An investigation into the success factors amongst small businesses in Gauteng
- Keil, Maria Clara Mauricio Pereira
- Authors: Keil, Maria Clara Mauricio Pereira
- Date: 2009-03-31T09:19:53Z
- Subjects: Small business , Success in business , Gauteng (South Africa)
- Type: Thesis
- Identifier: uj:8230 , http://hdl.handle.net/10210/2342
- Description: M.B.A. , Gauteng, the smallest of the nine South African provinces, but the largest in terms of its contribution to national GDP (33.9%), generates 10% of Africa’s GDP (Gauteng Enterprise Propeller Overview, 2007) and is therefore a very important geo-economical zone. As South Africa latest unemployment rate is 25.5% (StatsSA, 2006), Government is geared towards promoting small businesses in an effort to grow the economy and reduce unemployment. It is therefore very important to the economy that small businesses succeed, grow and provide employment. Due to the fact that at present, very little research into the success factors amongst small businesses in South Africa has been conducted in South Africa, it seems appropriate at this time to investigate the success factors of small businesses in Gauteng. The problem statement in this research is that there is insufficient knowledge relating to the factors contributing to the failure or success of small businesses in South Africa, Gauteng. To conduct this research, a qualitative and exploratory approach was decided upon. A literature survey on the subject was conducted in order to ground the current research in existing theory and research. A questionnaire was sent out by e-mail to 3776 businesses in Gauteng, to which the response rate was 3.15% (119 questionnaires were returned). The questionnaire was divided into sections and covered the definition of success, entrepreneurial personality characteristics of owner/manager, use of management tools, resource availability and the classification of respondents and their businesses. Due to the small size of the sample this research is not able to conclusively achieve the primary research objective of identifying the success factors of small businesses in Gauteng, but it has nevertheless contributed to the body of research on the matter, since it established that there is a correlation between: • Entrepreneurial personality and the success of small businesses • The use of management tools and the success of small businesses • The availability of resources and the success of small businesses. In addition the following can be reported: • The owner/managers surveyed attributed their success to: - persistence and determination - experience - entrepreneurial personality - business knowledge - a great team - education • The existence and or use of the business plan and its relationship to success remains inconclusive • Financial resources do not feature prominently as a success factor, but business skills do seem to correlate with success. Further research is necessary to pinpoint conclusively which traits and behaviours are conducive to success, by comparing successful and unsuccessful business owners. Other recommendations that arose from this research were: • Research should be conducted into the assumption that economic growth is driven by the proliferation of small businesses • Research into the weight of internal factors ((personality, experience, attitude, knowledge) versus that of external factors (start-up capital, business plans, skill availability, economic and legal conditions) would contribute to the body of knowledge and could trigger a shift in approach.
- Full Text:
- Authors: Keil, Maria Clara Mauricio Pereira
- Date: 2009-03-31T09:19:53Z
- Subjects: Small business , Success in business , Gauteng (South Africa)
- Type: Thesis
- Identifier: uj:8230 , http://hdl.handle.net/10210/2342
- Description: M.B.A. , Gauteng, the smallest of the nine South African provinces, but the largest in terms of its contribution to national GDP (33.9%), generates 10% of Africa’s GDP (Gauteng Enterprise Propeller Overview, 2007) and is therefore a very important geo-economical zone. As South Africa latest unemployment rate is 25.5% (StatsSA, 2006), Government is geared towards promoting small businesses in an effort to grow the economy and reduce unemployment. It is therefore very important to the economy that small businesses succeed, grow and provide employment. Due to the fact that at present, very little research into the success factors amongst small businesses in South Africa has been conducted in South Africa, it seems appropriate at this time to investigate the success factors of small businesses in Gauteng. The problem statement in this research is that there is insufficient knowledge relating to the factors contributing to the failure or success of small businesses in South Africa, Gauteng. To conduct this research, a qualitative and exploratory approach was decided upon. A literature survey on the subject was conducted in order to ground the current research in existing theory and research. A questionnaire was sent out by e-mail to 3776 businesses in Gauteng, to which the response rate was 3.15% (119 questionnaires were returned). The questionnaire was divided into sections and covered the definition of success, entrepreneurial personality characteristics of owner/manager, use of management tools, resource availability and the classification of respondents and their businesses. Due to the small size of the sample this research is not able to conclusively achieve the primary research objective of identifying the success factors of small businesses in Gauteng, but it has nevertheless contributed to the body of research on the matter, since it established that there is a correlation between: • Entrepreneurial personality and the success of small businesses • The use of management tools and the success of small businesses • The availability of resources and the success of small businesses. In addition the following can be reported: • The owner/managers surveyed attributed their success to: - persistence and determination - experience - entrepreneurial personality - business knowledge - a great team - education • The existence and or use of the business plan and its relationship to success remains inconclusive • Financial resources do not feature prominently as a success factor, but business skills do seem to correlate with success. Further research is necessary to pinpoint conclusively which traits and behaviours are conducive to success, by comparing successful and unsuccessful business owners. Other recommendations that arose from this research were: • Research should be conducted into the assumption that economic growth is driven by the proliferation of small businesses • Research into the weight of internal factors ((personality, experience, attitude, knowledge) versus that of external factors (start-up capital, business plans, skill availability, economic and legal conditions) would contribute to the body of knowledge and could trigger a shift in approach.
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A psycho-educational model for the development of inner strength of entrepreneurs in Southern Africa
- Authors: Hattingh, Rene
- Date: 2009-03-31T09:51:48Z
- Subjects: Executives , Success in business
- Type: Thesis
- Identifier: uj:8291 , http://hdl.handle.net/10210/2400
- Description: D.Ed. , Entrepreneurs are people who have the ability to see opportunities and create energy when others fail to see possibilities. They are people who help to create positive experiences and thriving communities through their ventures. In the process entrepreneurs would inevitably experience challenging times. In fact, the challenges they may encounter might lead the average man on the street to believe that the venture is not viable. One of the differentiating characteristics of successful entrepreneurs is that they see opportunities and pursue them in situations where most people believe the odds are against any success (Bolton & Thompson, 2004:21; Haskins, 1998:2; Kuratko & Hodgetts, 1989:102). During these challenges, the entrepreneur will find him or herself in a lonely place, as there are few people who would be able to believe in the success of the venture, let alone be able to give support and encouragement. This situation motivated the study into the life stories of the entrepreneur from the perspective of psychology of education. A study that sets out to establish which personal qualities these people draw from; to identify the qualities and characteristics these people have in common and to describe a psychoeducational model for the development of these qualities. The primary research goal of this study is the description of a psychoeducational model for the development of entrepreneurs in Southern Africa. To achieve this goal, the following objectives were pursued, namely: a. To gain an understanding of the life story of a successful entrepreneur. b. To develop a psycho-educational model based on this understanding. c. To describe guidelines for the operationalisation of the model. In an undertaking to meet the above objectives, a theory generative, qualitative, explorative, descriptive and contextual research design were executed. The fieldwork was done by having semi-structured phenomenological interviews with successful entrepreneurs. The results obtained from the interviews were analysed and categorised and a literature study was carried out.
- Full Text:
A psycho-educational model for the development of inner strength of entrepreneurs in Southern Africa
- Authors: Hattingh, Rene
- Date: 2009-03-31T09:51:48Z
- Subjects: Executives , Success in business
- Type: Thesis
- Identifier: uj:8291 , http://hdl.handle.net/10210/2400
- Description: D.Ed. , Entrepreneurs are people who have the ability to see opportunities and create energy when others fail to see possibilities. They are people who help to create positive experiences and thriving communities through their ventures. In the process entrepreneurs would inevitably experience challenging times. In fact, the challenges they may encounter might lead the average man on the street to believe that the venture is not viable. One of the differentiating characteristics of successful entrepreneurs is that they see opportunities and pursue them in situations where most people believe the odds are against any success (Bolton & Thompson, 2004:21; Haskins, 1998:2; Kuratko & Hodgetts, 1989:102). During these challenges, the entrepreneur will find him or herself in a lonely place, as there are few people who would be able to believe in the success of the venture, let alone be able to give support and encouragement. This situation motivated the study into the life stories of the entrepreneur from the perspective of psychology of education. A study that sets out to establish which personal qualities these people draw from; to identify the qualities and characteristics these people have in common and to describe a psychoeducational model for the development of these qualities. The primary research goal of this study is the description of a psychoeducational model for the development of entrepreneurs in Southern Africa. To achieve this goal, the following objectives were pursued, namely: a. To gain an understanding of the life story of a successful entrepreneur. b. To develop a psycho-educational model based on this understanding. c. To describe guidelines for the operationalisation of the model. In an undertaking to meet the above objectives, a theory generative, qualitative, explorative, descriptive and contextual research design were executed. The fieldwork was done by having semi-structured phenomenological interviews with successful entrepreneurs. The results obtained from the interviews were analysed and categorised and a literature study was carried out.
