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Theses and dissertations (Management Sciences)

Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/14

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Subject: search.filters.subject.Culture

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Now showing 1 - 4 of 4
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    The influence of demographic factors and culture on the risk management practices of SMEs in Zimbabwe
    (2022) Mauchi, Fungai Ngoma; Rawjee, Veena; Ramlutchman, Nisha
    Organisations are confronted with risks that negatively affect their performance. Risk management practices focus on detecting, calculating and evaluating threats to reduce material, reputation, opportunity and other costs. While business frameworks play a significant role in accomplishing impactful and profitable innovations, various studies point to the lack of a comprehensive SME risk management framework. This study sought to identify the level of SME risk management practices; determine their perception of the relevance of risk management in their businesses; and ascertain the influence of demographic factors and culture on Small and Medium Enterprises’ (SMEs) risk management practices in Zimbabwe. Furthermore, the study aimed to develop a risk management framework that ensures SME survival. The adoption of a risk management framework is hoped to guide effective SME risk management. A mixed-method research design was used, with a target population of 35 700 SMEs from Harare and Mashonaland Central provinces. Cluster and simple random sampling methods were used to select a sample of 276 SMEs. Data was collected using a structured questionnaire and semi-structured interviews. Quantitative Data was analysed using the Spearman rho test, descriptive statistical analysis, frequency analysis as well as correlations, inferential statistical analysis, T-tests and regression analysis whilst qualitative data was analysed using thematic analysis. Findings showed that risk management practices in SMEs were low, reflecting a negative perception of its relevance in business success. Age, gender, race and marital status, as well as educational and income levels, influenced the adoption of risk management practices by SMEs in Zimbabwe, whilst family size did not. Social complexity, fate control and religiosity were found to also influence SME risk management practices, whilst social cynicism and reward for application had no impact. The study recommended the adoption of a risk management framework for SMEs, SME capacity building through education and access to information, networking, the transformation of SME business principles and SME policy reform
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    Investigating challenges brought about the Walmart/Massmart merger in South Africa
    (2021) Makhoba, Nkululeko Eugene; Chigada, Joel
    Mergers and acquisitions are widely used global market entry strategies, which have the potential to change the business landscape in various ways, such as cultural shift, business practices and resources transfer. Walmart’s growth and global expansion strategies have and continue to be premised on acquisitions and mergers. The South African merger was fraught with challenges from civic society, groups, businesses and government who all believed that employees would lose jobs, in the hope of transforming the retailing landscape. On the other hand, the arrival of Walmart in South Africa was welcomed by Massmart, which had been struggling to sustain its competitiveness in the contemporary retail market. The market, employees and communities were apprehensive of the impact of the merger on culture; therefore, it was imperative to conduct this study to establish the challenges arising from the merger. This study was informed by the interpretivist methodological assumption resulting in the collection of qualitative data through an inductive process. A sample of twelve participants was selected using non-probability purposive and convenience sampling techniques. Sample elements were selected for being readily available, accessible and possessing relevant data required to address the research problem. Data were collected from participants through in-depth face-to-face interviews guided by an interview protocol. Interviews were recorded with the aid of a voice recorder, of which the transcriptions were decoded into themes using NVivo 10, a qualitative data analysis programme. Emerging themes were analysed through thematic data analysis to extra rich data sets. The study established that the merger created anxiety amongst staff, market and different stakeholders. New management embarked on a serious change management education drive to diffuse tensions and resistance. There was a paradigm cultural shift that required stakeholder involvement to ensure the success of the merger. The study recommended that, prior to engaging in mergers, firms should conduct extensive and thorough research to allay fears amongst stakeholders.
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    The relationship between entrepreneurial orientation, organisational orientation and innovation performance of manufacturing small and medium enterprises in KwaZulu-Natal province
    (2019-03-24) Kankisingi, Gustave Mungeni; Dhliwayo, Shepherd
