study were geared towards analysing the process and ensuring that the results achieved during the AMSCO interventions had been properly executed and that the various SME’s that AMSCO set out to satisfy had been adequately served. The study achieved a response rate of 55% which offered credible and dependable information about AMSCO assisted enterprises. According to the findings, most of the respondents were males i.e. 74.5%, with only 23.6% of the respondents being females. The respondents indicated a high number of respondents within the age group of 36 – 55 years. The research found that the strategic management intervention by AMSCO especially with the placement of the AMSCO managers was instrumental in successfully transferring business and management skills within these enterprises and organisations. And after 3 years, many were turned into profitable and sustainable enterprises. A large percentage of respondents i.e. 70% indicated that after the intervention by AMSCO, training became a norm. With the seconded manager expected to pass on skills to the local staff.
- Full Text:
- Authors: Kaija, Godfrey
- Date: 2016
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237611 , uj:24348
- Description: M.Com. (Business Management) , Abstract: As most African economies emerge from conflict, subsistence and most recently from the financial crisis, it has become apparent that enterprise is going to play a key role in aiding economic recovery and success. It should be appreciated that Africa as a continent has emerged post the conflict era with a big shortage of human capital. The objective of the research was to understand how the African Management Services Company (AMSCO) with the patronage of the United Nations Development Program (UNDP), the International Finance Corporation (IFC) the private arm of the World Bank and the African Development Bank (AfDB) has spearheaded the fight of the challenges of human capital development on the continent. The problem statement was that Enterprise is an important driver of growth in economies across Sub Saharan Africa (SSA) and SMEs account for up to 90% of all enterprises in these markets. In southern African research, it is estimated that only 1% of new enterprises will make the transition to a successful established profitable enterprise (Fatoki 2014). This study aimed therefore to establish the relationship between strategic management interventions as well as the role these interventions play in helping transition selected enterprises into profitable and sustainable enterprises. The research study purposively sampled 100 enterprises that have benefited from a Strategic management intervention from AMSCO. It engaged the enterprise owners, and relevant business heads within the intervention process. The objectives of the study were geared towards analysing the process and ensuring that the results achieved during the AMSCO interventions had been properly executed and that the various SME’s that AMSCO set out to satisfy had been adequately served. The study achieved a response rate of 55% which offered credible and dependable information about AMSCO assisted enterprises. According to the findings, most of the respondents were males i.e. 74.5%, with only 23.6% of the respondents being females. The respondents indicated a high number of respondents within the age group of 36 – 55 years. The research found that the strategic management intervention by AMSCO especially with the placement of the AMSCO managers was instrumental in successfully transferring business and management skills within these enterprises and organisations. And after 3 years, many were turned into profitable and sustainable enterprises. A large percentage of respondents i.e. 70% indicated that after the intervention by AMSCO, training became a norm. With the seconded manager expected to pass on skills to the local staff.
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The effectiveness of strategic management intervention in developing profitable high growth African businesses
- Kaija, Godfrey, Nieuwenhuizen, Cecile
- Authors: Kaija, Godfrey , Nieuwenhuizen, Cecile
- Date: 2017
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/235963 , uj:24141 , Citation: Kaija, G. & Nieuwenhuizen, C. 2017. The effectiveness of strategic management intervention in developing profitable high growth African businesses.
- Description: Abstract: The objective of the research was to determine how the the strategic management intervention of the African Management Services Company (AMSCO) has contributed to improved profitability, growth and sustainability of businesses in African countries. Businesses ranging from very small to multinational subsidiaries that were involved in a three year AMSCO intervention were selected to participate in the study. Self-administered questionnaires as well financial and other records and documents of 55 participating businesses resulted in the findings that the intervention, especially with the placement of the AMSCO managers, was instrumental in successfully transferring business and management skills to local employees within these enterprises and organisations. During and after the intervention the profitability, growth, sustainability, employment numbers and retention of the majority of the businesses increased and training became a norm.