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Guest houses success: the experience of five small enterprises in a turbulent environment
- Authors: De Winter, Tina
- Date: 2010-11-09T06:17:53Z
- Subjects: Success in business , Boarding houses , Small business
- Type: Thesis
- Identifier: uj:6949 , http://hdl.handle.net/10210/3459
- Description: M.Comm. , The study was concerned with the problem of the long-term survival and success of SMEs in the tourism industry in a turbulent global operating environment, as well as in hostile conditions, such as unexpected changes, or disaster in the operating environments of the small businesses. The study was prompted by the high failure rate of SMEs worldwide and in SA. The tourism industry has a predominance of small business and was identified by SA as the industry of choice to support for the achievement of macroeconomic goals that include economic stability, poverty alleviation and employment creation. The overall objective of the study was to explore and examine factors located within the three operating environments (macro, industry and micro), that contribute to the survival and long-term success of tourism SMEs (five guest houses on the Dolphin Coast), operating in a turbulent global environment and hostile conditions such as disaster and unexpected events. The study explored and explained factors from four interrelated perspectives, namely a macro, meso, micro and chrono contexts; to examine the way in which the guest houses engaged with their environments; to determine the role of networks and clusters in the process; and to determine the impact of industry-specific and sector-specific factors on success. The study used an embedded case study methodology to assess five tourism SMEs, guest houses, located on the east coast of SA in a region known as the Dolphin Coast. The area was studied over a three year period from 2005 to 2007, a period of favourable economic and industry conditions globally and nationally (SA). Slowing economic conditions, severe coastal storms, rates increases and changes in the external environment provided conditions of turbulence and hostility in which to assess the responses of the guest houses, compared to activity and perceptions in the prior stable conditions. Porter’s (1980; 1990; 1996; 2000) theoretical frameworks, including the Diamond Model, the Five Forces Model and augmentations to these models were used to guide the research and interpretation of results. The study concluded that various sets of interlinked factors located in the macro, industry and internal (micro) operating environment of the firm, contributed to the success and constraints experienced by the guest houses. The presence of elements in the environments does not facilitate or ensure success, but success is dependent on the actions and choices of leaders and managers. These actions and choices are, in turn, guided by the values and culture present in the environment and are affected by human agency and efficacy.
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- Authors: De Winter, Tina
- Date: 2010-11-09T06:17:53Z
- Subjects: Success in business , Boarding houses , Small business
- Type: Thesis
- Identifier: uj:6949 , http://hdl.handle.net/10210/3459
- Description: M.Comm. , The study was concerned with the problem of the long-term survival and success of SMEs in the tourism industry in a turbulent global operating environment, as well as in hostile conditions, such as unexpected changes, or disaster in the operating environments of the small businesses. The study was prompted by the high failure rate of SMEs worldwide and in SA. The tourism industry has a predominance of small business and was identified by SA as the industry of choice to support for the achievement of macroeconomic goals that include economic stability, poverty alleviation and employment creation. The overall objective of the study was to explore and examine factors located within the three operating environments (macro, industry and micro), that contribute to the survival and long-term success of tourism SMEs (five guest houses on the Dolphin Coast), operating in a turbulent global environment and hostile conditions such as disaster and unexpected events. The study explored and explained factors from four interrelated perspectives, namely a macro, meso, micro and chrono contexts; to examine the way in which the guest houses engaged with their environments; to determine the role of networks and clusters in the process; and to determine the impact of industry-specific and sector-specific factors on success. The study used an embedded case study methodology to assess five tourism SMEs, guest houses, located on the east coast of SA in a region known as the Dolphin Coast. The area was studied over a three year period from 2005 to 2007, a period of favourable economic and industry conditions globally and nationally (SA). Slowing economic conditions, severe coastal storms, rates increases and changes in the external environment provided conditions of turbulence and hostility in which to assess the responses of the guest houses, compared to activity and perceptions in the prior stable conditions. Porter’s (1980; 1990; 1996; 2000) theoretical frameworks, including the Diamond Model, the Five Forces Model and augmentations to these models were used to guide the research and interpretation of results. The study concluded that various sets of interlinked factors located in the macro, industry and internal (micro) operating environment of the firm, contributed to the success and constraints experienced by the guest houses. The presence of elements in the environments does not facilitate or ensure success, but success is dependent on the actions and choices of leaders and managers. These actions and choices are, in turn, guided by the values and culture present in the environment and are affected by human agency and efficacy.
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Gaining and sustaining a competitive advantage in an optometric practice
- Authors: Alberts, Nicolaas Francois
- Date: 2010-11-09T07:22:11Z
- Subjects: Optometric practice , Competition , Success in business
- Type: Mini-Dissertation
- Identifier: uj:6982 , http://hdl.handle.net/10210/3489
- Description: M.Comm. , Kotler (1997:53) defines competitive advantage as " ...acompany's ability to perform in one or more ways that competitors cannot or will not match". Companies strive to build sustainable competitive advantages. Those that succeed deliver high customer value and satisfaction, which lead to high repeat purchases and therefore high company profitability. Competitive positioning is important and crucial in the rapid changing environment wherein organisations find themselves. Differentiation of service or product is ofutmost importance to satisfy current clientele and to draw new business. Any organisation unable to differentiate to offer something unique finds itself part of a vast majority of "middle-of-the-road" organisations on the road to nowhere, even ifgeneral quality ofservice and productis acceptable. The study is aimed at developing a model by which a competitive advantage can be gained and sustained in an optometric practice. Different ways of gaining and sustaining competitive advantage is explored through current literature review in order to establish and develop the suggested model. Quantitative research was done in the greater Gauteng region by means of a mail survey to a random sample of optometrists. Two hundred and fifty questionnaires were sent out with a 19,2% response rate. The highest conformity amongst respondents is given to the Employee dimension with the least conformity given towards the Market dimension. Respondents thus value the Employee dimension as the most important factor in gaining competitive advantage. It is suggested that Porter's Value Chain be altered to have Human Resource Management forming the foundation ofthe value adding activities. Human Resource Management thus plays the most important role in adding value as it is utilised as medium through which value is passed on to clients. This view is in contrast with Porter's where Human Resource Management only served as a supporting function.
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- Authors: Alberts, Nicolaas Francois
- Date: 2010-11-09T07:22:11Z
- Subjects: Optometric practice , Competition , Success in business
- Type: Mini-Dissertation
- Identifier: uj:6982 , http://hdl.handle.net/10210/3489
- Description: M.Comm. , Kotler (1997:53) defines competitive advantage as " ...acompany's ability to perform in one or more ways that competitors cannot or will not match". Companies strive to build sustainable competitive advantages. Those that succeed deliver high customer value and satisfaction, which lead to high repeat purchases and therefore high company profitability. Competitive positioning is important and crucial in the rapid changing environment wherein organisations find themselves. Differentiation of service or product is ofutmost importance to satisfy current clientele and to draw new business. Any organisation unable to differentiate to offer something unique finds itself part of a vast majority of "middle-of-the-road" organisations on the road to nowhere, even ifgeneral quality ofservice and productis acceptable. The study is aimed at developing a model by which a competitive advantage can be gained and sustained in an optometric practice. Different ways of gaining and sustaining competitive advantage is explored through current literature review in order to establish and develop the suggested model. Quantitative research was done in the greater Gauteng region by means of a mail survey to a random sample of optometrists. Two hundred and fifty questionnaires were sent out with a 19,2% response rate. The highest conformity amongst respondents is given to the Employee dimension with the least conformity given towards the Market dimension. Respondents thus value the Employee dimension as the most important factor in gaining competitive advantage. It is suggested that Porter's Value Chain be altered to have Human Resource Management forming the foundation ofthe value adding activities. Human Resource Management thus plays the most important role in adding value as it is utilised as medium through which value is passed on to clients. This view is in contrast with Porter's where Human Resource Management only served as a supporting function.
