A model to promote entrepreneurial competitiveness in the South African telecommunications sector
- Oberholzer, Stephanus Marius
- Authors: Oberholzer, Stephanus Marius
- Date: 2012
- Subjects: Telecommunication -- Planning -- South Africa , Business planning -- South Africa , Business enterprises -- South Africa , Entrepreneurship
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8769 , http://hdl.handle.net/10948/d1012150 , Telecommunication -- Planning -- South Africa , Business planning -- South Africa , Business enterprises -- South Africa , Entrepreneurship
- Description: The fast pace of technological advancements is a driver of change in the world. In telecommunications, advancements as well as sector transformation pose challenges to entrepreneurs to remain competitive. The purpose of this study is to contribute to the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa. In order to achieve this purpose, the objective was to develop and test a theoretical model to promote entrepreneurial competitiveness in this sector. The purpose of the study was that if the factors that influence entrepreneurial businesses in this sector can be identified and recommendations applied, the competitiveness of these businesses can be improved. The approach was as follows: 1. Identify the factors, in a literature review, in three areas related to this study, namely, Entrepreneurial Orientation, Telecommunications and Benchmarking; 2. Develop a conceptual theoretical model comprising these identified factors which formed the base for the data collection; 3. Develop a measuring instrument to empirically test the relationships described in the conceptual model; 4. Empirically test the proposed model and suggested hypotheses by means of sourcing data from entrepreneurs in the telecommunications sector in South Africa and thereafter statistically analyse the sourced data; 5. Formulate the final theoretical model to support the research objective and 6. Propose recommendations based on the results of the statistical analysis. The three areas of literature study analysed were Entrepreneurial Orientation which focused on the entrepreneur, the entrepreneurial process and the positioning of technological entrepreneurs in the sector. The telecommunications section included an overview of telecommunications from a global perspective followed by specific focus on the South African sector. The section on benchmarking covered business performance aspects together with measurement techniques and benchmarking institutions relevant to entrepreneurship and telecommunications businesses. Initially, the literature study delivered four intervening variables (Entrepreneurial Orientation, Opportunity Recognition, Resource Allocation and Strategic Positioning) which influence entrepreneurial competitiveness. Within these four intervening variables, twelve underlying independent variables were identified. All the variables were hypothesised as they were perceived significantly to influence the dependent variable, perceived to be entrepreneurial competitiveness in the telecommunications sector in South Africa. These factors, clearly defined and operationalised, were structured in a questionnaire which was sent to entrepreneurs in the telecommunications sector. A response rate of 37 percent was achieved. Data collected from 301 questionnaires were subjected to various statistical analysis techniques. Cronbach-alpha coefficients were calculated to confirm the validity and reliability of the measuring instrument that was tested whilst the latent variables were confirmed by exploratory factor analysis. Structural Equation Modelling (SEM) was used to test the hypothesised significance of the relationships between the variables. Due to the sample size limitation, the conceptual model could not be subjected to SEM as a whole and consequently two sub-models were identified and subjected to further analysis. The SEM results presented the factors influencing entrepreneurial competitiveness whereafter the final model was presented for this study. This study contributed to this specific field of knowledge as follows: 1. New literature contributions are made in the field of entrepreneurial competitiveness in a specific sector; 2. It is the first known research conducted into the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa; 3. A theoretical model was developed that can be used to promote entrepreneurial competitiveness in the sector and 4. It suggests recommendations on empirically tested factors that significantly influence entrepreneurial competitiveness. Additional knowledge has been gained through the identification and description of how the following individual factors significantly influence entrepreneurial competitiveness in this sector: Benchmarking; Entrepreneurial Mindset; Entrepreneurial Management; Entrepreneurial Orientation; Financial Resources; Infrastructural Change; Regulatory Alignment and Technological Entrepreneurship. The present study was conducted in a time frame where sector transformation is prevalent in South Africa. The current circumstances relating to sector transformation and infrastructural changes will not last forever. The theoretical model therefore is limited to the specific sector conditions in a specific time cycle. In conclusion, the model and managerial recommendations that are presented can act as a guideline for entrepreneurs to adopt in order to improve the competitiveness of their businesses.
