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Faculty of Management Sciences

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Subject: search.filters.subject.Social responsibility

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Now showing 1 - 4 of 4
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    Drivers and barriers of fast fashion implementation in South African retail
    (2023) Biyase, Nokwanda; Mason, Roger Bruce; Corbishley, Karen M.
    This study aimed to identify the factors that comprise the drivers of, and barriers to, the implementation of fast fashion clothing in the retail industry in South Africa via a case study of one of South Africa’s major fast fashion retailers. Using a quantitative, questionnaire-based, e-mailed survey to collect data from a self-selected convenience sample of 78 managers and employees, the study findings confirmed the importance of both information (store feedback and stock planning) and supplier relationships (capability and flexibility) as drivers of fast fashion. Overall, ‘capability’ was perceived overall as the most important factor, enabling adjustments to range, order size and market closer to the selling season. Barriers were confirmed as issues related to product (quality, authenticity, perishability) and social responsibility (environmental and exploitation/ethics) in the opinion of this retailer. Although both were perceived as important, environmental issues dominated, with respondents seeing the wastefulness and excessive consumption of fast fashion as the main barrier to its implementation in South Africa. The first research of its type in South Africa, the study contributes to knowledge about fast fashion in South Africa, and possibly in other developing countries, and should assist with the implementation of this strategy by South African retailers. Furthermore, a clear understanding of some of the negative opinions about FF might assist with a more socially responsible implementation.
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    An assessment of the contribution of corporate social responsibility practices on sustainable community development in the Zimbabwe mining sector : a case study of Zimplats
    (2023) Muhwava, Christopher; Rampersad, Renitha
    The goal of this study was to determine how Zimplats' corporate social responsibility (CSR) practices contribute to sustainable development (SD) in the Mhondoro Ngezi district. The study further aimed to assess Zimplats’ CSR policies with regards to sustainable development. This study used a sample of 384 people from the Mhondoro Ngezi district, and a qualitative and quantitative data collection approach was used to attain these goals. The study sample included members of the Mhondoro Ngezi community with CSR knowledge and employees of Zimplats. The study reviewed literature and theories within Zimbabwe, South Africa and internationally that were essential to CSR and sustainable development (SD). The research assessed the impact of CSR practices on sustainable development of communities within the Zimplats’ operational environment. The study therefore sought to establish the sustainability of CSR as an instrument of addressing the challenges being faced by communities adjacent to the company operations. A correlation test aided in the analysis of the data findings so that relevant conclusions could be drawn. The results revealed that Zimplats’ CSR initiatives improved livelihood of the Mhondoro Ngezi community in a sustainable way. Community participation and ownership in development initiatives was discovered to be critical to their long-term viability and there is a link between sustainability and community involvement in development projects. The study also found that Zimplats’ CSR practices contribute to job creation, capacity building and improved standards of living. The study recommended that Zimplats should prioritize stakeholder engagement and participation and ownership of developmental projects as a way of ensuring that their CSR projects are sustainable.
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    Monitoring and evaluation of corporate social responsibility programmes in Zimbabwe : a case of the mining industry
    (2023-08) Musariwa, Priscilla; Rampersad, Renitha
    Zimbabwe like any other developing country, invests funds in supporting the upliftment of communities and in social programmes that enhances community development. The increasing rate of unemployment and low skills level poses a threat to sustainable development. To support a strategic shift towards impactful results, organisations need constructive and efficient monitoring and evaluation, which is simple and user friendly. This can assist project managers and company managers to improve effectiveness and efficiency of Corporate Social Responsibility (CSR) programmes. Monitoring and evaluation frameworks play a pivotal role in planning, allocating and utilising resources for optimal CSR projects. This study reviewed literature and theories within South Africa and from the international front that were significant to monitoring and evaluation and CSR. To achieve the objectives of the study, two questionnaires were administered. The first questionnaire was administered to 120 benefiting community members and the second questionnaire to 20 employees of mining companies. Structured interviews were also conducted with selected management from the CSR department of the mining companies. Focus group discussions were conducted with the benefiting community members. Findings from the study revealed that mining companies are involved in CSR projects around the communities they operate in, however companies are facing challenges including limited financial resources and lack of participation from benefiting communities. Employee involvement in CSR and stakeholder participation, are factors that stimulate CSR implementation in Zimbabwe. Findings further revealed that there are no monitoring and evaluation guidelines to guide the companies when implementing CSR. Based on these findings, the study developed a monitoring and evaluation framework and guideline to assist and guide CSR managers on strategies that may be applied to overcome challenges associated with monitoring and evaluation and CSR implementation.
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    A 21st century framework for quality management
    (Academic Journals, 2012-02-07) Moonsamy, Gonasagren Vimlan; Singh, Shalini
    Emerging trends such as globalisation, customer power and sophistication, social responsibility and environmental sustainability consciousness are creating new business challenges and market demands for organisations. In order for the business world to realise growth and sustainable success in this environment, many organisations changed the strategy they followed in the last three decades. The new strategies moved from being predominately product-focused, using process management and cost reduction, which used to be core functions to quality management, to more risk mitigation, revenue generation and reputational focused drivers. Hence, in the last twenty years the world of business has changed significantly, whereas the field of quality has not correspondingly changed in thinking or form. The aim of this paper is to demonstrate the supposition that quality has become out-dated over the last two decades. This paper will focus on the change that quality management as a discipline should undertake by proposing a quality stewardship and leadership (QSAL) framework for managing quality, under a new definition, namely, quality stewardship, into the future. In addition, this study will also include an empirical study which was undertaken to evaluate the support for the proposed framework.