Faculty of Management Sciences

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Business leadership competency for innovative strategies post COVID-19 among small and medium enterprises in Gauteng Province, South Africa
(2023) Mugivhisa, Fulufhelo Lindelani; Ogulu, Christiana
The COVID-19 pandemic brought many challenges to South African business leaders, such as optimising hybrid teams, attracting and retaining workers with needed capabilities, and making the most of scarce competencies. Current and complex challenges require leadership with the necessary skills. Besides COVID-19 challenges, business organisations and Small and Medium Enterprises (SMEs) must deal with economic downfall, social unrest, and corruption. Leadership plays an important role in ensuring business competitiveness amid these challenges. This study investigated the business leadership competency required for innovative strategies required post-COVID-19 among SMEs in Gauteng Province, South Africa. This involves identifying leadership competencies and proposing a framework for innovative leadership. A sample size of 384 respondents was drawn from owner/managers of SMEs in Gauteng Province. A mixed-method approach was adopted using both structured interviews and a closed-ended questionnaire through an online survey. The results showed that most of the SMEs agreed that COVID-19 challenged SMEs with several difficulties. The research highlighted business leadership competencies for innovative strategies post-COVID-19. The main findings revealed that training and developing employees play a pivotal role in shaping and influencing business performance, which is critical to the success of a business and ensuring innovation. Furthermore, the survey results showed that most SME owners/managers prioritise the competency of setting targets, reviewing and improving financial performance. Results also indicated that adaptability, flexibility, and resilience are necessary to meet changing market conditions. Furthermore, the study highlighted the importance of building diverse and expansive networks. Additionally, findings show that SME Leaders must be willing to take calculated risks for the business to emerge successful.
The influence of strategic planning on the growth posture of small and medium-sized enterprises (SMEs) within the infrastructure sector in eThekwini, KwaZulu-Natal
(2023) Zuma, Goodman Zwelihle; Kankisingi, Gustave Mungeni
The purpose of the research was to examine whether there is a correlation between the use of strategic planning and the sustainable growth of Small and medium-sized enterprises (SMEs). The purpose was achieved through an empirical investigation that was based on a quantitative study and used a cross-sectional survey design to collect data from owners of 239 SMEs in the infrastructure sector. SMEs are a key factor in improving the growth posture of the South African economy. However, despite their significant socio-economic contribution, the failure rate among SMEs in South Africa remains significantly high. The challenges that are facing the SME sector cannot be ignored by any country that takes economic growth seriously, since SMEs are proven to be key in improving the growth posture of the country’s economy. The strategic planning process, which leads to the formation of a company's strategy, was one of the aspects examined in the study. The Study assesses the impact of strategic planning on the growth posture of small and medium-sized enterprises in the infrastructure sector in South Africa, eThekwini Municipality. The process of developing a strategic plan has been controversial in the literature due to the several perspectives offered by scholars. The main debate concerning the nature of the strategic planning process is about how the process should be approached, which stems from conflicting views concerning the strategic planning process, even though strategic planning is a widely adopted process in many organisations, as it is viewed as the activity that leads to the strategy’s success. The study’s findings prove that most small companies do not follow a strategic process to develop their strategies and for those which do not follow a structured strategic process experience low levels of business growth compared with those that follow a strategic process. These findings have an enormous potential to theoretically contribute to the research body while making practical contributions to governmental policymakers, future researchers, and small business owners. The managerial implications are that a strategic process for developing a firm strategy had a considerable favourable impact on the growth posture of such a firm regardless of business size or resources.
The role of human resource management in creating competitive advantage for a selected South African state-owned enterprise
(2021-05) Muzanenhamo, Arvid
This study examined the role of Human Resource Management (HRM) in achieving organisational competitiveness in a selected South African State-Owned Enterprise (SOE). It also explored the challenges faced by the Human Resource Management function in achieving organisational competitiveness. The Dave Ulrich model of four Human Resource Management roles in building a competitive organisation was the basis of this study. The roles of HRM include strategic partner, change agent, administrative expert and employee champion (Grobler, Bothma, Brewster, Carey, Holland and Warnich 2012:5). The study proposes a framework for organisational competitiveness application by the Human Resource Management departments in state-owned enterprises (SOEs). The study used a qualitative approach, which allowed the researcher to make use of a case study in the state-owned enterprise. Data was collected through interviews and results were validated with a pilot test. A total of twenty-four respondents were interviewed in this study. The study used a purposive sampling technique for both HRM practitioners and departmental heads. Data was drawn from Human Resource Management practitioners and divisional heads in various sections such as finance, pyrometallurgy, auditing, communication, etc. in a selected South African state-owned enterprise. South African state-owned enterprises are less efficient as they experience high labour turnover, retrenchment, employee salary reductions and the inability to attract talent. Such factors initiated the impetus for this research. The findings of the research show that human resource management roles are not maximised at Mintek since HR professionals mainly focus on basic human resources activities. This is due largely to the slow response of the organisation to adopt new innovative HR approaches that provide competitive advantage, which seems to be common in most state-owned enterprises. The findings also show that some current HR roles at Mintek benefit the organisation somewhat. However, there are challenges preventing the organisation from fully obtaining a competitive advantage since it was shown that a lack of technology, out-dated policies and bureaucracy, amongst other challenges, prevail in the organisation. The study contributed a Human Resource Management framework that allows the HR professionals and management of Mintek to consider the use of electronic HRM and strategic partnerships in the organisation for competitive advantage. In addition, consideration of internal HR strategies and external forces that may affect the organisation was proposed.