- Full Text:
- Date Issued: 2012
- Authors: Oberholzer, Stephanus Marius
- Date: 2012
- Subjects: Telecommunication -- Planning -- South Africa , Business planning -- South Africa , Business enterprises -- South Africa , Entrepreneurship
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8769 , http://hdl.handle.net/10948/d1012150 , Telecommunication -- Planning -- South Africa , Business planning -- South Africa , Business enterprises -- South Africa , Entrepreneurship
- Description: The fast pace of technological advancements is a driver of change in the world. In telecommunications, advancements as well as sector transformation pose challenges to entrepreneurs to remain competitive. The purpose of this study is to contribute to the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa. In order to achieve this purpose, the objective was to develop and test a theoretical model to promote entrepreneurial competitiveness in this sector. The purpose of the study was that if the factors that influence entrepreneurial businesses in this sector can be identified and recommendations applied, the competitiveness of these businesses can be improved. The approach was as follows: 1. Identify the factors, in a literature review, in three areas related to this study, namely, Entrepreneurial Orientation, Telecommunications and Benchmarking; 2. Develop a conceptual theoretical model comprising these identified factors which formed the base for the data collection; 3. Develop a measuring instrument to empirically test the relationships described in the conceptual model; 4. Empirically test the proposed model and suggested hypotheses by means of sourcing data from entrepreneurs in the telecommunications sector in South Africa and thereafter statistically analyse the sourced data; 5. Formulate the final theoretical model to support the research objective and 6. Propose recommendations based on the results of the statistical analysis. The three areas of literature study analysed were Entrepreneurial Orientation which focused on the entrepreneur, the entrepreneurial process and the positioning of technological entrepreneurs in the sector. The telecommunications section included an overview of telecommunications from a global perspective followed by specific focus on the South African sector. The section on benchmarking covered business performance aspects together with measurement techniques and benchmarking institutions relevant to entrepreneurship and telecommunications businesses. Initially, the literature study delivered four intervening variables (Entrepreneurial Orientation, Opportunity Recognition, Resource Allocation and Strategic Positioning) which influence entrepreneurial competitiveness. Within these four intervening variables, twelve underlying independent variables were identified. All the variables were hypothesised as they were perceived significantly to influence the dependent variable, perceived to be entrepreneurial competitiveness in the telecommunications sector in South Africa. These factors, clearly defined and operationalised, were structured in a questionnaire which was sent to entrepreneurs in the telecommunications sector. A response rate of 37 percent was achieved. Data collected from 301 questionnaires were subjected to various statistical analysis techniques. Cronbach-alpha coefficients were calculated to confirm the validity and reliability of the measuring instrument that was tested whilst the latent variables were confirmed by exploratory factor analysis. Structural Equation Modelling (SEM) was used to test the hypothesised significance of the relationships between the variables. Due to the sample size limitation, the conceptual model could not be subjected to SEM as a whole and consequently two sub-models were identified and subjected to further analysis. The SEM results presented the factors influencing entrepreneurial competitiveness whereafter the final model was presented for this study. This study contributed to this specific field of knowledge as follows: 1. New literature contributions are made in the field of entrepreneurial competitiveness in a specific sector; 2. It is the first known research conducted into the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa; 3. A theoretical model was developed that can be used to promote entrepreneurial competitiveness in the sector and 4. It suggests recommendations on empirically tested factors that significantly influence entrepreneurial competitiveness. Additional knowledge has been gained through the identification and description of how the following individual factors significantly influence entrepreneurial competitiveness in this sector: Benchmarking; Entrepreneurial Mindset; Entrepreneurial Management; Entrepreneurial Orientation; Financial Resources; Infrastructural Change; Regulatory Alignment and Technological Entrepreneurship. The present study was conducted in a time frame where sector transformation is prevalent in South Africa. The current circumstances relating to sector transformation and infrastructural changes will not last forever. The theoretical model therefore is limited to the specific sector conditions in a specific time cycle. In conclusion, the model and managerial recommendations that are presented can act as a guideline for entrepreneurs to adopt in order to improve the competitiveness of their businesses.
- Full Text:
- Date Issued: 2012
A performance management model for universities in Uganda
- Authors: Karuhanga, Bernadette Nambi
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- Uganda , Universities and colleges -- Uganda
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: http://hdl.handle.net/10948/6717 , vital:21138
- Description: As far as could be established, no empirical study had been conducted with the aim of designing a performance management model for systematically managing institutional performance at public universities in Uganda. The purpose of this study therefore, was to develop an institutional performance management model for universities in Uganda. This was achieved by establishing: the extent to which public universities in Uganda implemented institutional performance management, the challenges impacting institutional performance management implementation in universities in Uganda, how public universities could ensure effective institutional performance management implementation, the various measures of institutional performance that are applicable to universities in Uganda and the key components of the institutional performance management model that could be adopted by universities in Uganda in managing institutional performance. A mixed methods approach was adopted, applying both the qualitative and quantitative methodologies. Phenomenology and cross sectional survey strategies were adopted. Interviews were conducted with purposively selected top administrators of a selected public university and the results informed the survey questionnaire. This instrument was later administered to academic staff in four public universities using a disproportionate stratified random sampling technique. The findings revealed that strategic planning in public universities in Uganda does exist and it is aimed at achieving quality. Despite the existence of strategic planning, academic staff are uncertain about a number of issues related to strategic planning. Respondents generally disagreed that: performance management training is continuously provided to managers and staff, they have an effective performance management system and a formal process exists for units to provide feedback on the attainment of goals. Among the challenges impacting performance management implementation in universities in Uganda was: (i) Lack of a formal performance management environment; (ii) Limited employee engagement/communication problems; (iii) Institutional systems and structural challenges; (iv) Institutional governance challenges. The identified factors for the successful implementation of institutional performance management were categorised into four groups namely: (i) A performance framework, performance culture and employee support; (ii) An individual performance management system; (iii) Alignment; (iv) SMART goal setting. The study established that performance measures for public universities in Uganda could be categorised into five categories namely: (i) Leadership practices, infrastructure and academic profile; (ii) Accountability; (iii) Involvement with external stakeholders; (iv) Information and knowledge transfer; (v) Strategic implementation. Finally, the proposed performance management model consisted of three phases namely: (i) Designing the strategy; (ii) Implementation of the strategy; (iii) Evaluating rewarding and improving performance. University managers should pay close attention to the identified challenges while ensuring that the factors that facilitate successful performance management implementation are in place. The measures identified by this study could be used by policy makers and universities to determine the extent of performance of the various universities, not only in Uganda but also in sub-Saharan Africa and the proposed model could be adopted by universities in Uganda as well as by all institutions of higher learning during institutional performance management implementation. Ultimately, the success of the implementation process is vested fully in the commitment and willingness of management and the employees to participate in the entire process right from the design stage to the evaluation stage.
