Perceptions of the rules of business behaviour in the competitive banking environment in Uganda
- Mukasa, Herbert, Smith, Elroy Eugene
- Authors: Mukasa, Herbert , Smith, Elroy Eugene
- Date: 2016
- Subjects: Business etiquette -- Uganda Banks and banking -- Uganda Financial services industry -- Uganda
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10948/12297 , vital:27052
- Description: Business rules shape the behaviour of a business and guide the behaviour of employees when conducting business. Therefore, business rules explain what is allowed and not allowed. It is argued that all organisations have business rules and engage in some form of relationship whether through competition or cooperation with other companies. In today’s business environment, organisations are embedded in relationships with other actors in order to gain access to resources that are needed. Therefore, each organisation’s business rules define their strategies and actions. The type of business rule behaviour which is applied by organisations encourages them to grow by taking market share from rivals or creating new markets. The aim of this study was to determine the influence of the rules of business behaviour on perceptions of the competitive banking environment in Uganda and its potential impact on certain outcomes. In this study, a quantitative research approach was adopted, as the study sought to investigate the relationships between variables. This study collected data through the use of a structured self-administered survey questionnaire which was distributed to 233 branches of banks in Uganda, totaling 700 bank employees. The survey yielded 529 usable questionnaires which were analyzed, using several statistical analysis techniques. A hypothetical model and measuring instrument of perceptions of the rules of business behaviour in the competitive banking environment within Uganda was developed. Six null-hypotheses were subjected to statistical analysis. The influence of three independent variables, namely, confrontational business behaviour, co-operational business behaviour and typologies of competition on the intermediate variable, perceptions of the competitive banking environment in Uganda were tested. The impact of these variables on three independent outcome variables, namely, organisational performance and customer loyalty and retention were also tested The empirical findings revealed that the rules of business behaviour have a significant relationship with perceptions of the competitive banking environment in Uganda. These results showed that confrontational behaviour as a rule of business behaviour can be classified as being direct or indirect. The study further revealed that banks should consider competitors as co-partners and not only as aggressors, indicating that co-operational business behaviour is statistically significantly related to perceptions of the competitive business environment in Uganda. The three typologies of competition, namely, defy attack, defense and debase attack are also positively related to perceptions of the competitive business environment in Uganda. The empirical results of the study also indicated that perceptions of the competitive banking environment have a positive relationship with outcomes such as organisational performance, customer retention and customer loyalty. This study contributed to the literature and body of knowledge regarding the impact of rules of business behaviour in the competitive banking environment in Uganda. This study could also assist banks, employees and customers alike to understand the different rules of business behaviour that exist and what strategies banks can employ to improve their position in the market. This study could also be replicated by other banks in other developing countries so as to ensure successful competition and the cooperation of banks as they engage in their activities in the banking industry.
- Full Text:
- Date Issued: 2016
- Authors: Mukasa, Herbert , Smith, Elroy Eugene
- Date: 2016
- Subjects: Business etiquette -- Uganda Banks and banking -- Uganda Financial services industry -- Uganda
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10948/12297 , vital:27052
- Description: Business rules shape the behaviour of a business and guide the behaviour of employees when conducting business. Therefore, business rules explain what is allowed and not allowed. It is argued that all organisations have business rules and engage in some form of relationship whether through competition or cooperation with other companies. In today’s business environment, organisations are embedded in relationships with other actors in order to gain access to resources that are needed. Therefore, each organisation’s business rules define their strategies and actions. The type of business rule behaviour which is applied by organisations encourages them to grow by taking market share from rivals or creating new markets. The aim of this study was to determine the influence of the rules of business behaviour on perceptions of the competitive banking environment in Uganda and its potential impact on certain outcomes. In this study, a quantitative research approach was adopted, as the study sought to investigate the relationships between variables. This study collected data through the use of a structured self-administered survey questionnaire which was distributed to 233 branches of banks in Uganda, totaling 700 bank employees. The survey yielded 529 usable questionnaires which were analyzed, using several statistical analysis techniques. A hypothetical model and measuring instrument of perceptions of the rules of business behaviour in the competitive banking environment within Uganda was developed. Six null-hypotheses were subjected to statistical analysis. The influence of three independent variables, namely, confrontational business behaviour, co-operational business behaviour and typologies of competition on the intermediate variable, perceptions of the competitive banking environment in Uganda were tested. The impact of these variables on three independent outcome variables, namely, organisational performance and customer loyalty and retention were also tested The empirical findings revealed that the rules of business behaviour have a significant relationship with perceptions of the competitive banking environment in Uganda. These results showed that confrontational behaviour as a rule of business behaviour can be classified as being direct or indirect. The study further revealed that banks should consider competitors as co-partners and not only as aggressors, indicating that co-operational business behaviour is statistically significantly related to perceptions of the competitive business environment in Uganda. The three typologies of competition, namely, defy attack, defense and debase attack are also positively related to perceptions of the competitive business environment in Uganda. The empirical results of the study also indicated that perceptions of the competitive banking environment have a positive relationship with outcomes such as organisational performance, customer retention and customer loyalty. This study contributed to the literature and body of knowledge regarding the impact of rules of business behaviour in the competitive banking environment in Uganda. This study could also assist banks, employees and customers alike to understand the different rules of business behaviour that exist and what strategies banks can employ to improve their position in the market. This study could also be replicated by other banks in other developing countries so as to ensure successful competition and the cooperation of banks as they engage in their activities in the banking industry.
