An evaluation of co-management practices: A case of a South African platinum mine management and the local community
- Authors: Matsimela, Tebogo Mapipi
- Date: 2021
- Subjects: Mines and mineral resource -- Management -- South Africa , Mines and mineral resource -- Management -- Social aspects , Mines and mineral resource -- Management -- Moral and ethical aspects , Platinum mines and mining -- Management -- South Africa -- Case studies , Corporate governance -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171874 , vital:42134
- Description: A vast body of literature reveals the paradigm shift of South Africa’s economy from an agricultural community to an industrial economy. Elbra (2013) illustrated that South African mining host communities viewed that mineral endowments have become a “resource curse” instead of a driver of local economic development for the benefit of the community. To understand the mining and community conflict and their subsequent complexities, the Marikana massacre in August 2012 must be revisited (Bell, 2016). The problems may be broadly summarised as a lack of stakeholder engagement and inclusivity. Studies involving stakeholder management and co-management focused on the identification of stakeholders and their management. The research evaluated the co-management practices between mine management and a local community. It considered the challenges that emanated from the co-management practices. The primary focus of this research has been to evaluate the co-management features between the mine management and the local community and to identify the challenges associated with co-management from a mine management perspective. Furthermore, the research attempted to find effective co-management practices between the mine management and the local community which may be used to improve the partnership. Armitage, Berkes and Doubleplay (2007) recognised that in facilitating effective co-management, the commitment towards fulfilling good governance and accountability was paramount in ensuring that the rights and obligations of both private and public actors were achieved. However, Ran and Qi (2018) acknowledged that such partnerships were not immune to challenges because the poor implementation of co-management features like power-sharing could collapse a co-management partnership. This study aimed to evaluate the current co-management practices from the mine management’s perspective. A literature search revealed the range of co-management features that explained the different use of practices. The features included co-management and power sharing, co-management and institution building, co-management and trust and social capital, co-management as a process, co-management and problem solving, and co-management and governance. The study evaluated the co-management features between the mine management and the local community, identified the current challenges associated with co-management from a mine management perspective and attempted to make recommendations on effective co-management practices between the mine management and a local community. A qualitative case study method was employed. This method allowed the researcher to evaluate multifaceted matters which may have been investigated in the past but not inconsiderable detail (Baxter and Jack, 2008). Data was sampled using purposive sampling. This was because the population sample was chosen according to their roles and responsibilities and their involvement in the co-management between the mine management and the local community. Data was collected through semi-structured interviews and document analyses. The findings of the research were derived from a range of company documents. Thematic analysis was employed to understand the practices of co-management which underpinned the co-management partnership between the mine management and the local community. It was found that there was a positive relationship between the literature study and the response from the mine management. The shared responsibilities emerged out of a dialogue characterised by deliberation and negotiations between the mine management and the stakeholders. Berkes (2009), asserted that co-management bore a resemblance to the process of the sharing of ideas of how responsibilities could be better shared and that it emanated from a process of deliberation and negotiation. Furthermore, if the evolution of the co-management partnership was not managed carefully, it could pose a risk to the partnership itself. It was acknowledged by the research respondents that there were complications involved in having the community as a shareholder in the mine, but equally, the community showed an appreciation of being involved in building a sustainable mine. The model of sustainable partnership emphasised that any viable partnership should adopt this model to achieve a sustainable performance (Thomson and Boutilier, 2011). This research showed that the co-management practices between the mine management and the local community concurred with the findings of Zvarivadza (2018). Trust and transparency between mine management and the community could go a long way in ensuring that the mine fulfilled its legal responsibilities in the local community where the mine is located.