- Full Text:
- Date Issued: 2012
- Authors: Karuhanga, Bernadette Nambi
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- Uganda , Universities and colleges -- Uganda
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: http://hdl.handle.net/10948/6717 , vital:21138
- Description: As far as could be established, no empirical study had been conducted with the aim of designing a performance management model for systematically managing institutional performance at public universities in Uganda. The purpose of this study therefore, was to develop an institutional performance management model for universities in Uganda. This was achieved by establishing: the extent to which public universities in Uganda implemented institutional performance management, the challenges impacting institutional performance management implementation in universities in Uganda, how public universities could ensure effective institutional performance management implementation, the various measures of institutional performance that are applicable to universities in Uganda and the key components of the institutional performance management model that could be adopted by universities in Uganda in managing institutional performance. A mixed methods approach was adopted, applying both the qualitative and quantitative methodologies. Phenomenology and cross sectional survey strategies were adopted. Interviews were conducted with purposively selected top administrators of a selected public university and the results informed the survey questionnaire. This instrument was later administered to academic staff in four public universities using a disproportionate stratified random sampling technique. The findings revealed that strategic planning in public universities in Uganda does exist and it is aimed at achieving quality. Despite the existence of strategic planning, academic staff are uncertain about a number of issues related to strategic planning. Respondents generally disagreed that: performance management training is continuously provided to managers and staff, they have an effective performance management system and a formal process exists for units to provide feedback on the attainment of goals. Among the challenges impacting performance management implementation in universities in Uganda was: (i) Lack of a formal performance management environment; (ii) Limited employee engagement/communication problems; (iii) Institutional systems and structural challenges; (iv) Institutional governance challenges. The identified factors for the successful implementation of institutional performance management were categorised into four groups namely: (i) A performance framework, performance culture and employee support; (ii) An individual performance management system; (iii) Alignment; (iv) SMART goal setting. The study established that performance measures for public universities in Uganda could be categorised into five categories namely: (i) Leadership practices, infrastructure and academic profile; (ii) Accountability; (iii) Involvement with external stakeholders; (iv) Information and knowledge transfer; (v) Strategic implementation. Finally, the proposed performance management model consisted of three phases namely: (i) Designing the strategy; (ii) Implementation of the strategy; (iii) Evaluating rewarding and improving performance. University managers should pay close attention to the identified challenges while ensuring that the factors that facilitate successful performance management implementation are in place. The measures identified by this study could be used by policy makers and universities to determine the extent of performance of the various universities, not only in Uganda but also in sub-Saharan Africa and the proposed model could be adopted by universities in Uganda as well as by all institutions of higher learning during institutional performance management implementation. Ultimately, the success of the implementation process is vested fully in the commitment and willingness of management and the employees to participate in the entire process right from the design stage to the evaluation stage.
- Full Text:
- Date Issued: 2012
Best practices to create an enabling environment for SME incubation in South Africa
- Authors: Dames, Ricardo Shane
- Date: 2012
- Subjects: Business incubators -- South Africa , New business enterprises -- South Africa , Small businesses -- South Africa -- Management
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9301 , http://hdl.handle.net/10948/d1015031
- Description: The humble beginnings of business incubators date back to the 1970s in the USA and United Kingdom, where abandoned industrial buildings were converted to rent out to small businesses. South Africa (SA) was first introduced to business incubation in the 1980s when the Small Business Development Corporation (SBDC) established a number of business ‘hives’ and provided business space to entrepreneurs to operate their businesses. In their most basic form, business incubators provide a safe and nurturing environment for entrepreneurs to establish their small businesses. While in incubation, the Small and Medium Enterprises (SMEs) are supported with a number of services which assist their growth and development until they are able to exit the incubator as sustainable and viable businesses. Global incubator models have matured significantly, and now include assisting with business idea generation, accelerating business start-ups and commercialisation processes, and identifying high-growth orientated SMEs to assist them with gaining market access. The establishment of business incubators was a government-driven initiative, and more than 33 SME incubators exist in SA. Most of the incubators are government-funded, and have focused on the establishment and growth of SMEs to act as a catalyst to promote economic development and alleviate socio-economic challenges such as unemployment and poverty. Despite these noble objectives, incubation in SA has not been fully utilised, and a high SME failure rate still prevails in the country. One of the reasons for SME failure may be ascribed to the lack of an enabling SME incubation environment in SA. When compared to other developing countries such as Brazil with as many as 400 incubators, it is clear that the SA incubation industry still needs further development. The purpose of this study therefore was to ascertain the best practices of global business incubators in both developed and developing countries, and how SA incubators could learn from these best practices to create a more conducive and enabling SME incubation environment. Background literature on business incubation with a specific focus on best practices in world incubators in both developed and developing countries, was reviewed. Some of the literature reviewed included Aernoudt (2004), Buys and Mbewana (2007) and Chandra (2009). From the literature review, four main best practice areas were identified, namely strategic focus, sources of funding, incubator services, and the role of government. The study followed a qualitative approach, and an interview schedule was developed to seek the perceptions of incubator managers on how the four identified best practices can be utilised to create an enabling SA incubation environment. A survey was conducted by interviewing 14 incubator managers (twelve government and two private) in SA. Data was collected over a six-month period, using face-to-face and telephonic interviews. Data was analysed using the content analysis, constant comparison, grounded theory and case study methods. The biographical profiles of the incubator managers and incubators were presented in case studies. An initial analysis was made to identify themes and sub themes within the four best practices explored, using the constant comparison method. Thereafter a provincial comparative analysis was made, as well as a comparison of government funded versus privately funded incubators. The findings suggested that there is a relatively high turnover in incubator management, and that they often do not have incubator management experience. A provincial comparison of SA incubators revealed that their strategic focuses are greatly influenced by the industry prevailing in the various provinces. All SA incubators provide pre- and post incubation services, but few are utilising virtual incubation. Most SA incubators are government-funded, and some use a hybrid funding model. It was evident that most SA incubators are aware of government policies and programmes available to assist them on local, provincial and national levels. A comparison of the best practices of two developing countries and three developed countries, as well as suggestions made by SA incubator managers indicated that SA has indeed followed best practices from both developing and developed countries, but there are areas of non-alignment which provide scope for improvement, to create a more conducive and enabling incubation environment. This study recommends that incubators should have an entrepreneurial focus, and reposition and align their strategic focus with government policies and instruments. SA incubators must pursue opportunities for virtual incubation as well as linkages with academic institutions, in order to offer value-added services such as research, development and commercialisation of the product ideas. Incubators in SA must pursue a hybrid funding model with a combination of government and private funding, and generate some or their own income. With regard to the role of government, it is recommended that the roll-out of more industry-specific incubators be privatised, and that an overseeing body for incubation be established.