- Full Text:
- Date Issued: 2016
Beyond greening: reflections on the business sustainability imperative
- Authors: Smith, Elroy Eugene
- Subjects: Sustainable development , Environmental economics , f-sa
- Language: English
- Type: text , Lectures
- Identifier: http://hdl.handle.net/10948/20768 , vital:29387
- Description: This paper sets out to reflect that organisations should go beyond greening and embrace the sustainability imperative. The concept of greening and environmentalism reached a ceiling as it focuses only on short-term green issues rather than on long-term sustainability goals. Narrow concerns for the natural environment often dilute the true meaning of sustainability. Yet, the field of sustainability is much broader than just focusing on environmental issues. Most contemporary executives know that their response to the challenges of sustainability could seriously affect the competitiveness and survival of their organisations. Despite this notion, most are failing by launching a few greening initiatives without a clear sustainability vision and plan. The sustainability discourse expanded the manner in which organisational success is measured, using values and criteria from the economic, environmental and social realms – commonly known as the triple bottom line. The idea is to balance the needs of people, the planet and the organisation’s profits to create long-term shareholder value. The concept of sustainability has suffered from a proliferation of definitions, meaning many things to different people. However, consensus is forming that sustainability refers to the process by which sound economic systems operate well within the biophysical constraints of the ecosystem to provide a good quality of life that is socially appropriate for current and future generations. Sustainability is bigger than a publicity stunt, green products or occasional acknowledgement to on-going efforts to save the planet. Although greening will be a central part of the way business is conducted, green alone is not a broad enough platform to sustain a business in the long-run. There is a need to look beyond the green aspects of sustainability and also using the social, economic and cultural aspects to build a successful and sustainable organisation. 2 This paper addresses aspects such as the sustainability paradigm, dimensions and drivers of sustainability, statistical evidence of sustainability, national framework for sustainable development in South Africa, a sustainability case example and challenges of sustainability.
- Full Text:
- Authors: Smith, Elroy Eugene
- Subjects: Sustainable development , Environmental economics , f-sa
- Language: English
- Type: text , Lectures
- Identifier: http://hdl.handle.net/10948/20768 , vital:29387
- Description: This paper sets out to reflect that organisations should go beyond greening and embrace the sustainability imperative. The concept of greening and environmentalism reached a ceiling as it focuses only on short-term green issues rather than on long-term sustainability goals. Narrow concerns for the natural environment often dilute the true meaning of sustainability. Yet, the field of sustainability is much broader than just focusing on environmental issues. Most contemporary executives know that their response to the challenges of sustainability could seriously affect the competitiveness and survival of their organisations. Despite this notion, most are failing by launching a few greening initiatives without a clear sustainability vision and plan. The sustainability discourse expanded the manner in which organisational success is measured, using values and criteria from the economic, environmental and social realms – commonly known as the triple bottom line. The idea is to balance the needs of people, the planet and the organisation’s profits to create long-term shareholder value. The concept of sustainability has suffered from a proliferation of definitions, meaning many things to different people. However, consensus is forming that sustainability refers to the process by which sound economic systems operate well within the biophysical constraints of the ecosystem to provide a good quality of life that is socially appropriate for current and future generations. Sustainability is bigger than a publicity stunt, green products or occasional acknowledgement to on-going efforts to save the planet. Although greening will be a central part of the way business is conducted, green alone is not a broad enough platform to sustain a business in the long-run. There is a need to look beyond the green aspects of sustainability and also using the social, economic and cultural aspects to build a successful and sustainable organisation. 2 This paper addresses aspects such as the sustainability paradigm, dimensions and drivers of sustainability, statistical evidence of sustainability, national framework for sustainable development in South Africa, a sustainability case example and challenges of sustainability.
- Full Text:
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