- Full Text:
- Date Issued: 2021
- Authors: Matsimela, Tebogo Mapipi
- Date: 2021
- Subjects: Mines and mineral resource -- Management -- South Africa , Mines and mineral resource -- Management -- Social aspects , Mines and mineral resource -- Management -- Moral and ethical aspects , Platinum mines and mining -- Management -- South Africa -- Case studies , Corporate governance -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171874 , vital:42134
- Description: A vast body of literature reveals the paradigm shift of South Africa’s economy from an agricultural community to an industrial economy. Elbra (2013) illustrated that South African mining host communities viewed that mineral endowments have become a “resource curse” instead of a driver of local economic development for the benefit of the community. To understand the mining and community conflict and their subsequent complexities, the Marikana massacre in August 2012 must be revisited (Bell, 2016). The problems may be broadly summarised as a lack of stakeholder engagement and inclusivity. Studies involving stakeholder management and co-management focused on the identification of stakeholders and their management. The research evaluated the co-management practices between mine management and a local community. It considered the challenges that emanated from the co-management practices. The primary focus of this research has been to evaluate the co-management features between the mine management and the local community and to identify the challenges associated with co-management from a mine management perspective. Furthermore, the research attempted to find effective co-management practices between the mine management and the local community which may be used to improve the partnership. Armitage, Berkes and Doubleplay (2007) recognised that in facilitating effective co-management, the commitment towards fulfilling good governance and accountability was paramount in ensuring that the rights and obligations of both private and public actors were achieved. However, Ran and Qi (2018) acknowledged that such partnerships were not immune to challenges because the poor implementation of co-management features like power-sharing could collapse a co-management partnership. This study aimed to evaluate the current co-management practices from the mine management’s perspective. A literature search revealed the range of co-management features that explained the different use of practices. The features included co-management and power sharing, co-management and institution building, co-management and trust and social capital, co-management as a process, co-management and problem solving, and co-management and governance. The study evaluated the co-management features between the mine management and the local community, identified the current challenges associated with co-management from a mine management perspective and attempted to make recommendations on effective co-management practices between the mine management and a local community. A qualitative case study method was employed. This method allowed the researcher to evaluate multifaceted matters which may have been investigated in the past but not inconsiderable detail (Baxter and Jack, 2008). Data was sampled using purposive sampling. This was because the population sample was chosen according to their roles and responsibilities and their involvement in the co-management between the mine management and the local community. Data was collected through semi-structured interviews and document analyses. The findings of the research were derived from a range of company documents. Thematic analysis was employed to understand the practices of co-management which underpinned the co-management partnership between the mine management and the local community. It was found that there was a positive relationship between the literature study and the response from the mine management. The shared responsibilities emerged out of a dialogue characterised by deliberation and negotiations between the mine management and the stakeholders. Berkes (2009), asserted that co-management bore a resemblance to the process of the sharing of ideas of how responsibilities could be better shared and that it emanated from a process of deliberation and negotiation. Furthermore, if the evolution of the co-management partnership was not managed carefully, it could pose a risk to the partnership itself. It was acknowledged by the research respondents that there were complications involved in having the community as a shareholder in the mine, but equally, the community showed an appreciation of being involved in building a sustainable mine. The model of sustainable partnership emphasised that any viable partnership should adopt this model to achieve a sustainable performance (Thomson and Boutilier, 2011). This research showed that the co-management practices between the mine management and the local community concurred with the findings of Zvarivadza (2018). Trust and transparency between mine management and the community could go a long way in ensuring that the mine fulfilled its legal responsibilities in the local community where the mine is located.
- Full Text:
- Date Issued: 2021
An exploratory case study on the barriers, challenges and benefits of sustainability reporting by small and medium enterprises (SMEs) in South Africa
- Authors: Mhlope, Veliswa
- Date: 2021
- Subjects: Small business -- South Africa -- Case studies , Sustainable development reporting -- South Africa -- Case studies , Social responsibility of business , Environmental responsibility -- South Africa , Environmental reporting -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/172018 , vital:42149
- Description: SMEs in South Africa and other developing countries have been slow to take up sustainability reporting. This qualitative study is aimed to study the challenges and barriers faced by SMEs, together with the potential benefits for SMEs participating in this type of reporting. It also makes recommendations about how SMEs can participate in and benefit from sustainability reporting. The study shows that indeed there are several challenges in terms of getting involved in sustainability reporting for SMEs. On the other hand, the research finds that the SMEs who are already participating in sustainability reporting can show the benefits of engaging in sustainability reporting and that these benefits far outweigh the challenges. The participating SMEs are also able to show that they have attained a competitive advantage as a result of engaging in sustainability reporting. If, however, sustainability reporting is to become entrenched into SMEs, a few changes need to take place to address challenges such as lack of information about sustainability reporting and its benefits, lack of regulations and more importantly, lack of awareness about sustainable development. As the South African government begins to respond to issues such as climate change, skills development and good governance, it will become necessary for them to introduce regulations to manage this risk. It is also highly possible that in the next few years, reporting will become a regulatory requirement that SMEs will be forced to comply with to continue to do business. The SMEs who are already practising sustainability practices will benefit from being first movers. Those SMEs who start sooner rather than later will already have the internal resources and capabilities to take advantage of the legislative environment. They will have a head start over their rivals in terms of gaining competitive advantage.