- Full Text:
- Date Issued: 2012
- Authors: Dames, Ricardo Shane
- Date: 2012
- Subjects: Business incubators -- South Africa , New business enterprises -- South Africa , Small businesses -- South Africa -- Management
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9301 , http://hdl.handle.net/10948/d1015031
- Description: The humble beginnings of business incubators date back to the 1970s in the USA and United Kingdom, where abandoned industrial buildings were converted to rent out to small businesses. South Africa (SA) was first introduced to business incubation in the 1980s when the Small Business Development Corporation (SBDC) established a number of business ‘hives’ and provided business space to entrepreneurs to operate their businesses. In their most basic form, business incubators provide a safe and nurturing environment for entrepreneurs to establish their small businesses. While in incubation, the Small and Medium Enterprises (SMEs) are supported with a number of services which assist their growth and development until they are able to exit the incubator as sustainable and viable businesses. Global incubator models have matured significantly, and now include assisting with business idea generation, accelerating business start-ups and commercialisation processes, and identifying high-growth orientated SMEs to assist them with gaining market access. The establishment of business incubators was a government-driven initiative, and more than 33 SME incubators exist in SA. Most of the incubators are government-funded, and have focused on the establishment and growth of SMEs to act as a catalyst to promote economic development and alleviate socio-economic challenges such as unemployment and poverty. Despite these noble objectives, incubation in SA has not been fully utilised, and a high SME failure rate still prevails in the country. One of the reasons for SME failure may be ascribed to the lack of an enabling SME incubation environment in SA. When compared to other developing countries such as Brazil with as many as 400 incubators, it is clear that the SA incubation industry still needs further development. The purpose of this study therefore was to ascertain the best practices of global business incubators in both developed and developing countries, and how SA incubators could learn from these best practices to create a more conducive and enabling SME incubation environment. Background literature on business incubation with a specific focus on best practices in world incubators in both developed and developing countries, was reviewed. Some of the literature reviewed included Aernoudt (2004), Buys and Mbewana (2007) and Chandra (2009). From the literature review, four main best practice areas were identified, namely strategic focus, sources of funding, incubator services, and the role of government. The study followed a qualitative approach, and an interview schedule was developed to seek the perceptions of incubator managers on how the four identified best practices can be utilised to create an enabling SA incubation environment. A survey was conducted by interviewing 14 incubator managers (twelve government and two private) in SA. Data was collected over a six-month period, using face-to-face and telephonic interviews. Data was analysed using the content analysis, constant comparison, grounded theory and case study methods. The biographical profiles of the incubator managers and incubators were presented in case studies. An initial analysis was made to identify themes and sub themes within the four best practices explored, using the constant comparison method. Thereafter a provincial comparative analysis was made, as well as a comparison of government funded versus privately funded incubators. The findings suggested that there is a relatively high turnover in incubator management, and that they often do not have incubator management experience. A provincial comparison of SA incubators revealed that their strategic focuses are greatly influenced by the industry prevailing in the various provinces. All SA incubators provide pre- and post incubation services, but few are utilising virtual incubation. Most SA incubators are government-funded, and some use a hybrid funding model. It was evident that most SA incubators are aware of government policies and programmes available to assist them on local, provincial and national levels. A comparison of the best practices of two developing countries and three developed countries, as well as suggestions made by SA incubator managers indicated that SA has indeed followed best practices from both developing and developed countries, but there are areas of non-alignment which provide scope for improvement, to create a more conducive and enabling incubation environment. This study recommends that incubators should have an entrepreneurial focus, and reposition and align their strategic focus with government policies and instruments. SA incubators must pursue opportunities for virtual incubation as well as linkages with academic institutions, in order to offer value-added services such as research, development and commercialisation of the product ideas. Incubators in SA must pursue a hybrid funding model with a combination of government and private funding, and generate some or their own income. With regard to the role of government, it is recommended that the roll-out of more industry-specific incubators be privatised, and that an overseeing body for incubation be established.
- Full Text:
- Date Issued: 2012
Critical factors for enabling knowledge sharing between government agencies within South Africa
- Authors: Mannie, Avain
- Date: 2012
- Subjects: Administrative agencies , Knowledge management , Business intelligence
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8822 , http://hdl.handle.net/10948/d1019699
- Description: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.