- Full Text:
- Authors: Kaija, Godfrey , Nieuwenhuizen, Cecile
- Date: 2017
- Subjects: Strategic planning , Business enterprises , Small business - Economic aspects , Small business - Management , Sustainable development , Human capital
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/235963 , uj:24141 , Citation: Kaija, G. & Nieuwenhuizen, C. 2017. The effectiveness of strategic management intervention in developing profitable high growth African businesses.
- Description: Abstract: The objective of the research was to determine how the the strategic management intervention of the African Management Services Company (AMSCO) has contributed to improved profitability, growth and sustainability of businesses in African countries. Businesses ranging from very small to multinational subsidiaries that were involved in a three year AMSCO intervention were selected to participate in the study. Self-administered questionnaires as well financial and other records and documents of 55 participating businesses resulted in the findings that the intervention, especially with the placement of the AMSCO managers, was instrumental in successfully transferring business and management skills to local employees within these enterprises and organisations. During and after the intervention the profitability, growth, sustainability, employment numbers and retention of the majority of the businesses increased and training became a norm.
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The influence of interorganisational relationships on the competitiveness of small and medium enterprises
- Authors: Rensburg, Sizeka Monica
- Date: 2013-05-01
- Subjects: Small business - Management , Competitiveness , Business networks , Strategic alliances (Business)
- Type: Thesis
- Identifier: uj:7497 , http://hdl.handle.net/10210/8355
- Description: Ph.D. (Business Management) , This study is premised on the recognition that small and medium enterprises have a potential to significantly contribute to national economies through job creation, economic growth and innovation. However they have limitations with regard to resources that are required to achieve a competitive advantage, a prerequisite to survive and be successful in the globalised economy that is epitomised by intense competition. The potential that these enterprises hold can only be realised when they can compete effectively in the globalised market. The literature review conducted identified that there are a number of resources and capabilities that enterprises require to achieve a competitive advantage. There are however specific resources and capabilities that are pertinent to achieving and retaining competitive advantage under the prevailing intense competition emanating from the globalisation process. These are technology know-how, finance, human resources and leadership capabilities, the independent variables in this study. Given the resource limitations experienced by small and medium enterprises, literature reviewed further indicated that interorganisational relationships can be a source for resource gaps experienced by enterprises. In particular the relationships with large enterprises are considered to be an effective platform for accessing resources and capabilities by small and medium enterprises. However, it is recognised in literature that the identified resources and capabilities must enable small and medium enterprises to innovate, produce quality products and/or services, be efficient and effectively respond to customers if competitive advantage is to be achieved. In this study innovation, quality, efficiency and customer responsiveness were identified as mediating variables. In view of the problem identified above, that is achieving and maintaining competitive advantage in the globalised economy by small and medium enterprises, the primary objective of this study is to establish how interorganisational relationships with large enterprises influence the competitive advantage of small and medium enterprises. Competitive advantage is the dependent variable in this study and was measured in terms of cost reduction and unique and/or improved products and/or services.