- Full Text:
- Date Issued: 2021
- Authors: Mhlope, Veliswa
- Date: 2021
- Subjects: Small business -- South Africa -- Case studies , Sustainable development reporting -- South Africa -- Case studies , Social responsibility of business , Environmental responsibility -- South Africa , Environmental reporting -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/172018 , vital:42149
- Description: SMEs in South Africa and other developing countries have been slow to take up sustainability reporting. This qualitative study is aimed to study the challenges and barriers faced by SMEs, together with the potential benefits for SMEs participating in this type of reporting. It also makes recommendations about how SMEs can participate in and benefit from sustainability reporting. The study shows that indeed there are several challenges in terms of getting involved in sustainability reporting for SMEs. On the other hand, the research finds that the SMEs who are already participating in sustainability reporting can show the benefits of engaging in sustainability reporting and that these benefits far outweigh the challenges. The participating SMEs are also able to show that they have attained a competitive advantage as a result of engaging in sustainability reporting. If, however, sustainability reporting is to become entrenched into SMEs, a few changes need to take place to address challenges such as lack of information about sustainability reporting and its benefits, lack of regulations and more importantly, lack of awareness about sustainable development. As the South African government begins to respond to issues such as climate change, skills development and good governance, it will become necessary for them to introduce regulations to manage this risk. It is also highly possible that in the next few years, reporting will become a regulatory requirement that SMEs will be forced to comply with to continue to do business. The SMEs who are already practising sustainability practices will benefit from being first movers. Those SMEs who start sooner rather than later will already have the internal resources and capabilities to take advantage of the legislative environment. They will have a head start over their rivals in terms of gaining competitive advantage.
- Full Text:
- Date Issued: 2021
Exploring the role of supervisors in developing employee commitment in a Namibian Public Institution from the subordinates’ perspective
- Authors: Daniel, Anna
- Date: 2021
- Subjects: Supervisors -- Namibia -- Case studies , Leadership -- Namibia -- Case studies , Employee motivation -- Namibia -- Case studies , Employee loyalty -- Namibia -- Case studies , Supervision -- Namibia -- Case studies , Management -- Employee participation -- Namibia -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/170770 , vital:41958
- Description: Over the years, scholars have noted the importance of organisations managing the performance of their employees by effectively maintaining their commitment. Hence, l ite rature highlighted that employee s have the potential to be recognised as a source of competitive advantage for an organisation and not a resource of an organisation. The main aim of the study was to explore the role of supervisors in developing employee commitment in a Namibian Public Ins titution from the subordinates’ perspective. The focus of this research was to understand how subordinates were included in decision making and were supported by their supervisors , and on how subordinates received feed b ack on role fulfilment and performance from their supervisors. Furthermore, the study described how subordinates viewed the leadership behaviour of their supervisors and how this i nfluenced employee commitment. The data was collected using qualitative me t hods through semi - structured face - to - face interview s with the subordinates of the selected institution. During this study, a sample of 15 subordinates taken from a population of 266 within the institution’s structure was inte rviewed . The interview quest ion s were based on how supervisors included subordinates in decision making, developed subordinates ’ support and delivered feedback on role and performance. The study used secondary data to determine the level of performance against set targets of the inst itu tion, using the annual performance report of the institution. In addition , the study used the staff access control syste m to determine the work time s of employees Lastly, the study analysed the data regarding staff resignation for the last five years to a ssess the level of staff turnover rate of the institution. The study f ound that the subordinates felt the re should be greater subordinate inclusion in decision making, increased levels of re gular feedback and higher levels of support shown by supervis ors t o subordinates when e xecuting their jobs. The study further highlighted the importance of supervisors to develop the ability of shifting from one leadership style to another depending on the situation at hand. The study reviewed six leadership style s that could influence commitment . Therefore, the study recommend s th at the institution direct its attention towards developing the situational leadership skills of their supervisors and developing their skills to enable them to better harmonise teamwork, increas e regular communication and give regular feedback to their subordinates . The results from this research will be beneficial to public institutions within the region and will, in add ition, enhance the academic body of literature in this field . The s tudy will draw the attention of supervisors to the importance of their behaviour, conduct, and their subsequent impact on employee commitment.