    This study was conducted to investigate the relationship between entrepreneurial orientation, organisational orientation, and innovation performance of manufacturing small and medium enterprises (SMEs) in KwaZulu Natal province. To instil innovation culture, an organisational architecture of SMEs should accommodate both organisational and entrepreneurial factors in order to create a synergy that is likely to achieve innovation objectives of SMEs. The empirical investigation was based on a quantitative study and used a cross-sectional survey design to collect data from owner-managers of 308 small and medium firms in the manufacturing sector. The provincial SMEs database from the Kwa-Zulu Natal Department of Economic Development and Tourism was used and it contained an estimate population of 1255 SMEs. This study found that there was a positive and significant correlation between entrepreneurial orientation and organisational orientation dimensions. It further established that organisational and entrepreneurial dimensions were correlated with innovation performance dimensions in the SMEs. An aptly entrepreneurial orientation is proven to be grounded in a related organisational orientation. This implies that an organisational strategy, its culture, structure, systems and the management style in SMEs strengthen the entrepreneurial strategy leading to improvements in the standard of the product, the process, the market position and the business model of SMEs. In the same context, other organisational factors such as available rewards, SMEs’ age, size and ownership provided another dimension and an insight into the innovation performance of SMEs. Based on the findings, the researcher suggests two models: the proximity model of the correlation between entrepreneurial orientation and organisational orientation and the new model of innovation performance for SMEs. The managerial implication is that the success of an entrepreneurial strategy of an SME is rooted into organisational orientation dimensions: culture, structure, strategy, systems and management style of owner-managers. However, an organisational orientation is proven to be driven by a mindset which, if entrepreneurial, leads to an entrepreneurial orientation and consequently achieve an innovation performance of SMEs. With such variables, the study recommends new approaches in line with the suggested models in support of manufacturing SMEs and the manufacturing sector in terms of managerial decision-making about firms’ innovation performance and competitiveness at organisational and sectorial levels.
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    Developing peacebuilding skills among civil society organisations in Zimbabwe
    (2017) Makwerere, David; Kaye, Sylvia; Harris, Geoffrey Thomas
    Local peacebuilding practices require a systematic and reflective analysis in order for them to bring an impact. Successful peacebuilding pivots on the development of a set of skills to attend to the challenges presented by the conflict. The study was inspired by an observation that the emergence of CSOs working on peacebuilding in Zimbabwe was happening in a context where there was no proper training and organisational capacity development. Using an action-research design, and a case study of two CSOs operating in Bindura and Mazowe Districts in Mashonaland Central Province in Zimbabwe, the study involved a sample group of fifty-seven participants, and included a core Action Research Team (ART) of twelve participants to initiate the process of capacity development related to peacebuilding in Zimbabwe. Interviews, Focus Group Discussions, Document studies were used in a triangulation approach to enhance validity and reliability of the process. The preliminary assessment revealed that the peacebuilding environment in the two districts is highly polarised. There is a combination of both direct and indirect violence in the area. The state as well as traditional institutions are active perpetrators of both direct and indirect violence in the two district. The use of Local Peace Committees and the workshop method has not reaped the desired outcomes owing to the polarization. After a preliminary assessment of the peacebuilding environment in the area as well as a critique of the peacebuilding models being used by the two organisations, we then set out on a process of identifying strengths and weaknesses in both the programming as well as the delivery of the projects in the communities. A series of focus group discussions and organisational document analysis of the two organisations, we eventually agreed on the development of a training module for the Action Research Team. Five thematic issues were identified as forming the basis of the intervention programme. The five thematic issues were on the conceptual issues of conflict, violence and peace in a local context, conflict analysis skills, conflict sensitive programming, culture, conflict and change and lastly basic counselling skills for peacebuilders. A three-day training workshop was then held in order to develop capacity relating to the thematic issues. The short term evaluation of the intervention showed that the training was successful as the participants had already started implementing some of the new knowledge and skills.