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Organisational culture as a driver of business success
- Authors: Naidoo, Shamla
- Date: 2011-10-03T07:27:49Z
- Subjects: Success in business , Corporate culture
- Type: Thesis
- Identifier: uj:7221 , http://hdl.handle.net/10210/3859
- Description: D.Comm. , Organisations are becoming increasingly aware of the pervasive impact that culture has on its success. Corporate cultures exhibit certain characteristics that are collectively created through years of interaction, and which unconsciously direct the activities of its employees. Research indicates that culture plays a pivotal role in an organisation, and has the ability, either to make a positive contribution to the organisation‘s success, or to be a liability. Culture is also crucial in fundamental change efforts. In current times, social, cultural, political and technological forces constantly challenge organisations to reassess and redefine their strategies. In order to counter these challenges, the focus of many local companies has been on improving their capabilities and growing skills, as they are expected to compete and survive in a dynamic business world. One of the ways to achieve this is to obtain leverage from culture, a driving force in the organisation. To this end, this study seeks to explore the role of culture in driving business success. It is anticipated that the knowledge generated from this inquiry will afford new insights, and inform higher corporate practice. The research employed a qualitative case-study methodology. Participants of this study included a purposefully selected group of eight employees who occupied various managerial roles in the organisation. Semi-structured interviews were conducted, and thematic analysis was employed in analysing the resultant data. The key findings highlighted the role of culture in driving the organisations past success. However, these cultural traits proved to be questionable for continued success. In order to remain competitive, the changing environment and global challenges compelled the company to redefine its strategies, and introduce innovative measures to achieve its objectives. Strategy compelled the company to move forward to adapt to the ever-increasing environmental changes, but culture posed a constraint on learning and change. Further findings are also presented, and recommendations are made for future research and business practices.
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- Authors: Naidoo, Shamla
- Date: 2011-10-03T07:27:49Z
- Subjects: Success in business , Corporate culture
- Type: Thesis
- Identifier: uj:7221 , http://hdl.handle.net/10210/3859
- Description: D.Comm. , Organisations are becoming increasingly aware of the pervasive impact that culture has on its success. Corporate cultures exhibit certain characteristics that are collectively created through years of interaction, and which unconsciously direct the activities of its employees. Research indicates that culture plays a pivotal role in an organisation, and has the ability, either to make a positive contribution to the organisation‘s success, or to be a liability. Culture is also crucial in fundamental change efforts. In current times, social, cultural, political and technological forces constantly challenge organisations to reassess and redefine their strategies. In order to counter these challenges, the focus of many local companies has been on improving their capabilities and growing skills, as they are expected to compete and survive in a dynamic business world. One of the ways to achieve this is to obtain leverage from culture, a driving force in the organisation. To this end, this study seeks to explore the role of culture in driving business success. It is anticipated that the knowledge generated from this inquiry will afford new insights, and inform higher corporate practice. The research employed a qualitative case-study methodology. Participants of this study included a purposefully selected group of eight employees who occupied various managerial roles in the organisation. Semi-structured interviews were conducted, and thematic analysis was employed in analysing the resultant data. The key findings highlighted the role of culture in driving the organisations past success. However, these cultural traits proved to be questionable for continued success. In order to remain competitive, the changing environment and global challenges compelled the company to redefine its strategies, and introduce innovative measures to achieve its objectives. Strategy compelled the company to move forward to adapt to the ever-increasing environmental changes, but culture posed a constraint on learning and change. Further findings are also presented, and recommendations are made for future research and business practices.
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The relationship between negotiations success and leadership style
- Senoamadi, Phatelang William
- Authors: Senoamadi, Phatelang William
- Date: 2011-10-03T07:32:06Z
- Subjects: Negotiation in business , Leadership , Success in business
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/387699 , uj:7223 , http://hdl.handle.net/10210/3860
- Description: D.Phil. , Both leadership and negotiations constitute key success factors for organisations. Previous studies on leadership suggest that leadership effectiveness differentiates successful organisations from others. Equally, negotiations success constitutes a key distinguishing factor separating developed countries from the developing and the under-developed ones. A perusal of available literature and previous research on leadership and negotiations reveals a historical tendency by writers and theoreticians to deal with these topics separately. Thus, while the two topics have each been researched extensively, the number of studies dealing with leadership and negotiations as concomitant variables in the same study is limited. The current study investigates the relationship between negotiations success and leadership style. The study postulates that there is a positive relationship between negotiations success, which is defined as negotiator satisfaction levels with negotiated outcomes, and leadership style. Specifically, the study postulates that the use of the Blake and Mouton team leader style would account for counterparty satisfaction levels with the negotiated outcomes. The study involves the application of two questionnaires to 156 negotiators with a history of involvement in annual wage and other negotiations. The first questionnaire tests the respondents’ leadership style in terms of the Blake and Mouton Leadership Grid. The second questionnaire is the Subjective Value Inventory (SVI) questionnaire developed by Curhan and colleagues. The SVI is also a self-report questionnaire and measures negotiator satisfaction levels with negotiation outcomes. The multiple regression results from the analysis of variance (ANOVA and MANOVA), and other multivariate tests indicate leadership style as a strong predictor of negotiations success. This research is one of a small number of studies that have investigated and revealed statistically significant relationships between negotiations success and leadership style.
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- Authors: Senoamadi, Phatelang William
- Date: 2011-10-03T07:32:06Z
- Subjects: Negotiation in business , Leadership , Success in business
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/387699 , uj:7223 , http://hdl.handle.net/10210/3860
- Description: D.Phil. , Both leadership and negotiations constitute key success factors for organisations. Previous studies on leadership suggest that leadership effectiveness differentiates successful organisations from others. Equally, negotiations success constitutes a key distinguishing factor separating developed countries from the developing and the under-developed ones. A perusal of available literature and previous research on leadership and negotiations reveals a historical tendency by writers and theoreticians to deal with these topics separately. Thus, while the two topics have each been researched extensively, the number of studies dealing with leadership and negotiations as concomitant variables in the same study is limited. The current study investigates the relationship between negotiations success and leadership style. The study postulates that there is a positive relationship between negotiations success, which is defined as negotiator satisfaction levels with negotiated outcomes, and leadership style. Specifically, the study postulates that the use of the Blake and Mouton team leader style would account for counterparty satisfaction levels with the negotiated outcomes. The study involves the application of two questionnaires to 156 negotiators with a history of involvement in annual wage and other negotiations. The first questionnaire tests the respondents’ leadership style in terms of the Blake and Mouton Leadership Grid. The second questionnaire is the Subjective Value Inventory (SVI) questionnaire developed by Curhan and colleagues. The SVI is also a self-report questionnaire and measures negotiator satisfaction levels with negotiation outcomes. The multiple regression results from the analysis of variance (ANOVA and MANOVA), and other multivariate tests indicate leadership style as a strong predictor of negotiations success. This research is one of a small number of studies that have investigated and revealed statistically significant relationships between negotiations success and leadership style.
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The alignment of human resources deliverables with the business strategy of the national research foundation
- Authors: Davids, Yolanda Crisanda
- Date: 2011-10-11T07:16:01Z
- Subjects: Human capital , National Research Foundation (South Africa) , Strategic planning , Success in business
- Type: Thesis
- Identifier: uj:7234 , http://hdl.handle.net/10210/3889
- Description: M.Comm. , The vision, values and critical success factors incorporated in the balanced scorecard (BSC) have to support the organisational strategic goals. The Learning and Growth Perspective, the foundation of the BSC, assesses organisational capital, information capital and the skills and capabilities of the Research and Innovation Support Advancement (RISA), a division of the National Research Foundation (NRF). This allows the organisation to gain insight into and understanding of what is effective and which learning and growth systems need changing. The RISA’s balanced scorecard (BSC) does not demonstrate how the Learning and Growth Perspective addresses the organisational strategic objectives. In this study, the researcher wished to identify the critical success factors (CSFs) of the Learning and Growth Perspective of RISA so as to achieve its strategic objectives. A cross-sectional, survey-based research approach was adopted. The questions formulated examined the CSFs in five critical areas of the Learning and Growth Perspective namely, information technology, leadership, organisational culture, human resources management and talent management. Two critical success areas, namely talent management and HRM were identified as having an impact on the Learning and Growth Perspective of RISA. In addressing these areas, the organisation will be able to align its organisational capital, information capital and human capital with its overall strategy.