Strategic management in construction firms with focus on small and medium enterprises
(2021-05) Rambaruth, Amit; Adam, Jamila Khatoon
Small and Medium Enterprises (SMEs) play a vital role in the economy and have contributed significantly to the growth of the economy, however, there is still a high failure rate. Many face a threat of failure within the first few months of establishment and the lack of strategic planning may prevent them from achieving their full potential. The aim of the study is to investigate Strategic Management in Construction Firms with Focus on Small and Medium Enterprises. The study intends to conduct a full investigation into the use of strategic management amongst SMEs. The findings will provide insight for SMEs on whether or not there are any benefits in adopting a strategic plan. The research will address the factors that influence the adoption of Strategic Management in an organisation, to identify influencing factors that contribute to strategic management to improve performance and to identify challenges faced by SMEs in implementing a strategic plan. There is a need for a clear understanding of the extent to which SMEs use strategic management in their organisation and the challenges that they are experiencing in strategic management. The data were collected from 105 small and medium enterprises in the eThekwini region using an online survey tool. The respondents were asked to complete a self-administered questionnaire. The data for this study was then analyzed using Statistical Packages for the Social Sciences (SPSS) version 26.0. The research concluded that that majority of the eThekwini-based SMEs in the construction industry are applying strategic management practices in their business and through this application they have improved the performance of their business. The study also concluded that there were high levels of agreement with the influencing factors that drove SMEs to adopt a strategic plan and high levels of agreement with the contributing factors of strategic planning in improving performance of the business. Furthermore, the study found that there were high levels of agreement with the challenges facing the implementation of a strategic plan in an organisation. Given, the positive results of strategic management, it is recommended that SMEs adopt strategic management in their businesses and attain the necessary knowledge that is required to implement a strategic plan. It is also recommended that SMEs develop procedures and policies to address the challenges faced in implementing a strategic plan, thereby, ensuring effective strategic planning in their operations.
A systems approach for enhancing entrepreneurial leadership in learning for Zimbabwe : the case of Hilbright Science College in Harare and Mutare
(2022) Machona, Blessing; Hardman, Stanley George
This thesis argues for Entrepreneurial Leadership as a key intervention in leapfrogging students to match the demands of the ever-changing complex environment. Present challenges include the churning out of school leavers and graduates that fail to meet the socio-economic, and the changing workforce demands. The argument made is that while many studies have concentrated on curricular transformation, these changes have failed to cope with a dynamic world that is volatile, uncertain, complex and ambiguous. The reality is that apart from the world being dynamically complex, it consists of multiple integrated and interrelated systems that are influenced by the deep underlying relationships, with feedback loops characterised by mutual and circular causality. In addition, Technology has not only continued to redefine boundaries and norms, but has also compounded the challenges of the complex environmental context which is nonlinear, open, recursive and emergent. Using qualitative action research, Soft Systems Methodology and System Dynamics at Hilbright Science Colleges in Zimbabwe, this research used these interpretive systems approaches in exploring ways in which the curriculum could be improved for Entrepreneurial Leadership. Semi-structured interviews and focus groups were used to explore the underlying leverage points for intervention. Nine conceptual models for enhancing EL in learning were developed, and evaluated through focus group workshops. An evaluation of the conceptual models informed the participants of the dynamics of the interacting variables, interdependencies, feedback systems within the learning system and the deep leverage points that were most likely to produce desirable change. This study proposes mainstreaming a ‘systemic entrepreneurial leadership’ approach in learning. A relook at the assumptions, beliefs and values coupled with teaching ‘for’ entrepreneurial leadership is proposed for influencing perspectives, pedagogy, and learning outcomes. This thesis confirms that system changes are non-linear, independent and emergent.