- Full Text:
- Date Issued: 2021
- Authors: Daniel, Anna
- Date: 2021
- Subjects: Supervisors -- Namibia -- Case studies , Leadership -- Namibia -- Case studies , Employee motivation -- Namibia -- Case studies , Employee loyalty -- Namibia -- Case studies , Supervision -- Namibia -- Case studies , Management -- Employee participation -- Namibia -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/170770 , vital:41958
- Description: Over the years, scholars have noted the importance of organisations managing the performance of their employees by effectively maintaining their commitment. Hence, l ite rature highlighted that employee s have the potential to be recognised as a source of competitive advantage for an organisation and not a resource of an organisation. The main aim of the study was to explore the role of supervisors in developing employee commitment in a Namibian Public Ins titution from the subordinates’ perspective. The focus of this research was to understand how subordinates were included in decision making and were supported by their supervisors , and on how subordinates received feed b ack on role fulfilment and performance from their supervisors. Furthermore, the study described how subordinates viewed the leadership behaviour of their supervisors and how this i nfluenced employee commitment. The data was collected using qualitative me t hods through semi - structured face - to - face interview s with the subordinates of the selected institution. During this study, a sample of 15 subordinates taken from a population of 266 within the institution’s structure was inte rviewed . The interview quest ion s were based on how supervisors included subordinates in decision making, developed subordinates ’ support and delivered feedback on role and performance. The study used secondary data to determine the level of performance against set targets of the inst itu tion, using the annual performance report of the institution. In addition , the study used the staff access control syste m to determine the work time s of employees Lastly, the study analysed the data regarding staff resignation for the last five years to a ssess the level of staff turnover rate of the institution. The study f ound that the subordinates felt the re should be greater subordinate inclusion in decision making, increased levels of re gular feedback and higher levels of support shown by supervis ors t o subordinates when e xecuting their jobs. The study further highlighted the importance of supervisors to develop the ability of shifting from one leadership style to another depending on the situation at hand. The study reviewed six leadership style s that could influence commitment . Therefore, the study recommend s th at the institution direct its attention towards developing the situational leadership skills of their supervisors and developing their skills to enable them to better harmonise teamwork, increas e regular communication and give regular feedback to their subordinates . The results from this research will be beneficial to public institutions within the region and will, in add ition, enhance the academic body of literature in this field . The s tudy will draw the attention of supervisors to the importance of their behaviour, conduct, and their subsequent impact on employee commitment.
- Full Text:
- Date Issued: 2021
How the leaders of an Eastern Cape development agency experienced a transition from specialist roles to the leadership roles and how this shaped their leadership identity
- Authors: Mbokoma, Noxolo Patricia
- Date: 2021
- Subjects: Economic development projects -- Managemenat -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Organizational behavior -- South Africa -- Case studies , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171997 , vital:42147
- Description: This study sought to investigate the experiences of leaders involved in a transition from specialist role to leadership role at the Eastern Cape Development Agency, South Africa. A qualitative case study within a constructivist paradigm was adopted. Bridges’ (1991) theory of transition was used in this study to understand and analyse the process of transition in this study. The study used purposive sampling technique, where six leaders were selected and interviewed. The data was analysed through inductive and content analysis techniques. The findings are presented thematically and supported with participants verbatim. The study established that as specialists transition to leadership roles they experience lack of role clarity, stress (role strain), resistance, inadequate support, shock, increased work load (role strain) and role conflict. These experiences influence on their role identity, expertise, peer relationships and financial status. The study also established that for smooth and successful transition, consultation, participation, proper succession planning, and training is vitally important. This was necessary to ease the tension between management, leadership, specialist responsibilities, and resistance from specialists. The study recommends adequate support and preparation in all stages of transition to ensure that the organization benefits from the transition.
- Full Text:
- Date Issued: 2021
- Authors: Mbokoma, Noxolo Patricia
- Date: 2021
- Subjects: Economic development projects -- Managemenat -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Organizational behavior -- South Africa -- Case studies , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171997 , vital:42147
- Description: This study sought to investigate the experiences of leaders involved in a transition from specialist role to leadership role at the Eastern Cape Development Agency, South Africa. A qualitative case study within a constructivist paradigm was adopted. Bridges’ (1991) theory of transition was used in this study to understand and analyse the process of transition in this study. The study used purposive sampling technique, where six leaders were selected and interviewed. The data was analysed through inductive and content analysis techniques. The findings are presented thematically and supported with participants verbatim. The study established that as specialists transition to leadership roles they experience lack of role clarity, stress (role strain), resistance, inadequate support, shock, increased work load (role strain) and role conflict. These experiences influence on their role identity, expertise, peer relationships and financial status. The study also established that for smooth and successful transition, consultation, participation, proper succession planning, and training is vitally important. This was necessary to ease the tension between management, leadership, specialist responsibilities, and resistance from specialists. The study recommends adequate support and preparation in all stages of transition to ensure that the organization benefits from the transition.