- Full Text:
- Date Issued: 2012
- Authors: Mannie, Avain
- Date: 2012
- Subjects: Administrative agencies , Knowledge management , Business intelligence
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8822 , http://hdl.handle.net/10948/d1019699
- Description: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.
- Full Text:
- Date Issued: 2012
Determinants of customer satisfaction and retention: a survey of the banking industry in Kenya
- Authors: Mburu, Peris Njoki
- Date: 2012
- Subjects: Banks and banking -- Customer services -- Kenya , Consumer satisfaction -- Banks and banking -- Kenya , Customer relations -- Management -- Kenya
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8787 , http://hdl.handle.net/10948/d1014106
- Description: Customers have become the lifeblood of any organisation. Without customers, or-ganisations would not exist let alone survive in this competitive global environment (Grigoroudis, Politis and Siskos, 2002). Banks depend on sufficient and sustaining profitability to survive in the global business world. Customers are the source of banks‟ profitability. By satisfying the customer, the bank is able to retain the custom-er and reap maximum benefits from the relationship which ultimately leads to higher profitability. Customer satisfaction has therefore evolved as a strategic business ini-tiative which banks cannot ignore. Retention of the bank customer has become one of the most important objectives of the overall marketing strategy of any bank. In Kenya, the term „customer service‟ came to the fore just over fifteen years ago when banks started acquiring customer service departments. Since then, many cus-tomer training programs for staff have been put in place to transform the image of the customer as not just a profit-maker for the banks but as a human being with needs, which if not fulfilled will cause the customer to look for alternatives in the market. Training has focused on the bank staff whose customer handling skills have been sharpened. In spite of this, no empirical study has attempted to find out if the intended satisfaction of the customer has been achieved or not, which is indicative of little or no attention being given to this important phenomenon. In Africa, with the ex-ception of South Africa, empirical studies on customer satisfaction in the banking in-dustry are few. This gap presented the motivation for this study. The primary objective was to establish the determinants of customer satisfaction and retention in the Kenyan banking industry. The secondary objectives were to establish the relationship between socio-economic factors and customer satisfaction in Ken-yan banks; secondly, to determine whether bank-related factors influence customer satisfaction in Kenyan banks; thirdly, to identify the various strategies known to cus-tomers and employed by Kenyan banks to ensure customer satisfaction and customer retention and finally, to analyse the relationship between customer satisfaction and customer retention in Kenyan banks. The study adopted a descriptive survey design to suit the target population which was dispersed over a wide geographical region spanning the entire Kenya. The tar-get population included every bank customer in Kenya. Both qualitative and quantita-tive data were used. The data collection instrument was a self-administered ques-tionnaire that contained both closed and open-ended questions. Statistical tests were done using Pearson, Chi Square, Anova, Pearson Correlation and Multi-linear re-gression. Data were presented using frequency distribution tables, percentages, cross tabulation and pie charts. The findings indicated a positive relationship be-tween bank-related factors and customer satisfaction and retention. The conclusion was that if banks improved on factors like quality service, staff orientation towards customers, availability of management and ATM uptimes just to name a few, propor-tionately, customer satisfaction and retention would be enhanced. Finally, recommendations based on the findings were made to the Kenyan banks highlighting antecedents which would enhance the customers‟ satisfaction and reten-tion in the Kenyan banking industry.
- Full Text:
- Date Issued: 2012
- Authors: Mburu, Peris Njoki
- Date: 2012
- Subjects: Banks and banking -- Customer services -- Kenya , Consumer satisfaction -- Banks and banking -- Kenya , Customer relations -- Management -- Kenya
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8787 , http://hdl.handle.net/10948/d1014106
- Description: Customers have become the lifeblood of any organisation. Without customers, or-ganisations would not exist let alone survive in this competitive global environment (Grigoroudis, Politis and Siskos, 2002). Banks depend on sufficient and sustaining profitability to survive in the global business world. Customers are the source of banks‟ profitability. By satisfying the customer, the bank is able to retain the custom-er and reap maximum benefits from the relationship which ultimately leads to higher profitability. Customer satisfaction has therefore evolved as a strategic business ini-tiative which banks cannot ignore. Retention of the bank customer has become one of the most important objectives of the overall marketing strategy of any bank. In Kenya, the term „customer service‟ came to the fore just over fifteen years ago when banks started acquiring customer service departments. Since then, many cus-tomer training programs for staff have been put in place to transform the image of the customer as not just a profit-maker for the banks but as a human being with needs, which if not fulfilled will cause the customer to look for alternatives in the market. Training has focused on the bank staff whose customer handling skills have been sharpened. In spite of this, no empirical study has attempted to find out if the intended satisfaction of the customer has been achieved or not, which is indicative of little or no attention being given to this important phenomenon. In Africa, with the ex-ception of South Africa, empirical studies on customer satisfaction in the banking in-dustry are few. This gap presented the motivation for this study. The primary objective was to establish the determinants of customer satisfaction and retention in the Kenyan banking industry. The secondary objectives were to establish the relationship between socio-economic factors and customer satisfaction in Ken-yan banks; secondly, to determine whether bank-related factors influence customer satisfaction in Kenyan banks; thirdly, to identify the various strategies known to cus-tomers and employed by Kenyan banks to ensure customer satisfaction and customer retention and finally, to analyse the relationship between customer satisfaction and customer retention in Kenyan banks. The study adopted a descriptive survey design to suit the target population which was dispersed over a wide geographical region spanning the entire Kenya. The tar-get population included every bank customer in Kenya. Both qualitative and quantita-tive data were used. The data collection instrument was a self-administered ques-tionnaire that contained both closed and open-ended questions. Statistical tests were done using Pearson, Chi Square, Anova, Pearson Correlation and Multi-linear re-gression. Data were presented using frequency distribution tables, percentages, cross tabulation and pie charts. The findings indicated a positive relationship be-tween bank-related factors and customer satisfaction and retention. The conclusion was that if banks improved on factors like quality service, staff orientation towards customers, availability of management and ATM uptimes just to name a few, propor-tionately, customer satisfaction and retention would be enhanced. Finally, recommendations based on the findings were made to the Kenyan banks highlighting antecedents which would enhance the customers‟ satisfaction and reten-tion in the Kenyan banking industry.