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- Authors: Davids, Yolanda Crisanda
- Date: 2011-10-11T07:16:01Z
- Subjects: Human capital , National Research Foundation (South Africa) , Strategic planning , Success in business
- Type: Thesis
- Identifier: uj:7234 , http://hdl.handle.net/10210/3889
- Description: M.Comm. , The vision, values and critical success factors incorporated in the balanced scorecard (BSC) have to support the organisational strategic goals. The Learning and Growth Perspective, the foundation of the BSC, assesses organisational capital, information capital and the skills and capabilities of the Research and Innovation Support Advancement (RISA), a division of the National Research Foundation (NRF). This allows the organisation to gain insight into and understanding of what is effective and which learning and growth systems need changing. The RISA’s balanced scorecard (BSC) does not demonstrate how the Learning and Growth Perspective addresses the organisational strategic objectives. In this study, the researcher wished to identify the critical success factors (CSFs) of the Learning and Growth Perspective of RISA so as to achieve its strategic objectives. A cross-sectional, survey-based research approach was adopted. The questions formulated examined the CSFs in five critical areas of the Learning and Growth Perspective namely, information technology, leadership, organisational culture, human resources management and talent management. Two critical success areas, namely talent management and HRM were identified as having an impact on the Learning and Growth Perspective of RISA. In addressing these areas, the organisation will be able to align its organisational capital, information capital and human capital with its overall strategy.
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Critical success factors in information technology projects
- Authors: Pieterse, Martin
- Date: 2012-01-25
- Subjects: Project management , Success in business
- Type: Mini-Dissertation
- Identifier: uj:1967 , http://hdl.handle.net/10210/4324
- Description: M.Comm. , This study investigates the factors that are critical to success with Information Technology projects. The intention is to identify a set of factors that will increase the probability of an Information Technology project succeeding. To understand Information Technology project success, Information Technology in the business environment is investigated and found to be the various hardware and software used in information systems, including computers and networking equipment. These systems and components that comprise Information Technology can provide the business organisation with significant competitive advantage. Information Technology systems within the business are developed following a process known as the Software Development Lifecycle. The process of developing Information Technology systems is normally managed as a project. This study shows that a project can be defined as a grouping of related tasks and activities that consume some of the limited resources of an organisation for a fixed period of time and that has a measurable objective as its goal. Projects normally follow the same path, from project concept initiation, planning, plan development, execution through to project closeout. Critical success factors in Information Technology projects A project is deemed to be successful if it delivers the objectives stated for the project, is delivered on time, within the cost estimates and to expected quality, if it is profitable for the contractor, and if necessary it is terminated early. Despite the competitive advantage that Information Technology can provide the business and the fact that projects are well defined, more than half of IT projects still fail. There are, however, a number of reasons that can be contributed to IT projects failing, the main factor being lack of management and leadership in projects. Investigation reveals that a number of factors do exist that are critical to IT project success. These factors can be summarised as customer involvement, a positive attitude towards project success, flexible project tools, defined criteria for success and keeping to schedules and budgets.
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- Authors: Pieterse, Martin
- Date: 2012-01-25
- Subjects: Project management , Success in business
- Type: Mini-Dissertation
- Identifier: uj:1967 , http://hdl.handle.net/10210/4324
- Description: M.Comm. , This study investigates the factors that are critical to success with Information Technology projects. The intention is to identify a set of factors that will increase the probability of an Information Technology project succeeding. To understand Information Technology project success, Information Technology in the business environment is investigated and found to be the various hardware and software used in information systems, including computers and networking equipment. These systems and components that comprise Information Technology can provide the business organisation with significant competitive advantage. Information Technology systems within the business are developed following a process known as the Software Development Lifecycle. The process of developing Information Technology systems is normally managed as a project. This study shows that a project can be defined as a grouping of related tasks and activities that consume some of the limited resources of an organisation for a fixed period of time and that has a measurable objective as its goal. Projects normally follow the same path, from project concept initiation, planning, plan development, execution through to project closeout. Critical success factors in Information Technology projects A project is deemed to be successful if it delivers the objectives stated for the project, is delivered on time, within the cost estimates and to expected quality, if it is profitable for the contractor, and if necessary it is terminated early. Despite the competitive advantage that Information Technology can provide the business and the fact that projects are well defined, more than half of IT projects still fail. There are, however, a number of reasons that can be contributed to IT projects failing, the main factor being lack of management and leadership in projects. Investigation reveals that a number of factors do exist that are critical to IT project success. These factors can be summarised as customer involvement, a positive attitude towards project success, flexible project tools, defined criteria for success and keeping to schedules and budgets.
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Suksesbelewing by 'n finansiële instelling se seniorbestuur
- Labuschagne, Willem Jacobus Pieter
- Authors: Labuschagne, Willem Jacobus Pieter
- Date: 2012-03-05
- Subjects: Success in business , Financial institutions management
- Type: Thesis
- Identifier: uj:2134 , http://hdl.handle.net/10210/4501
- Description: M.Phil. , The purpose of this essay was to identify the components of success from the literature and to test the components in practice to see to what extent each component formed part of the success experience of a financial institution's senior management. The result was evaluated from a Personal and Professional Leadership perspective. Attention was given to the concept 'success' by describing and explaining the concept. Possible Personal and Professional Leadership guidelines to experience success was investigated and recommendations were made to the financial institution in this regard. A quantitative and descriptive research strategy was followed. The primary research methods used in the study included a survey, word and concept analysis. A word and concept analysis of the word 'success' was undertaken, while a literature study was conducted, to investigate current data documented on the subject of success. A questionairre was developed to determine the success experience of the senior managers of a financial institution. The data was analysed, compared and interpreted. The most important findings of the study are as follows: • From the literature study and the empirical results of the investigation it was found that success is not necessary prosperity or money. Although money can be an advantage it does not guarantee sustainable success. • Success is not a single component for example accomplishment or achievement. Success asks for a holistic approach constituted multiple components. From the literature, 31 components of success were identified. To experience true success balance in terms of all the life dimensions is required. • Three success factors were identified in this study. The first factor is about the "inside-out" success experience (intrinsic factor). The second factor is an "outside-in" success experience (extrinsic factor). Both factors must be acknowledged in success aspirations. The third factor is a PPL-factor. Taking action is a result of the "insideout" factor. This component is calculated, well thought through and based on an awareness of who I am; where I'm going, and why I am going there. It also includes viii • knowledge about my purpose in life, understanding my potential and realising my potensial. This action should further be build around the individual's character and principles. • Success is primarily not happiness. Success and happiness is not a goal to be achieved but a byproduct of that which is longed for. • Success is not power or influence. You could achieve success in this regard by reaching a certain position at work ant think that you have arrived. This position does not indemnify you from an empty and unfulfilled feeling. • Success is not achievement and can not only be measured against achievement alone. • Success is a journey. How do I use each day? Do I make the best of each opportunity? Do I see the opportunity around me? Do I take the necessary action? • More than two thirds of the respondents linked success with the realisation of their goals, the reaching of certain milestones, living in balance with their life dimensions. • Respondents that are 37 and older is more inclined to experience success in their emotional life in contrast with those under 37 years. • Very happy people are more inclined to experience success in terms of their social end emotional life than people that are fairly happy. From this study, it can be concluded that one must know what success is in order to achieve it. There is as many definitions of success as there are people thinking about it. Success in one area of your life does not mean overall success. Balance in all the different life dimensions of life is essential. You must know who you are, where you stand with yourself, what you would like to do and take the necessary steps to get there. All these aspects are based on the principles of Personal and Professional Leadership. The conclusion can thus be made that PPL can make an important contribution to experience success in a balanced way.