- Full Text:
- Authors: Rensburg, Sizeka Monica
- Date: 2013-05-01
- Subjects: Small business - Management , Competitiveness , Business networks , Strategic alliances (Business)
- Type: Thesis
- Identifier: uj:7497 , http://hdl.handle.net/10210/8355
- Description: Ph.D. (Business Management) , This study is premised on the recognition that small and medium enterprises have a potential to significantly contribute to national economies through job creation, economic growth and innovation. However they have limitations with regard to resources that are required to achieve a competitive advantage, a prerequisite to survive and be successful in the globalised economy that is epitomised by intense competition. The potential that these enterprises hold can only be realised when they can compete effectively in the globalised market. The literature review conducted identified that there are a number of resources and capabilities that enterprises require to achieve a competitive advantage. There are however specific resources and capabilities that are pertinent to achieving and retaining competitive advantage under the prevailing intense competition emanating from the globalisation process. These are technology know-how, finance, human resources and leadership capabilities, the independent variables in this study. Given the resource limitations experienced by small and medium enterprises, literature reviewed further indicated that interorganisational relationships can be a source for resource gaps experienced by enterprises. In particular the relationships with large enterprises are considered to be an effective platform for accessing resources and capabilities by small and medium enterprises. However, it is recognised in literature that the identified resources and capabilities must enable small and medium enterprises to innovate, produce quality products and/or services, be efficient and effectively respond to customers if competitive advantage is to be achieved. In this study innovation, quality, efficiency and customer responsiveness were identified as mediating variables. In view of the problem identified above, that is achieving and maintaining competitive advantage in the globalised economy by small and medium enterprises, the primary objective of this study is to establish how interorganisational relationships with large enterprises influence the competitive advantage of small and medium enterprises. Competitive advantage is the dependent variable in this study and was measured in terms of cost reduction and unique and/or improved products and/or services.
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The merits for small businesses to consider outsourcing as a business tool
- Monaisa, Keitheng Elizabeth Gertrude
- Authors: Monaisa, Keitheng Elizabeth Gertrude
- Date: 2014-04-02
- Subjects: Small business - Management , Contracting out
- Type: Thesis
- Identifier: uj:4582 , http://hdl.handle.net/10210/9929
- Description: M.Com. (Business Management) , The global economy has over the past decades undergone radical changes. The South African economy has not been immune to the changes taking place globally. The pressures on competitiveness add urgency to the search for greater effectiveness. Most managers know that few decisions, such as operational strategy, problem solving and performing core competencies are more critical decisions than the selection of the customers to be served. In today's competitive world, successful outsourcing is a powerful tool for organizations of different sizes to be cost-efficient, increase flexibility, services and productivity, to focus on core competencies and rely on outsourcing vendors/partners to supply the non-competencies, to gain monetary benefits, add value and gain competitive advantage over rivals. Therefore outsourcing Is one of many business tools that may also be available and applicable to small businesses to gain a competitive advantage over rivals. The primary motivation for this study stems from the relevancy of outsourcing as a management tool, and whether outsourcing could also be applied in small business management, and hence this study attempts to examine the possible merits for small businesses to consider outsourcing as a management tool. Further, the researcher hopes to show in this study the principles on which good outsourcing decisions may be taken to benefit the small businesses and the Involved parties in the outsourcing arrangement. Hence the primary objective of the study is to determine the merits of the small business sector to utilise outsourcing as a business tool, and the supporting secondary objectives are to research the concept of outsourcing: to explain the rationale in outsourcing and all its manifestations, to research the concept of the small business sector, its major needs, challenges and threats, and to deduce from the results achieved In the above mentioned areas, possible merits for small businesses to consider outsourcing as a management tool.
- Full Text:
- Authors: Monaisa, Keitheng Elizabeth Gertrude
- Date: 2014-04-02
- Subjects: Small business - Management , Contracting out
- Type: Thesis
- Identifier: uj:4582 , http://hdl.handle.net/10210/9929
- Description: M.Com. (Business Management) , The global economy has over the past decades undergone radical changes. The South African economy has not been immune to the changes taking place globally. The pressures on competitiveness add urgency to the search for greater effectiveness. Most managers know that few decisions, such as operational strategy, problem solving and performing core competencies are more critical decisions than the selection of the customers to be served. In today's competitive world, successful outsourcing is a powerful tool for organizations of different sizes to be cost-efficient, increase flexibility, services and productivity, to focus on core competencies and rely on outsourcing vendors/partners to supply the non-competencies, to gain monetary benefits, add value and gain competitive advantage over rivals. Therefore outsourcing Is one of many business tools that may also be available and applicable to small businesses to gain a competitive advantage over rivals. The primary motivation for this study stems from the relevancy of outsourcing as a management tool, and whether outsourcing could also be applied in small business management, and hence this study attempts to examine the possible merits for small businesses to consider outsourcing as a management tool. Further, the researcher hopes to show in this study the principles on which good outsourcing decisions may be taken to benefit the small businesses and the Involved parties in the outsourcing arrangement. Hence the primary objective of the study is to determine the merits of the small business sector to utilise outsourcing as a business tool, and the supporting secondary objectives are to research the concept of outsourcing: to explain the rationale in outsourcing and all its manifestations, to research the concept of the small business sector, its major needs, challenges and threats, and to deduce from the results achieved In the above mentioned areas, possible merits for small businesses to consider outsourcing as a management tool.
