Repository logo
 

Faculty of Management Sciences

Permanent URI for this communityhttp://ir-dev.dut.ac.za/handle/10321/13

Browse

Has files: YesSubject: search.filters.subject.Africa

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Lean project delivery system as a strategy for project success in Africa : a case of Uganda’s construction industry
    (2024-05) Francis, Ssali; Matsiliza, N S; Moyo, Sibusibo; Alinaitwe, H; Naturinda, D
    Lean technology has been one of the high rising concepts that came when nations and the world at large were in need of a solution against high costs, too much wastes, and delivering projects successfully within agreed time in the construction industry. Lean techniques which started in Japan by the 1950s, spread across the developed world of Europe, America and Asia. Despite the positive claims, companies in the developing countries like in Africa, particularly in Uganda are yet to adequately adopt the lean techniques to improve on their levels of project realisation and success. This study therefore assessed lean project delivery system as a strategy for project success in Africa, particularly a case of Uganda’s construction industry. Five objectives were set to guide the study which included to; determine the level of implementation of lean techniques; determine the degree of success and realisation of projects; relationship between lean and project success; and to examine the general perception of the proposed strategy in Uganda's construction industry. In order to underpin the study, different theories including Last Planner theory of management were used to administer data which was collected from 316 participants from 56 construction companies. Survey questionnaire and interview guide were used to collect data from the field which were analysed using multiple methods that included AMOS, Chi-square, ANOVA, multiple regression, Cochran’s Q test, Kendall’s Coefficient of Concordance Test Agreement for quantitative data and content analysis for the qualitative data. The study established that there is limited form of knowledge of lean construction techniques and its design. This makes the implementation fall short among the companies. Secondly, the study found that lean technology has the ability to determine improved degree to success despite the limitations. The study also discovered that there is a significant positive relationship between lean techniques and project success. Positive results were similarly obtained from perceptions towards the last planner system as an important lean approach in the construction industry. The study concludes that, despite the constraints in applying or implementing lean construction techniques by Uganda's construction industries, it is of great value in terms waste reduction and cost decrease. The main recommendation was for companies to adopt lean construction techniques, particularly LPS, as an adequate approach to reducing challenges faced by the construction companies in order to achieve greater success.
  • Thumbnail Image
    Item
    Size matters : the market–non-market strategy nexus and firm performance in South Africa
    (AOSIS, 2024-02) Parnell, John A.; Troilo, Michael L.; Dobbelstein, Thomas
    Purpose: This study seeks to discover how a firm’s size and its use of both market and non-market strategies (MS and NMS) impact firm performance in South Africa.Design/methodology/approach: We used the Prolific platform to gather survey data from 247 executives and managers across the country representing a variety of firm sizes and industries. Cronbach’s alpha, analysis of variance (ANOVA) and structural equation modelling via partial least squares (PLS-SEM) were then employed to test constructs and hypotheses. Configuration theory and social exchange theory (SET) are the conceptual foundations for this study.Findings/results: Firm size is a driver of the market strategy of differentiation, but not cost leadership. Larger firms are also more likely to pursue both political and social NMS. Differentiation and social NMS positively impact firm performance, but cost leadership and political NMS do not.Practical implications: Managers should emphasise differentiating their products and services rather than being a low-cost provider. When considering various non-market strategies, they should emphasise social NMS. Although large firms are more likely than small firms to pursue political NMS, they do not appear to accrue any benefit.Originality/value: This study fills gaps in the strategy-performance literature by directly linking firm size to strategic choices and by analysing the effects of different types of MS and NMS on firm performance. As such, it is valuable to both academics and practitioners. This study also advances our understanding of MS and NMS in South Africa.