- Full Text:
- Authors: Labuschagne, Willem Jacobus Pieter
- Date: 2012-03-05
- Subjects: Success in business , Financial institutions management
- Type: Thesis
- Identifier: uj:2134 , http://hdl.handle.net/10210/4501
- Description: M.Phil. , The purpose of this essay was to identify the components of success from the literature and to test the components in practice to see to what extent each component formed part of the success experience of a financial institution's senior management. The result was evaluated from a Personal and Professional Leadership perspective. Attention was given to the concept 'success' by describing and explaining the concept. Possible Personal and Professional Leadership guidelines to experience success was investigated and recommendations were made to the financial institution in this regard. A quantitative and descriptive research strategy was followed. The primary research methods used in the study included a survey, word and concept analysis. A word and concept analysis of the word 'success' was undertaken, while a literature study was conducted, to investigate current data documented on the subject of success. A questionairre was developed to determine the success experience of the senior managers of a financial institution. The data was analysed, compared and interpreted. The most important findings of the study are as follows: • From the literature study and the empirical results of the investigation it was found that success is not necessary prosperity or money. Although money can be an advantage it does not guarantee sustainable success. • Success is not a single component for example accomplishment or achievement. Success asks for a holistic approach constituted multiple components. From the literature, 31 components of success were identified. To experience true success balance in terms of all the life dimensions is required. • Three success factors were identified in this study. The first factor is about the "inside-out" success experience (intrinsic factor). The second factor is an "outside-in" success experience (extrinsic factor). Both factors must be acknowledged in success aspirations. The third factor is a PPL-factor. Taking action is a result of the "insideout" factor. This component is calculated, well thought through and based on an awareness of who I am; where I'm going, and why I am going there. It also includes viii • knowledge about my purpose in life, understanding my potential and realising my potensial. This action should further be build around the individual's character and principles. • Success is primarily not happiness. Success and happiness is not a goal to be achieved but a byproduct of that which is longed for. • Success is not power or influence. You could achieve success in this regard by reaching a certain position at work ant think that you have arrived. This position does not indemnify you from an empty and unfulfilled feeling. • Success is not achievement and can not only be measured against achievement alone. • Success is a journey. How do I use each day? Do I make the best of each opportunity? Do I see the opportunity around me? Do I take the necessary action? • More than two thirds of the respondents linked success with the realisation of their goals, the reaching of certain milestones, living in balance with their life dimensions. • Respondents that are 37 and older is more inclined to experience success in their emotional life in contrast with those under 37 years. • Very happy people are more inclined to experience success in terms of their social end emotional life than people that are fairly happy. From this study, it can be concluded that one must know what success is in order to achieve it. There is as many definitions of success as there are people thinking about it. Success in one area of your life does not mean overall success. Balance in all the different life dimensions of life is essential. You must know who you are, where you stand with yourself, what you would like to do and take the necessary steps to get there. All these aspects are based on the principles of Personal and Professional Leadership. The conclusion can thus be made that PPL can make an important contribution to experience success in a balanced way.
- Full Text:
Barriers that hinder the success of women entrepreneurs in Gauteng, South Africa
- Authors: Akhalwaya, Ayisha
- Date: 2012-06-05
- Subjects: Women entrepreneurs , Success in business , Failure in business , Businesswomen
- Type: Thesis
- Identifier: uj:2448 , http://hdl.handle.net/10210/4906
- Description: M.Tech. , Women in South Africa account for more than half the population, yet traditionally have been excluded from the formal environments of business. Women entrepreneurs in play a critical and important role in the economy and their contribution is limited to more traditional businesses such as crafts, hawking, personal services and the retail sectors. For women entrepreneurs to contribute positively to the South African economy, the environment in which they operate needs to be understood. Women business owners are faced with many challenges iv that hinder their success. The objective of this study is to identify and investigate the success factors and relevant barriers facing women entrepreneurs and to determine to what extent these barriers affect their success to starting, managing and growing their ventures taking into account their bio-graphics.
- Full Text:
- Authors: Akhalwaya, Ayisha
- Date: 2012-06-05
- Subjects: Women entrepreneurs , Success in business , Failure in business , Businesswomen
- Type: Thesis
- Identifier: uj:2448 , http://hdl.handle.net/10210/4906
- Description: M.Tech. , Women in South Africa account for more than half the population, yet traditionally have been excluded from the formal environments of business. Women entrepreneurs in play a critical and important role in the economy and their contribution is limited to more traditional businesses such as crafts, hawking, personal services and the retail sectors. For women entrepreneurs to contribute positively to the South African economy, the environment in which they operate needs to be understood. Women business owners are faced with many challenges iv that hinder their success. The objective of this study is to identify and investigate the success factors and relevant barriers facing women entrepreneurs and to determine to what extent these barriers affect their success to starting, managing and growing their ventures taking into account their bio-graphics.
- Full Text:
The relationship between organisation identity and organisational performance
- Authors: Sugreen, Gulshan
- Date: 2012-06-06
- Subjects: Organisation identity , Corporate image , Organisational effectiveness , Success in business
- Type: Thesis
- Identifier: uj:2518 , http://hdl.handle.net/10210/4973
- Description: D. Phil. , Whetten (1985), Dutton and Dukerich (1991) and Van Tonder (1987; 1999; 2004a). Organisation identity is often simply described as the distinctive character of the organisation and more formally defined as the core, unique, enduring and unifying features of the organisation. Labich (1994) argued that it is a central factor in corporate failure, while De Geus (1997) concluded that organisation identity is a critical factor in long-living organisations, but empirical research on organisation identity is exceptionally rare. In particular, the organisation identity–performance relationship, which raises and illuminates the relevance of the organisation identity construct, especially at an applied level and from the perspective of organisational management, has not received formal research attention. The present study was expressly concerned with the relevance of the organisation identity construct and specifically investigated the relationship between organisation identity and organisational performance. It elaborates on an earlier empirical study by Van Tonder (1999), which indicated that organisation identity relates to several critical organisational variables, including organisational culture, institutional focus, lifecycle stage, and organisational performance, and which suggested the relevance of the construct. The present study aimed to isolate and illuminate the key variables of organisation identity and organisational performance in order to study and clarify the relationship between these constructs. Consistent with a growing trend towards non-participation, only three of the organisations that were approached eventually participated in the research. Predominantly quantitative in approach, the study used an adapted organisation identity questionnaire (cf. Van Tonder, 1999) together with an organisational performance questionnaire (the PI or Performance Index) (Spannenberg & Theron, 2002). Results from the 274 respondents revealed that organisation identity – both the ‘fact-of-identity’ and the organisational ‘sense-of-identity’ – are directly and indirectly related to the organisation’s performance. It was concluded that these findings are significant from the perspectives of the construct’s relevance to science, theory confirmation and building and at an applied (organisational managerial) level. The findings and their implications for continued research are discussed.
- Full Text:
- Authors: Sugreen, Gulshan
- Date: 2012-06-06
- Subjects: Organisation identity , Corporate image , Organisational effectiveness , Success in business
- Type: Thesis
- Identifier: uj:2518 , http://hdl.handle.net/10210/4973
- Description: D. Phil. , Whetten (1985), Dutton and Dukerich (1991) and Van Tonder (1987; 1999; 2004a). Organisation identity is often simply described as the distinctive character of the organisation and more formally defined as the core, unique, enduring and unifying features of the organisation. Labich (1994) argued that it is a central factor in corporate failure, while De Geus (1997) concluded that organisation identity is a critical factor in long-living organisations, but empirical research on organisation identity is exceptionally rare. In particular, the organisation identity–performance relationship, which raises and illuminates the relevance of the organisation identity construct, especially at an applied level and from the perspective of organisational management, has not received formal research attention. The present study was expressly concerned with the relevance of the organisation identity construct and specifically investigated the relationship between organisation identity and organisational performance. It elaborates on an earlier empirical study by Van Tonder (1999), which indicated that organisation identity relates to several critical organisational variables, including organisational culture, institutional focus, lifecycle stage, and organisational performance, and which suggested the relevance of the construct. The present study aimed to isolate and illuminate the key variables of organisation identity and organisational performance in order to study and clarify the relationship between these constructs. Consistent with a growing trend towards non-participation, only three of the organisations that were approached eventually participated in the research. Predominantly quantitative in approach, the study used an adapted organisation identity questionnaire (cf. Van Tonder, 1999) together with an organisational performance questionnaire (the PI or Performance Index) (Spannenberg & Theron, 2002). Results from the 274 respondents revealed that organisation identity – both the ‘fact-of-identity’ and the organisational ‘sense-of-identity’ – are directly and indirectly related to the organisation’s performance. It was concluded that these findings are significant from the perspectives of the construct’s relevance to science, theory confirmation and building and at an applied (organisational managerial) level. The findings and their implications for continued research are discussed.
- Full Text:
Identity rebuilding for a woman living in an expatriate situation : an auto-ethnographic study
- Authors: Odendaal, Hiltje
- Date: 2012-08-14
- Subjects: Leadership in women , Leadership - Psychological aspects , Success in business , Self-actualization (Psychology) , Women - Identity
- Type: Mini-Dissertation
- Identifier: uj:9235 , http://hdl.handle.net/10210/5683
- Description: M.Phil. , The purpose of this research was to answer the following question: Can PPL (personal and professional leadership) in any way provides an explanation for what happens in the life of an expatriate woman and can it contribute to the reconstruction of the life of a woman living in an expatriate situation? In order to answer the research question, the research was divided into two distinguishable parts. In the first part an examination of the loss of identity the expatriate woman experiences was discussed within the context of the PPL (personal and professional leadership) leadership model. The conclusion reached was that the expatriate woman is left vulnerable and disorientated because of the absence of essential and familiar leadership levels, and her own culture and country. Familiar roles and own identity need to be reshaped. In the second part of the research the rebuilding of a new identity was discussed within the context of the PPL (personal- and professional leadership) dimensional model. This model was explored for its potential in assisting the expatriate woman to understand fundamental dimensions in need of being developed in order to find a sense of purpose, meaning and hope in this time of change. The conclusion was that the PPL dimensional model can be successfully utilised in rebuilding the identity. The importance of this model lies in its fundamental belief that human beings are primarily spiritual beings and that this dimension is the source of the need to serve others, to contribute, to "matter", to make a difference and to have a sense of meaning and purpose. This research was concluding to introduce a PPL leadership model within the context of country and culture with a final conclusion that PPL can both assist in understanding what happened to the expatriate woman and in providing a tool for assisting and planning the identity rebuilding process. This was an auto-ethnographic study.