A systems' thinking approach to entrepreneurial leadership : an analysis of SMMES in the Gauteng Province
(2021-11-17) Mhlongo, Thabisile; Daya, Preeya
Despite the efforts of the South African Government to stimulate entrepreneurial opportunities through policies, strategies, and programmes, many Small, Medium and Micro Businesses remain unsustainable. However, SMMEs often experience various challenges and studies have shown that SMMEs in South Africa rarely survive in their first year of existence. One problem SMMEs face in South Africa is poor leadership. Further, insufficient financial resources, lack of business knowledge and management, and inadequate institutional support thwart sustainable growth and have a negative effect on the overall performance of SMMEs. Thus, having an understanding and insight into the various leadership problems and dynamics encountered by the SMMEs could foster the development of strategies to improve the performance of SMMEs. This study evaluated the application of entrepreneurial leadership capabilities to respond to uncertainty, challenges, and opportunities in the entrepreneurial system and understand how the systems thinking approach can be applied in entrepreneurial leadership to address the complex dynamics of the entrepreneurial ecosystems. Overall, the study identified the pathways to entrepreneurial leadership and deepened the current understanding of the concept of entrepreneurial leadership in selected SMMEs operating in the Gauteng province. This study adopted a holism model underpinned by methodological pluralism and mixed- method strategy. It used a pragmatist philosophical approach and mixed-method case study to achieve its objectives. A three-tier research plan was used comprising semi-structured interviews, causal loop diagrams, and simulation modelling to address the research aim and the objectives.
Factors influencing the implementation of the operations strategy at the Durban Metropolitan Police Service
(2021-11-12) Khanya, Dumile Joseph; Chetty, Soobramoney
Despite an increase of over 60% in the number of police officers employed at the Durban Metropolitan Police Service (DMPS) since 2009, the number of infringements of the municipal and traffic by-laws, as well as the levels of crime within the eThekwini municipal region have increased. This has a negative impact on the citizens, who are entitled to a clean and safe place to live and work in, and on the ability of the municipality to attract a larger number of tourists. Whilst the Durban Metropolitan Police Service sets appropriate strategic goals to reduce the number of infringements of the municipal and traffic by-laws, as well as the levels of crime within the eThekwini municipal region, these may not be achieved due to a variety of reasons, including poor strategy implementation. In this regard, this study investigated the factors influencing the implementation of the operations strategy at the Durban Metropolitan Police Service. As the target population was relatively small, a census of the entire population was undertaken, and the primary data for the study was collected via a self-administered close-ended questionnaire and analysed using the Statistical Package for Social Sciences (SPSS), Version 24. Overall, the findings revealed that the middle and lower managers at the Durban Metropolitan Police Service play an important role in the effective implementation of strategy at the Durban Metropolitan Police Service and that the majority of the respondents stated that their subordinates are committed and dedicated to their work. The findings also revealed, inter alia, that the delay in permanently filling vacant middle and lower management positions, unfair distribution of resources, and internal politics hindered the attainment of the Durban Metropolitan Police Service’s strategic goals.
The role of strategic performance measurement systems on overall strategy and organisational performance : a focus on selected manufacturing companies in KwaZulu-Natal
(2021-10) Maposa, Eddeline; Bayat, Mohamed Saheed
Both domestic and international markets are facing intense competition, customers have become more assertive, educated and demanding. Internationalisation of businesses, more advanced technology and easier payment, delivery and importation of goods globally have now placed immense pressure on manufacturing companies to become more innovative and to stay ahead of competition. However, a sustained competitive advantage is not only about strategic choice but also about appropriate performance measurement systems to support a firm’s strategic priority. In the past, manufacturing companies have managed to evaluate operative, process-based performance effectively and efficiently. This, however, resulted in the strategic performance of a manufacturing company, be it a network or a single site, being seldomly monitored and evaluated since manufacturing managers are usually occupied with daily business operations while missing the importance of innovating strategic tools for a goal-oriented strategic development and evaluation.This study aimed to assess the performance measurement systems being used in KwaZulu-Natal manufacturing companies and evaluate to what extent these manufacturing enterprises use integrated performance measures in the form of SPMMSs, the extent of utilisation and perceived relevance related to their actual financial and non-financial results. A survey was conducted to gather data. Quantitative techniques were employed for analysing the data. The relative importance of financial as well as non-financial measures in relation to the performance evaluation process in the context of manufacturing enterprises was investigated. The result of the analysis indicated that the majority of respondent enterprises in KwaZulu-Natal focus on very few non-financial measures and more financial measures, using historical data, accounting profits and financial ratios which are compared with industrial trends. Despite the fact that the non-financial measures are as important as the financial measures, little or no attention is being paid to nonfinancial dimensions. The result of the analysis revealed that there is a clear and strong relationship between the financial performance and the nonfinancial performance measures (customer satisfaction, internal process/operational, employee satisfaction and supplier performance). In addition, empirical findings suggested that the non-financial measures are significant explanatory factors of financial performance. More importantly, findings show that manufacturing companies that consistently employed both financial and non-financial measures performed better than those that do not. These empirical findings and also findings from literature review revealed that there is no performance measurement system appropriate for manufacturing companies. This thesis therefore addressed this practical and scientific gap by developing a generic strategic performance measurement and management system (SPMMS) for manufacturing companies which enables practitioners to define and implement a company-specific SPMMS and monitor the strategic performance of their manufacturing network or sites. The balanced scorecard (BSC) was used as a reference model. Supporting findings for the successful design, development, implementation as well as the applicability of the developed SPMMS were validated with a detailed case study.