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Understanding the role of personal leadership skill in small and medium enterprise resilience
- Authors: Ferreira, Benjamin Philip
- Date: 2018
- Subjects: Small business - Management , Leadership , Organizational effectiveness
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/295825 , uj:32222
- Description: Abstract: Small and medium-sized enterprises (SME’s) play an important role in the economy. In a stable economy, the resilience of SME’s is important. Research on the resilience of organisations as well as personal resilience abound but not much research has been done on the relationship between personal leadership and organisational resilience. The purpose of this study was to explore and describe the personal leadership experience of senior executives within SME’s with regards to ensuring organisational resilience and to develop guidelines to help with personal leadership with regards to ensuring organisational resilience. This study examined personal leadership within the Personal and Professional Leadership (PPL) paradigm and keeping with the social constructionist framework. Data was collected through eight phenomenological interviews with senior executives of SME’s. The data were transcribed and analysed by the researcher and an independent coder using Tesch’s method of open coding. A consensus conversation between the researcher and the independent coder confirmed the findings. The results showed that the personal leadership experience of senior executives within SME’s with regards to ensuring organisational resilience created pressure. In order to handle this, leaders need support on a personal level as well as on an organisational level. On a personal level, leaders experienced the need to be personally resilient to help ensure organisational resilience. With regards to the organisational level, leaders see the need of designing a resilient organisation. Part of designing a resilient organisation is achieved by creating leadership strategies for sustainable organisational resilience. These findings were used to create guidelines and practical actions that can help senior executives within SME’s on a personal leadership level with regards to ensuring organisational resilience. Ways to build personal leadership that supports the ensuring of organisational resilience was proposed. , M.Phil.
- Full Text:
- Authors: Ferreira, Benjamin Philip
- Date: 2018
- Subjects: Small business - Management , Leadership , Organizational effectiveness
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/295825 , uj:32222
- Description: Abstract: Small and medium-sized enterprises (SME’s) play an important role in the economy. In a stable economy, the resilience of SME’s is important. Research on the resilience of organisations as well as personal resilience abound but not much research has been done on the relationship between personal leadership and organisational resilience. The purpose of this study was to explore and describe the personal leadership experience of senior executives within SME’s with regards to ensuring organisational resilience and to develop guidelines to help with personal leadership with regards to ensuring organisational resilience. This study examined personal leadership within the Personal and Professional Leadership (PPL) paradigm and keeping with the social constructionist framework. Data was collected through eight phenomenological interviews with senior executives of SME’s. The data were transcribed and analysed by the researcher and an independent coder using Tesch’s method of open coding. A consensus conversation between the researcher and the independent coder confirmed the findings. The results showed that the personal leadership experience of senior executives within SME’s with regards to ensuring organisational resilience created pressure. In order to handle this, leaders need support on a personal level as well as on an organisational level. On a personal level, leaders experienced the need to be personally resilient to help ensure organisational resilience. With regards to the organisational level, leaders see the need of designing a resilient organisation. Part of designing a resilient organisation is achieved by creating leadership strategies for sustainable organisational resilience. These findings were used to create guidelines and practical actions that can help senior executives within SME’s on a personal leadership level with regards to ensuring organisational resilience. Ways to build personal leadership that supports the ensuring of organisational resilience was proposed. , M.Phil.
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