- Full Text:
- Authors: Odendaal, Hiltje
- Date: 2012-08-14
- Subjects: Leadership in women , Leadership - Psychological aspects , Success in business , Self-actualization (Psychology) , Women - Identity
- Type: Mini-Dissertation
- Identifier: uj:9235 , http://hdl.handle.net/10210/5683
- Description: M.Phil. , The purpose of this research was to answer the following question: Can PPL (personal and professional leadership) in any way provides an explanation for what happens in the life of an expatriate woman and can it contribute to the reconstruction of the life of a woman living in an expatriate situation? In order to answer the research question, the research was divided into two distinguishable parts. In the first part an examination of the loss of identity the expatriate woman experiences was discussed within the context of the PPL (personal and professional leadership) leadership model. The conclusion reached was that the expatriate woman is left vulnerable and disorientated because of the absence of essential and familiar leadership levels, and her own culture and country. Familiar roles and own identity need to be reshaped. In the second part of the research the rebuilding of a new identity was discussed within the context of the PPL (personal- and professional leadership) dimensional model. This model was explored for its potential in assisting the expatriate woman to understand fundamental dimensions in need of being developed in order to find a sense of purpose, meaning and hope in this time of change. The conclusion was that the PPL dimensional model can be successfully utilised in rebuilding the identity. The importance of this model lies in its fundamental belief that human beings are primarily spiritual beings and that this dimension is the source of the need to serve others, to contribute, to "matter", to make a difference and to have a sense of meaning and purpose. This research was concluding to introduce a PPL leadership model within the context of country and culture with a final conclusion that PPL can both assist in understanding what happened to the expatriate woman and in providing a tool for assisting and planning the identity rebuilding process. This was an auto-ethnographic study.
- Full Text:
The role of familiness in the success and failure of family-business groups.
- Authors: Venter, William Peter
- Date: 2012-08-15
- Subjects: Family-owned business enterprises , Corporate culture , Success in business
- Type: Thesis
- Identifier: uj:9400 , http://hdl.handle.net/10210/5836
- Description: D.Phil. , In both developed and under-developed countries, family businesses are the most prevalent, best-performing and resilient expressions of applied entrepreneurship. Despite this, however, the general impression one gathers from both the academic and the popular literature is a negative one, suggesting that family businesses tend to be fragile, transient of nature, and prone to destructive, internal conflict. Consequently, the positive performances and valuable socio-economic contributions that family businesses do actually generate in global economies, are inadequately acknowledged and largely inconsistent with the negative images that prevail in the bulk of the literature on the subject. Mainstream family-business theory, known as the orthodox approach, regards the family and the business as separate entities. The current study is conducted in opposition to this view, preferring the heterodox approach, which acknowledges family and business as an interrelated, virtually indivisible unit of productive and profitable association between the two constituent parts. In successful family firms, the business and the family seem to be inseparable. This homogeneity is termed a "unified systemic" relationship, and the reciprocal inter-relationship between family and business is regarded by the "systems" school of thought as the leading factor contributing to the generally superior performance of family businesses. Central to the unified, systemic model is the concept of "familiness". This characteristic underpins the co-ordination of the family inter-action with the firm, leading to flexibility, resilience, sustainability and superior performance. The current study does not attempt to deny the difficulties that confront family businesses. This would be unreasonable in the light of an alleged 30-percent-onaverage generation-transition survival rate in family businesses. However, the study has chosen to focus on a more positive view of family-business relationships, acknowledging an inseparable association between the family and the business, and the pro-active management thereof. More specifically, this study investigates the role of familiness in the success and failure of family-business groups in South Africa. Because of the vastness of the field, the study does not attempt to include familybusiness groups on a global scale. For the purposes of the current study, familiness is investigated as the development of, and the relationships formed between, founder capital, family capital and generation capital, leading to family-business-capital-behaviour, as these concepts are defined in the study. To facilitate this investigation, a conceptual model, comprising fourteen different, developmental channels, was created. Collectively, the model represents familiness in all the different phases of growth and advancement of family-business groups (see Familiness Transmission of Capital Model, Figure 2.14, p. 86). In evaluating the model, semi-structured interviews were used to do a qualitative investigation of all fourteen proposed transmission channels. Eight of the most prominent and influential family-business groups in South Africa participated in the study. Family-business groups were specifically chosen for the current study because they are more complex than smaller family businesses and secondly, because it is virtually impossible to gain access to the family-business owners of multinational, multi-billion-rand enterprises. The sample of family-business groups selected for the current study had already achieved successful transitions through their second, third and fourth generations. The results of the current study indicate that the concept of familiness appears to play a vital role in the success or failure of generation-transmission in the eight prominent South African family-business groups investigated. More specifically, it would seem that the systemic inter-relatedness between the family and the business, through the concept of familiness, plays a pivotal role in the various transmission channels that lead not only to the advanced success of family businesses, but also to the successful transition of the business to the succeeding generations of the founding family. The findings of the current study endorse the heterodox view that the family and the business cannot be separated, but should rather be seen as an interactive system with unique, collectable resources. The findings respond to a need created, according to Bornheim (2000:163), by the principal deficiency in the family organisation literature, namely a theory that explains the developmental stages of each generation succession. ii The study concludes that family businesses seem to engender a "soul" into the functioning of such enterprises by means of service leadership in eight areas of operation, identified by means of a conditional matrix, namely: customer-care; social responsibility; culture; innovative behaviour; leadership-by-example; legacy of family ownership; passion for the family business; and the treatment of employees as if they are members of the family. The concept of familiness engendering a "soul" into a business, offers a possible explanation for the superior performance of family businesses when this is compared with the general performance of non-family businesses. Several recommendations and suggestions are offered for further research on the topic.
- Full Text:
- Authors: Venter, William Peter
- Date: 2012-08-15
- Subjects: Family-owned business enterprises , Corporate culture , Success in business
- Type: Thesis
- Identifier: uj:9400 , http://hdl.handle.net/10210/5836
- Description: D.Phil. , In both developed and under-developed countries, family businesses are the most prevalent, best-performing and resilient expressions of applied entrepreneurship. Despite this, however, the general impression one gathers from both the academic and the popular literature is a negative one, suggesting that family businesses tend to be fragile, transient of nature, and prone to destructive, internal conflict. Consequently, the positive performances and valuable socio-economic contributions that family businesses do actually generate in global economies, are inadequately acknowledged and largely inconsistent with the negative images that prevail in the bulk of the literature on the subject. Mainstream family-business theory, known as the orthodox approach, regards the family and the business as separate entities. The current study is conducted in opposition to this view, preferring the heterodox approach, which acknowledges family and business as an interrelated, virtually indivisible unit of productive and profitable association between the two constituent parts. In successful family firms, the business and the family seem to be inseparable. This homogeneity is termed a "unified systemic" relationship, and the reciprocal inter-relationship between family and business is regarded by the "systems" school of thought as the leading factor contributing to the generally superior performance of family businesses. Central to the unified, systemic model is the concept of "familiness". This characteristic underpins the co-ordination of the family inter-action with the firm, leading to flexibility, resilience, sustainability and superior performance. The current study does not attempt to deny the difficulties that confront family businesses. This would be unreasonable in the light of an alleged 30-percent-onaverage generation-transition survival rate in family businesses. However, the study has chosen to focus on a more positive view of family-business relationships, acknowledging an inseparable association between the family and the business, and the pro-active management thereof. More specifically, this study investigates the role of familiness in the success and failure of family-business groups in South Africa. Because of the vastness of the field, the study does not attempt to include familybusiness groups on a global scale. For the purposes of the current study, familiness is investigated as the development of, and the relationships formed between, founder capital, family capital and generation capital, leading to family-business-capital-behaviour, as these concepts are defined in the study. To facilitate this investigation, a conceptual model, comprising fourteen different, developmental channels, was created. Collectively, the model represents familiness in all the different phases of growth and advancement of family-business groups (see Familiness Transmission of Capital Model, Figure 2.14, p. 86). In evaluating the model, semi-structured interviews were used to do a qualitative investigation of all fourteen proposed transmission channels. Eight of the most prominent and influential family-business groups in South Africa participated in the study. Family-business groups were specifically chosen for the current study because they are more complex than smaller family businesses and secondly, because it is virtually impossible to gain access to the family-business owners of multinational, multi-billion-rand enterprises. The sample of family-business groups selected for the current study had already achieved successful transitions through their second, third and fourth generations. The results of the current study indicate that the concept of familiness appears to play a vital role in the success or failure of generation-transmission in the eight prominent South African family-business groups investigated. More specifically, it would seem that the systemic inter-relatedness between the family and the business, through the concept of familiness, plays a pivotal role in the various transmission channels that lead not only to the advanced success of family businesses, but also to the successful transition of the business to the succeeding generations of the founding family. The findings of the current study endorse the heterodox view that the family and the business cannot be separated, but should rather be seen as an interactive system with unique, collectable resources. The findings respond to a need created, according to Bornheim (2000:163), by the principal deficiency in the family organisation literature, namely a theory that explains the developmental stages of each generation succession. ii The study concludes that family businesses seem to engender a "soul" into the functioning of such enterprises by means of service leadership in eight areas of operation, identified by means of a conditional matrix, namely: customer-care; social responsibility; culture; innovative behaviour; leadership-by-example; legacy of family ownership; passion for the family business; and the treatment of employees as if they are members of the family. The concept of familiness engendering a "soul" into a business, offers a possible explanation for the superior performance of family businesses when this is compared with the general performance of non-family businesses. Several recommendations and suggestions are offered for further research on the topic.