- Full Text:
- Date Issued: 2021
Mapping the transition from a traditional university into an entrepreneurial university
- Authors: Naidoo, Tharusha
- Date: 2021
- Subjects: Rhodes University -- Management , Education, Higher -- South Africa , Education, Higher -- Economic aspects -- South Africa , Academic-industrial cooperation , Entrepreneurship , Business and education -- South Africa , Research -- Economic aspects -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/172214 , vital:42177
- Description: The study aims to map the transition of a traditional university into an entrepreneurial university. The concept of the entrepreneurial university has been established as a game changer in the development and innovation spheres at higher education institutions worldwide. In the year 2002, the South African Higher Education sector embarked on a modelling and redefining journey which gave birth to the National Plan for Higher Education. The Entrepreneurship Development in Higher Education has undertaken work done on the entrepreneurial university which gave rise to the mapping that breeds ground towards policy. This study sought to investigate whether there is a conducive environment at Rhodes University, with an entrepreneurial climate to develop institutional capabilities and build new networks. The research highlights the current direction of Rhodes University and elaborates on the potential for the transition towards an entrepreneurial university. An overview of the entrepreneurial university was provided through an analysis of literature, which dominated in the more developed countries compared to South Africa. The researcher adopted a qualitative research study to capture the direct experiences of the individuals that are in the institution. A questionnaire was designed using the Organisation for Economic Co-operation and Development Guiding Framework and the direct perceptions of academics from the university were documented. The objectives were firstly, to explore elements of leadership and governance that enhance transformation of Higher Education Institution from a traditional university towards an entrepreneurial university. Secondly, to investigate internal resources that enhance Organisational Capacity with specific reference to people and incentives. Lastly, to determine how Teaching and Learning strengthen entrepreneurship development. The interviews revealed that the challenges faced by the institution were closely linked to those recognized by existing literature. What was interesting to note, limited funding and support were regarded as the most significant problems, closely followed by unskilled people and lack of infrastructure. It is suggested that cultivating and nurturing an entrepreneurial culture is of paramount importance together with the creation of a policy framework. Furthermore, the study concluded with practical recommendations proposed to management regarding the three strategic lenses. The research also illustrated that Rhodes University may not be viewed as being entrepreneurial but certainly has pockets of entrepreneurship and innovative activities.
- Full Text:
- Date Issued: 2021
- Authors: Naidoo, Tharusha
- Date: 2021
- Subjects: Rhodes University -- Management , Education, Higher -- South Africa , Education, Higher -- Economic aspects -- South Africa , Academic-industrial cooperation , Entrepreneurship , Business and education -- South Africa , Research -- Economic aspects -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/172214 , vital:42177
- Description: The study aims to map the transition of a traditional university into an entrepreneurial university. The concept of the entrepreneurial university has been established as a game changer in the development and innovation spheres at higher education institutions worldwide. In the year 2002, the South African Higher Education sector embarked on a modelling and redefining journey which gave birth to the National Plan for Higher Education. The Entrepreneurship Development in Higher Education has undertaken work done on the entrepreneurial university which gave rise to the mapping that breeds ground towards policy. This study sought to investigate whether there is a conducive environment at Rhodes University, with an entrepreneurial climate to develop institutional capabilities and build new networks. The research highlights the current direction of Rhodes University and elaborates on the potential for the transition towards an entrepreneurial university. An overview of the entrepreneurial university was provided through an analysis of literature, which dominated in the more developed countries compared to South Africa. The researcher adopted a qualitative research study to capture the direct experiences of the individuals that are in the institution. A questionnaire was designed using the Organisation for Economic Co-operation and Development Guiding Framework and the direct perceptions of academics from the university were documented. The objectives were firstly, to explore elements of leadership and governance that enhance transformation of Higher Education Institution from a traditional university towards an entrepreneurial university. Secondly, to investigate internal resources that enhance Organisational Capacity with specific reference to people and incentives. Lastly, to determine how Teaching and Learning strengthen entrepreneurship development. The interviews revealed that the challenges faced by the institution were closely linked to those recognized by existing literature. What was interesting to note, limited funding and support were regarded as the most significant problems, closely followed by unskilled people and lack of infrastructure. It is suggested that cultivating and nurturing an entrepreneurial culture is of paramount importance together with the creation of a policy framework. Furthermore, the study concluded with practical recommendations proposed to management regarding the three strategic lenses. The research also illustrated that Rhodes University may not be viewed as being entrepreneurial but certainly has pockets of entrepreneurship and innovative activities.
- Full Text:
- Date Issued: 2021
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