Strategic management in construction firms with focus on small and medium enterprises : a case study eThekwini, South Africa
(2021-06-28) Rambaruth, Amit; Adam, Jamila Khatoon; Krishna, Suresh Babu Naidu
Small and Medium Enterprises (SMEs) play a vital role in the economy and have contributed significantly to the growth of the economy, however, there is still a high-level failure rate. Many face a threat of failure within the first few months of establishment and the lack of strategic planning may prevent them from achieving their full potential. Therefore, the aim of this study is to address the factors that influence the adoption of strategic management in an organization and to identify persuading factors that contribute to strategic management to improve performance and to categorise challenges faced by SMEs in implementing a strategic plan. The results advocate that majority of the eThekwinibased SMEs in the construction industry are applying strategic management practices in their business and through this application they have improved the performance of their business. Furthermore, the study found that there were high levels of agreement with the challenges facing the implementation of a strategic plan in an organization. The research concluded that that majority of the eThekwini-based SMEs in the construction industry are applying strategic management practices in their business and through this application they have improved the performance of their business. The study also concluded that there were high levels of agreement with the influencing factors that drove SMEs to adopt a strategic plan and high levels of agreement with the contributing factors of strategic planning in improving performance of the business. Furthermore, the study found that there were high levels of agreement with the challenges facing the implementation of a strategic plan in an organisation.
An assessment of strategic decision-making processes in small and micro enterprises in the services sector in South Africa
(2019-02) Gopaul, Roger; Rampersad, Renitha; Pillay, Gnanam
The thesis assesses the strategic decision-making process in small and micro enterprises in the services sector in South Africa. The mortality rate of small and micro enterprises remains undesirably high in South Africa. Among the factors affecting small and micro enterprise sustainability is poor managerial skills including deficiencies in the strategic decision-making process. A review of the literature revealed that there is a gap pertaining to an assessment of strategic decision formation among this sector. On the basis of the literature review, the process of strategic decision-making was assessed in different situational contexts consisting of the external environment and internal environment which influences the decision formation. The study assumed a qualitative methodology in order to understand the phenomenon of strategic decision-making. SSemi-structured interviews, focus group sessions and observation methods were employed, as the essential form of data collection. The sample population comprised thirty businesses that satisfied the criteria of small and micro in the services sector. A content analysis was conducted in order to present the findings of the research study and offer an integrated theoretical model of the strategic decision-making process. The findings of the research indicate that the process of strategic decision-making is pivoted on the intuitive decision-making tendencies of the business owners. As such, there was diminutive reliance on a procedural rational mode towards formulating decisions among small and micro businesses. The phases of the decision formation process within these businesses were simplified with few steps involved. The phases of the decision-making process consisted of information gathering, interpretation of information and option generation for implementation. The findings show that the process of strategic decision formulation within small and micro enterprises adopts an intuitive approach consistent with a descriptive mode of decision-making. The phases of the intuitive approach to strategic decision-making among small and micro enterprises were deemed iterative and overlapped during the process of formulating the decisions as compared to a decision-making mode that is fundamentally sequential in character. The findings of this study have many potential theoretical contributions to the stock of knowledge as well as practical contributions to governmental policy-makers, supporting agencies and business owners. Recommendations for future research were advocated which have the propensity to further augment the understanding of the strategic decision-making process.

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