- Full Text:
Die aard en wese van entrepreneurskap en die belangrikheid daarvan vir sakesukses
- Swanevelder, Suzel Magdalena
- Authors: Swanevelder, Suzel Magdalena
- Date: 2012-08-28
- Subjects: Entrepreneurship , Success in business
- Type: Thesis
- Identifier: uj:3291 , http://hdl.handle.net/10210/6696
- Description: M.Comm. , The purpose of this study is to research certain aspects of entrepreneurship and to highlight the relationships between entrepreneurship and business success. Organisations compete in a highly competitive and constantly changing environment and are becoming increasingly more difficult for them to survive and to succeed. One of the biggest challenges for organisations, if they wish to survive and succeed, is to change constantly and to adapt as quickly as possible to the changing environment. There is ample research which suggests that an entrepreneurial orientation is an important contributor to survival and growth of organisations. Entrepreneurs are seen as heroes of the modern business world. The reason for this is the increase in economic growth and job opportunities which they created. The central role of entrepreneurship is the ongoing need to create something new. Creativity and renewed thinking enable entrepreneurs to survive and to grow. Thus, creativity forms a part of entrepreneurship and without creativity, there can be no successful entrepreneurship. By understanding creativity, one can build the foundation of a very important component for entrepreneurship. Creativity consists of four interdependent components, namely the creative product, the creative person, the creative process and the creative environment. All four of these components are important for development of creativity, but this study will focus on the creative environment. It is important to concentrate on those situations in an organisational climate in which creativity can be stimulated, developed and/or discouraged. Although individuals can be taught to improve their creative abilities, one delivers optimal results in a favourable organisational climate that supports creativity. The organisational climate influences the way individuals communicate, solve problems, make decisions and handle conflict. Further, the organisational climate influences job satisfaction, the motivation of workers, the ability to innovate and the involvement of workers. A creative organisational climate has become a necessity for all organisations to survive and to succeed in the business world.
- Full Text:
- Authors: Swanevelder, Suzel Magdalena
- Date: 2012-08-28
- Subjects: Entrepreneurship , Success in business
- Type: Thesis
- Identifier: uj:3291 , http://hdl.handle.net/10210/6696
- Description: M.Comm. , The purpose of this study is to research certain aspects of entrepreneurship and to highlight the relationships between entrepreneurship and business success. Organisations compete in a highly competitive and constantly changing environment and are becoming increasingly more difficult for them to survive and to succeed. One of the biggest challenges for organisations, if they wish to survive and succeed, is to change constantly and to adapt as quickly as possible to the changing environment. There is ample research which suggests that an entrepreneurial orientation is an important contributor to survival and growth of organisations. Entrepreneurs are seen as heroes of the modern business world. The reason for this is the increase in economic growth and job opportunities which they created. The central role of entrepreneurship is the ongoing need to create something new. Creativity and renewed thinking enable entrepreneurs to survive and to grow. Thus, creativity forms a part of entrepreneurship and without creativity, there can be no successful entrepreneurship. By understanding creativity, one can build the foundation of a very important component for entrepreneurship. Creativity consists of four interdependent components, namely the creative product, the creative person, the creative process and the creative environment. All four of these components are important for development of creativity, but this study will focus on the creative environment. It is important to concentrate on those situations in an organisational climate in which creativity can be stimulated, developed and/or discouraged. Although individuals can be taught to improve their creative abilities, one delivers optimal results in a favourable organisational climate that supports creativity. The organisational climate influences the way individuals communicate, solve problems, make decisions and handle conflict. Further, the organisational climate influences job satisfaction, the motivation of workers, the ability to innovate and the involvement of workers. A creative organisational climate has become a necessity for all organisations to survive and to succeed in the business world.
- Full Text:
Factors that will determine and influence organizational success in the year 2000 and beyond : a theoretical view
- Authors: Nel, Marthinus Jakobus
- Date: 2012-09-14
- Subjects: Success in business , Organizational effectiveness
- Type: Thesis
- Identifier: uj:10376 , http://hdl.handle.net/10210/7741
- Description: M.Comm. , This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
- Full Text:
- Authors: Nel, Marthinus Jakobus
- Date: 2012-09-14
- Subjects: Success in business , Organizational effectiveness
- Type: Thesis
- Identifier: uj:10376 , http://hdl.handle.net/10210/7741
- Description: M.Comm. , This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
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Die formele sakeplan se bydrae tot sakesukses
- Du Plessis, Stephanus Johannes
- Authors: Du Plessis, Stephanus Johannes
- Date: 2012-10-18
- Subjects: Business planning , Success in business
- Type: Mini-Dissertation
- Identifier: uj:10406 , http://hdl.handle.net/10210/7873
- Description: M.Comm.
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- Authors: Du Plessis, Stephanus Johannes
- Date: 2012-10-18
- Subjects: Business planning , Success in business
- Type: Mini-Dissertation
- Identifier: uj:10406 , http://hdl.handle.net/10210/7873
- Description: M.Comm.
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Success factors for manufacturing and service industries in Zimbabwe
- Gudukeya, Loice K., Mbohwa, Charles
- Authors: Gudukeya, Loice K. , Mbohwa, Charles
- Date: 2013
- Subjects: Manufacturing industries - Zimbabwe , Service industries - Zimbabwe , Success in business , Industrial engineering
- Type: Article
- Identifier: uj:6163 , ISSN 2010-376X , http://hdl.handle.net/10210/13767
- Description: The paper analyses how Industrial Engineering (IE) ideas may be applied to the Zimbabwean industry and the benefits that can be drawn from this discipline in order to improve the operations in Zimbabwean Industries.
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- Authors: Gudukeya, Loice K. , Mbohwa, Charles
- Date: 2013
- Subjects: Manufacturing industries - Zimbabwe , Service industries - Zimbabwe , Success in business , Industrial engineering
- Type: Article
- Identifier: uj:6163 , ISSN 2010-376X , http://hdl.handle.net/10210/13767
- Description: The paper analyses how Industrial Engineering (IE) ideas may be applied to the Zimbabwean industry and the benefits that can be drawn from this discipline in order to improve the operations in Zimbabwean Industries.