- Full Text:
- Date Issued: 2012
Marketers' perceptions of negotiation behaviour in a global scale
- Authors: Burhan, Ahmad Mtengwa
- Date: 2012
- Subjects: Negotiation in business -- Tanzania , Business enterprises -- Tanzania , Export marketing -- Tanzania
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9297 , http://hdl.handle.net/10948/d1013705
- Description: The success of international business depends on effective negotiations. Such negotiations do no happen in a vacuum, but usually in a specific environment that includes; time, surrounding, place, culture and people. The business environmental setting includes legal and political pluralism, currency fluctuations, foreign exchange, foreign government controls, bureaucracy, instability, change, ideological and cultural differences, as well as the influence of external stakeholders. These business negotiations environments can influence the behaviour of negotiation in global firms, impacting firms internationally. The reasons to negotiate on an international level may include considerations such as: choice of venue, culture to observe; and the outcome of the negotiation process. The aim of this study was to determine the influence of the international marketing environment, awareness of negotiation skill, interest groups and negotiation atmosphere on behaviour of marketers in a global firm. The study assessed the impact of negotiation behaviour on business agreements based on trust and certainty and level of commitment. The purpose of the study was to gauge the impact of negotiations behaviour pertaining to failure of business negotiations in Tanzania. In addition, the study endeavoured to determine the impact of environmental variables on the negotiation behaviour of marketers. The questionnaires used in the study comprised seven variables with statements linked to a five-point Likert-type interval scale varying from “strongly agree” to “strongly disagree. Self-administered questionnaires were used for data collection from global firms’ marketers and their management representatives; 323 questionnaires were collected from respondents. This study contributed to the literature on negotiation behaviour in a global firm and the perceptions of such global marketers in Tanzania. Many international companies in Tanzania find it difficult to formulate and implement a comprehensive business strategy; therefore, this study intends to equip international business managers with the leadership skills required. Based on the findings of this study, the negotiators and government are expected to play a major role in business negotiations to promote effective trade agreements despite limitations of political influence in the negotiation process. Political stability in a country enhances foreign business which in turn improves negotiation behaviour. A just legal system, with clear and unambiguous business guidelines and policies would benefit and promote local businesses and government representatives and negotiators in respect of international business negotiation behaviour. Reasonable tax and interest rates and fair business policies should improve international trade negotiations and business practices. In order to conduct successful international negotiations aspects such as culture, language differences, customs and traditions are important and should enjoy high priority. Aspects such as these mentioned influence the conducting and atmosphere and outcome of negotiations. The study reveals that the use of specialists and interpreters are imperative to guarantee understanding and successful outcomes. According to the findings negotiators should possess good negotiating skills to be able to steer the negotiation process through the different phases of negotiation that requires different negotiating skills at each stage of negotiation. It is clear that to have successful win-win negotiation outcomes the leading negotiator should put together a good team, with expert knowledge of product or conditions and negotiating skill, as well as possessing the attributes mentioned in the previous paragraph. The negotiator should also be able to determine authority limits, patience and observe negotiation ethics. No team disagreements concerning the business/project matters should be aired in front of counterparts during negotiations and professional conduct must prevail at all times. The findings of the study indicated that awareness of the practice of offering concessions regarding government tariff laws and price discounts that is in line with traditions in Tanzania. Concessions should not be made until all issues have been discussed, to avoid granting unnecessary benefits during negotiation that might be interpreted as bribery. This study concluded that it is important that marketers meet the requirements of business practices by sharing clear guidelines and policies regarding business practices, as this will lead to fruitful decisions. It was also found that negotiation behaviour improves when negotiators are willing to share information and agree that all communication must be in writing; marketers are more comfortable when there is a clear understanding of matters agreed upon, the choice of trading partners and that all trading agreements are written and a contract signed by all the parties, including governments where necessary. Marketers’ intentions are derived from the common interests of both parties and the negotiations should always take place in avenue that is suitable to both parties, conducted in fairness and offers must be reasonable and attainable with a positive outcome as the ultimate aim for both parties. This study reveals that negotiators insist on the use an agent or agents and sub-contractors to ensure mutually beneficial strategic business partnerships. However, when the role of the interest groups is explained to all participants, negotiation behaviour improves. It can also be concluded that negotiators allow interest groups to participate as team leaders and their number should be equal to the number of foreign negotiators, to ensure that marketers feel more at ease and comfortable to participate. An atmosphere based on bargaining power exerts a positive influence on the level of commitment among negotiating partners; and can be a predictor of the range of agreement as well as shape limits and priorities among dimensions of rivalry. However, it is important for marketers to express willingness to accept the terms of their counterpart’s bargaining zone regardless of non-profitable quotas at stake; identify areas of bargaining from foreign traders even if they are not attractive enough for local traders and are comfortable with the counterparts’ bargaining zone regarding fixed rates on exporting and importing quotas between trading partners to build trust among negotiators. In conclusion, it was found that negotiation behaviour has a positive influence on the level of commitment of trading partners. A positive business relationship is created on trust and a high-level of commitment which should be of great satisfaction to negotiating parties for future prospective negotiations.