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Entrepreneurial leadership in dynamic markets
- Authors: Davids, John Peter
- Date: 2013-05-01
- Subjects: Entrepreneurship , Leadership , Success in business , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:7490 , http://hdl.handle.net/10210/8349
- Description: M.Comm. (Business Management) , Entrepreneurial Leadership has become an important source of sustainable competitive advantage. The generally dynamic nature of the South African business environment, the low entrepreneurial activity and the high failure rate of small and medium-sized businesses in the country suggest that (i) the importance of Entrepreneurial Leadership is not recognised, (ii) Entrepreneurial Leadership capabilities are insufficient, and (iii) perceptions about the business environment are not clear. The purpose of the study is to explore Entrepreneurial Leadership and its importance in small and medium-sized businesses in South Africa. Using the survey methodology, the empirical study was conducted amongst leaders and managers of small and medium-sized businesses operating in the Johannesburg region. The objectives of the study were to answer the following three research questions: 1. Is Entrepreneurial Leadership regarded as important? 2. Are Entrepreneurial Leadership capabilities exhibited? 3. Is the business environment regarded as dynamic? The findings of this study suggest that: (i) Leaders and managers of small and medium-sized businesses operating in the South African business environment perceive Entrepreneurial Leadership as significantly important. (ii) The perceptions of leaders and managers of small and medium-sized businesses operating in South Africa are that they exhibit Entrepreneurial Leadership capabilities. (iii) Leaders and managers of South African small and medium-sized businesses operating in South Africa appear indifferent about market dynamics.
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- Authors: Davids, John Peter
- Date: 2013-05-01
- Subjects: Entrepreneurship , Leadership , Success in business , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:7490 , http://hdl.handle.net/10210/8349
- Description: M.Comm. (Business Management) , Entrepreneurial Leadership has become an important source of sustainable competitive advantage. The generally dynamic nature of the South African business environment, the low entrepreneurial activity and the high failure rate of small and medium-sized businesses in the country suggest that (i) the importance of Entrepreneurial Leadership is not recognised, (ii) Entrepreneurial Leadership capabilities are insufficient, and (iii) perceptions about the business environment are not clear. The purpose of the study is to explore Entrepreneurial Leadership and its importance in small and medium-sized businesses in South Africa. Using the survey methodology, the empirical study was conducted amongst leaders and managers of small and medium-sized businesses operating in the Johannesburg region. The objectives of the study were to answer the following three research questions: 1. Is Entrepreneurial Leadership regarded as important? 2. Are Entrepreneurial Leadership capabilities exhibited? 3. Is the business environment regarded as dynamic? The findings of this study suggest that: (i) Leaders and managers of small and medium-sized businesses operating in the South African business environment perceive Entrepreneurial Leadership as significantly important. (ii) The perceptions of leaders and managers of small and medium-sized businesses operating in South Africa are that they exhibit Entrepreneurial Leadership capabilities. (iii) Leaders and managers of South African small and medium-sized businesses operating in South Africa appear indifferent about market dynamics.
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Assessment of the critical success factors of joint ventures in the South African construction industry
- Authors: Manitshana, Buhle
- Date: 2013-05-28
- Subjects: Construction industry - Management , Joint ventures - Management , Success in business , Strategic alliances (Business) - Management
- Type: Thesis
- Identifier: uj:7565 , http://hdl.handle.net/10210/8427
- Description: M.Tech. (Construction Management) , The aim of the study was to assessment of the critical success factors of joint ventures in the South African construction industry. The study strived to further establish the benefits and sustainability of contractor joint ventures between established contractors and small and medium contractors in the industry. In undertaking the study, primary data relative to contractor joint ventures was obtained by means of an administered questionnaire to one hundred and twelve (112) contractor representatives in the South African construction industry that had partaken or had an involvement in a joint venture project, to both the established and small and medium contractors. The findings indicate that multiple factors lead to the successfulness of contractor joint ventures, among these however, the main factors found to be efficient planning, commitment, trust, communication and comprehension. Other findings included the main benefits of both emerging and established contractor as well as the factors that can be used to measure the success of joint ventures. The research limitations can be said to include the fact that the study focused only on contractors that had previously taken part in a joint ventures project in Gauteng.
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- Authors: Manitshana, Buhle
- Date: 2013-05-28
- Subjects: Construction industry - Management , Joint ventures - Management , Success in business , Strategic alliances (Business) - Management
- Type: Thesis
- Identifier: uj:7565 , http://hdl.handle.net/10210/8427
- Description: M.Tech. (Construction Management) , The aim of the study was to assessment of the critical success factors of joint ventures in the South African construction industry. The study strived to further establish the benefits and sustainability of contractor joint ventures between established contractors and small and medium contractors in the industry. In undertaking the study, primary data relative to contractor joint ventures was obtained by means of an administered questionnaire to one hundred and twelve (112) contractor representatives in the South African construction industry that had partaken or had an involvement in a joint venture project, to both the established and small and medium contractors. The findings indicate that multiple factors lead to the successfulness of contractor joint ventures, among these however, the main factors found to be efficient planning, commitment, trust, communication and comprehension. Other findings included the main benefits of both emerging and established contractor as well as the factors that can be used to measure the success of joint ventures. The research limitations can be said to include the fact that the study focused only on contractors that had previously taken part in a joint ventures project in Gauteng.
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Building and validating a competency model delivered by a corporate university
- Authors: Brits, David Wilhelmus
- Date: 2013-07-10
- Subjects: Industrial management , Success in business , Competency-based educational tests
- Type: Thesis
- Identifier: uj:7600 , http://hdl.handle.net/10210/8466
- Description: D.Phil. (Leadership in Performance & Change) , Over the past four to five years, the role of central banks has grown increasingly important globally in respect of national and international financial and economic stability. The recent financial crises have emphasised the critical role that central banks, in particular their bank supervisors and regulators, could and should play in stabilising the financial sector to curb the potential spread of economic and financial instability internationally. Though many central banks agree on what the core functions of a central bank should be, there is little or no consensus globally about what constitutes a “competent central banker”. It is for this reason that this study was undertaken. More specifically, the study was intended to enable central banks to have a “common language” for describing central banker competencies. A validated central banker competency model could also help to align and create in central banks a common focus on ensuring effective human resources management. Furthermore, there is a need in central banks for an integrated learning and development delivery model which could deliver the critical competencies required by central bankers, in particular the use by central banks of the corporate university model as the principal learning and development delivery mechanism. In this regard, the study discusses the core features that underpin the principles on which most corporate universities are based, namely (a) a learning business driven by and focusing proactively on real-time business needs; (b) the custodian of the intellectual equity of the organisation as expressed in its core organisational competencies and its people’s skills, knowledge and expertise; (c) the seamless merging of learning/teaching and business action into a single, connected process; (d) the adoption of a comprehensive, integrated learning/teaching perspective on the business and its respective role players; and (e) a key enabler to, catalyst of, and institutor of organisation-wide change at the strategic, managerial and operational levels. Against the above background, the two-fold problem statement of the study was, firstly, to develop and validate a central banker competency model for central bankers; and secondly, to identify and assess a suitable learning and development delivery model which could effectively deliver these competencies, and more specifically the suitability of a corporate university in playing this delivery role for central banks.
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- Authors: Brits, David Wilhelmus
- Date: 2013-07-10
- Subjects: Industrial management , Success in business , Competency-based educational tests
- Type: Thesis
- Identifier: uj:7600 , http://hdl.handle.net/10210/8466
- Description: D.Phil. (Leadership in Performance & Change) , Over the past four to five years, the role of central banks has grown increasingly important globally in respect of national and international financial and economic stability. The recent financial crises have emphasised the critical role that central banks, in particular their bank supervisors and regulators, could and should play in stabilising the financial sector to curb the potential spread of economic and financial instability internationally. Though many central banks agree on what the core functions of a central bank should be, there is little or no consensus globally about what constitutes a “competent central banker”. It is for this reason that this study was undertaken. More specifically, the study was intended to enable central banks to have a “common language” for describing central banker competencies. A validated central banker competency model could also help to align and create in central banks a common focus on ensuring effective human resources management. Furthermore, there is a need in central banks for an integrated learning and development delivery model which could deliver the critical competencies required by central bankers, in particular the use by central banks of the corporate university model as the principal learning and development delivery mechanism. In this regard, the study discusses the core features that underpin the principles on which most corporate universities are based, namely (a) a learning business driven by and focusing proactively on real-time business needs; (b) the custodian of the intellectual equity of the organisation as expressed in its core organisational competencies and its people’s skills, knowledge and expertise; (c) the seamless merging of learning/teaching and business action into a single, connected process; (d) the adoption of a comprehensive, integrated learning/teaching perspective on the business and its respective role players; and (e) a key enabler to, catalyst of, and institutor of organisation-wide change at the strategic, managerial and operational levels. Against the above background, the two-fold problem statement of the study was, firstly, to develop and validate a central banker competency model for central bankers; and secondly, to identify and assess a suitable learning and development delivery model which could effectively deliver these competencies, and more specifically the suitability of a corporate university in playing this delivery role for central banks.
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