- Full Text:
- Date Issued: 2012
- Authors: Burhan, Ahmad Mtengwa
- Date: 2012
- Subjects: Negotiation in business -- Tanzania , Business enterprises -- Tanzania , Export marketing -- Tanzania
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9297 , http://hdl.handle.net/10948/d1013705
- Description: The success of international business depends on effective negotiations. Such negotiations do no happen in a vacuum, but usually in a specific environment that includes; time, surrounding, place, culture and people. The business environmental setting includes legal and political pluralism, currency fluctuations, foreign exchange, foreign government controls, bureaucracy, instability, change, ideological and cultural differences, as well as the influence of external stakeholders. These business negotiations environments can influence the behaviour of negotiation in global firms, impacting firms internationally. The reasons to negotiate on an international level may include considerations such as: choice of venue, culture to observe; and the outcome of the negotiation process. The aim of this study was to determine the influence of the international marketing environment, awareness of negotiation skill, interest groups and negotiation atmosphere on behaviour of marketers in a global firm. The study assessed the impact of negotiation behaviour on business agreements based on trust and certainty and level of commitment. The purpose of the study was to gauge the impact of negotiations behaviour pertaining to failure of business negotiations in Tanzania. In addition, the study endeavoured to determine the impact of environmental variables on the negotiation behaviour of marketers. The questionnaires used in the study comprised seven variables with statements linked to a five-point Likert-type interval scale varying from “strongly agree” to “strongly disagree. Self-administered questionnaires were used for data collection from global firms’ marketers and their management representatives; 323 questionnaires were collected from respondents. This study contributed to the literature on negotiation behaviour in a global firm and the perceptions of such global marketers in Tanzania. Many international companies in Tanzania find it difficult to formulate and implement a comprehensive business strategy; therefore, this study intends to equip international business managers with the leadership skills required. Based on the findings of this study, the negotiators and government are expected to play a major role in business negotiations to promote effective trade agreements despite limitations of political influence in the negotiation process. Political stability in a country enhances foreign business which in turn improves negotiation behaviour. A just legal system, with clear and unambiguous business guidelines and policies would benefit and promote local businesses and government representatives and negotiators in respect of international business negotiation behaviour. Reasonable tax and interest rates and fair business policies should improve international trade negotiations and business practices. In order to conduct successful international negotiations aspects such as culture, language differences, customs and traditions are important and should enjoy high priority. Aspects such as these mentioned influence the conducting and atmosphere and outcome of negotiations. The study reveals that the use of specialists and interpreters are imperative to guarantee understanding and successful outcomes. According to the findings negotiators should possess good negotiating skills to be able to steer the negotiation process through the different phases of negotiation that requires different negotiating skills at each stage of negotiation. It is clear that to have successful win-win negotiation outcomes the leading negotiator should put together a good team, with expert knowledge of product or conditions and negotiating skill, as well as possessing the attributes mentioned in the previous paragraph. The negotiator should also be able to determine authority limits, patience and observe negotiation ethics. No team disagreements concerning the business/project matters should be aired in front of counterparts during negotiations and professional conduct must prevail at all times. The findings of the study indicated that awareness of the practice of offering concessions regarding government tariff laws and price discounts that is in line with traditions in Tanzania. Concessions should not be made until all issues have been discussed, to avoid granting unnecessary benefits during negotiation that might be interpreted as bribery. This study concluded that it is important that marketers meet the requirements of business practices by sharing clear guidelines and policies regarding business practices, as this will lead to fruitful decisions. It was also found that negotiation behaviour improves when negotiators are willing to share information and agree that all communication must be in writing; marketers are more comfortable when there is a clear understanding of matters agreed upon, the choice of trading partners and that all trading agreements are written and a contract signed by all the parties, including governments where necessary. Marketers’ intentions are derived from the common interests of both parties and the negotiations should always take place in avenue that is suitable to both parties, conducted in fairness and offers must be reasonable and attainable with a positive outcome as the ultimate aim for both parties. This study reveals that negotiators insist on the use an agent or agents and sub-contractors to ensure mutually beneficial strategic business partnerships. However, when the role of the interest groups is explained to all participants, negotiation behaviour improves. It can also be concluded that negotiators allow interest groups to participate as team leaders and their number should be equal to the number of foreign negotiators, to ensure that marketers feel more at ease and comfortable to participate. An atmosphere based on bargaining power exerts a positive influence on the level of commitment among negotiating partners; and can be a predictor of the range of agreement as well as shape limits and priorities among dimensions of rivalry. However, it is important for marketers to express willingness to accept the terms of their counterpart’s bargaining zone regardless of non-profitable quotas at stake; identify areas of bargaining from foreign traders even if they are not attractive enough for local traders and are comfortable with the counterparts’ bargaining zone regarding fixed rates on exporting and importing quotas between trading partners to build trust among negotiators. In conclusion, it was found that negotiation behaviour has a positive influence on the level of commitment of trading partners. A positive business relationship is created on trust and a high-level of commitment which should be of great satisfaction to negotiating parties for future prospective negotiations.
- Full Text:
- Date Issued: 2012
Stakeholder management for urban development projects in South Africa
- Authors: Mgemane, Lesley Musa
- Date: 2012
- Subjects: Economic development projects -- South Africa , Project management , City planning -- South Africa , South Africa -- Economic conditions
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9014 , http://hdl.handle.net/10948/d1018588
- Description: The study arose from a research issue that is both practical and theoretical. The apparent challenges of a stakeholder management nature in the execution of urban development projects in South Africa led to the conception of the study. However, the most compelling need for the study was the theoretical gap – in the urban development theory, in the projects theory, and particularly in the stakeholder management theory – on the management of stakeholders in the South African urban development projects. As a result, the value of the study is both managerial and scholarly. The urban development concept is understood to be referring to the development of urban areas for the purpose of improving the quality of life in the cities, and the development of the infrastructure to enable economic growth. Urban development projects, as vehicles for accomplishing urban development, are important for a newly industrialised economy (NIE) like South Africa. Also, as a result of the political past – in the form of a systematic preferential development based on racial segregation by the previous government, and the two decades of subjection of South Africa to economic and cultural isolation by the international community – South Africa has a huge backlog with regard to the two general purposes of urban development: social progress and economic progress. Consequently, urban development projects in South Africa are very critical and important, particularly for geopolitical and socio-economic reasons. Judging by the extensive negative media coverage, many of the South African urban development projects demonstrate poor stakeholder management. The list of urban development projects that have experienced stakeholder related challenges in South Africa is endless: the Johannesburg BRT project, the Gauteng Freeway Improvement project, the Transnet multi-product pipeline-construction project, the Chapman’s Peak toll-road project, the Kusile and Medupi power stations construction projects, are some examples. The project management profession and body of knowledge view stakeholder management in a serious light, actually a failure in adequately implementing stakeholder management in a project is tantamount to a failure of the project itself. There is also a consensus among numerous researchers that there is a general lack of knowledge for project managers on how to manage stakeholders, particularly external stakeholders. Stakeholder management is a poorly understood and, usually a very badly implemented project management discipline. Managing projects in Africa, and by inference in South Africa, can be particularly complex – given the involvement of multiple stakeholders and their historical, geopolitical, economic relationships, and cultural differences. The study set out to develop a framework to improve the management of stakeholders in urban development projects – by investigating the critical success factors that have an influence on stakeholder management success in urban development projects in South Africa. This study is important primarily because there seems to be no previous research conducted on this important project management discipline, stakeholder management of urban development projects; and there seems to be a neglect of stakeholder management duties by urban development projects agencies, and by inference, projects practitioners in South Africa. A theoretical space was created for this study in the fraternal literature of previous studies on critical success factors and/or stakeholder management in construction projects – as there seem to be none undertaken in the urban development environment, particularly in the South African context.
- Full Text:
- Date Issued: 2012
- Authors: Mgemane, Lesley Musa
- Date: 2012
- Subjects: Economic development projects -- South Africa , Project management , City planning -- South Africa , South Africa -- Economic conditions
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:9014 , http://hdl.handle.net/10948/d1018588
- Description: The study arose from a research issue that is both practical and theoretical. The apparent challenges of a stakeholder management nature in the execution of urban development projects in South Africa led to the conception of the study. However, the most compelling need for the study was the theoretical gap – in the urban development theory, in the projects theory, and particularly in the stakeholder management theory – on the management of stakeholders in the South African urban development projects. As a result, the value of the study is both managerial and scholarly. The urban development concept is understood to be referring to the development of urban areas for the purpose of improving the quality of life in the cities, and the development of the infrastructure to enable economic growth. Urban development projects, as vehicles for accomplishing urban development, are important for a newly industrialised economy (NIE) like South Africa. Also, as a result of the political past – in the form of a systematic preferential development based on racial segregation by the previous government, and the two decades of subjection of South Africa to economic and cultural isolation by the international community – South Africa has a huge backlog with regard to the two general purposes of urban development: social progress and economic progress. Consequently, urban development projects in South Africa are very critical and important, particularly for geopolitical and socio-economic reasons. Judging by the extensive negative media coverage, many of the South African urban development projects demonstrate poor stakeholder management. The list of urban development projects that have experienced stakeholder related challenges in South Africa is endless: the Johannesburg BRT project, the Gauteng Freeway Improvement project, the Transnet multi-product pipeline-construction project, the Chapman’s Peak toll-road project, the Kusile and Medupi power stations construction projects, are some examples. The project management profession and body of knowledge view stakeholder management in a serious light, actually a failure in adequately implementing stakeholder management in a project is tantamount to a failure of the project itself. There is also a consensus among numerous researchers that there is a general lack of knowledge for project managers on how to manage stakeholders, particularly external stakeholders. Stakeholder management is a poorly understood and, usually a very badly implemented project management discipline. Managing projects in Africa, and by inference in South Africa, can be particularly complex – given the involvement of multiple stakeholders and their historical, geopolitical, economic relationships, and cultural differences. The study set out to develop a framework to improve the management of stakeholders in urban development projects – by investigating the critical success factors that have an influence on stakeholder management success in urban development projects in South Africa. This study is important primarily because there seems to be no previous research conducted on this important project management discipline, stakeholder management of urban development projects; and there seems to be a neglect of stakeholder management duties by urban development projects agencies, and by inference, projects practitioners in South Africa. A theoretical space was created for this study in the fraternal literature of previous studies on critical success factors and/or stakeholder management in construction projects – as there seem to be none undertaken in the urban development environment, particularly in the South African context.
- Full Text:
- Date Issued: 2012
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