The influence of strategic leadership on the performance of small and medium-sized enterprises as mediated by strategy implementation
- Authors: January, Nceba
- Date: 2024-04-03
- Subjects: Strategic leadership , Strategic planning , Corporate culture , Socioeconomic development , Social responsibility of business , Strategy implementation , Organizational performance , Small business
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/434723 , vital:73099
- Description: Small and medium-sized enterprises (SMEs) are viewed as the cornerstone of socio-economic development in many economies globally. The progressive contribution of SMEs to the global economy is irrefutable and enshrined in poverty alleviation, inclusive economic growth, and job creation strategies pursued by many economies worldwide. SMEs are primarily the form of enterprise that accounts for over 90% of all businesses; thus, Small and Medium-sized Enterprises are the main source of employment. SMEs' contribution to value creation is estimated to be above 50% on average. In emerging countries, particularly South Africa, SMEs contribute approximately 45% of the total employment and 33% of the Gross Domestic Product (GDP). In most countries, Small and Medium-sized Enterprises contribute to more than 50% of employment and GDP, and these figures become significantly higher when the informal small business sector is included. World Bank estimated 600 million jobs needed by 2030, making SME development a high priority for many governments worldwide. Despite globally acknowledged SME contributions, small businesses are still faced with many challenges that have ramifications on their survival, growth, and performance. Studies highlighted challenges such as lack of access to finance and funding modalities, appropriate technology and infrastructure, markets and social networks, and lack of research and development, strategic management skills, and inability to perform managerial tasks, among others. Recent studies have been conducted on many of these challenges; however, there is little known about the strategic management challenges that face SMEs and their business performance. Several studies were conducted on some of these strategic management challenges, such as strategic planning, strategic orientation, strategic agility, organisational flexibility, and total quality management. However, a review of studies relevant to SMEs and their performance is silent on the argument regarding the influence of strategic leadership on the performance of SMEs, especially when key drivers of effective strategy implementation mediate strategic leadership. Thus, this study investigated the influence of strategic leadership on the performance of SMEs as mediated by strategy implementation in Nelson Mandela Bay (NMB). A detailed theoretical investigation was conducted on the nature and role of strategic leadership, strategy implementation, and business performance of SMEs. Strategic leadership represents the independent variables of this study, namely: strategic direction, balanced organisational controls, organisational culture, organisation’s resource portfolio, and ethical practice, followed by the mediating variable (strategy implementation) and the dependent variable (business performance). An empirical investigation was also conducted to test the significant influence between these variables. This study adopted a positivistic approach using a quantitative research method. The sample size of the study was 390 respondents. Self-developed and structured questionnaires were physically distributed to 315 SME owners and managers in NMB using a convenience sampling method. Only 229 returned questionnaires were suitable and relevant to this study; thus, a 72.69% response rate was achieved. Returned questionnaires were cleansed, coded, and transferred to a statistical data analysis software called Statistica, version 14.0, for quantitative data analyses. The validity and reliability of the measuring instrument were confirmed using Exploratory Factor Analysis and the calculation of Cronbach’s alpha coefficients. Descriptive statistics was calculated to summarise the empirical data on demographic variables and the main variables of this study. Pearson’s correlations were calculated to determine the correlations between the main variables of this study, and the results confirmed that there is a positive influence between strategic leadership, strategy implementation, and business performance of SMEs. A multiple linear regression analysis was conducted to test the significance of the influence between the main variables of the study. A regression analysis outcome revealed that some of the strategic leadership activities (strategic direction, balanced organisational controls, and organisational culture) have a statistically significant positive influence on the business performance of SMEs. Furthermore, a statistically significant positive influence does exist between strategy implementation and business performance of SMEs. This study’s recommendations were suggested to SME owners/managers. Firstly, to formulate and develop a clear long-term vision of the business for the next 3 to 5 years. Align resources to key areas of business operation and set internal controls that will help set standards of desired performance and ultimately achieve them. Secondly, to formulate and implement shared values that connect employees to the business purpose and the way it is conducted. These shared values must be underpinned by a unique, valuable, and incomparable culture against competitors to gain a competitive edge. Furthermore, consider using rewards to recognise employees who embody the shared values of the business and are committed to the success of the business because of its culture. Thirdly, ensure both strategic and financial controls support strategy implementation and guide employees to achieve performance objectives. Use balanced scorecards to assess the effectiveness of controls in the business and put corrective measures to address performance gaps. Last but not least, invest in staff development and training, technological infrastructure, and set sound processes and systems for the business operation, establish structures that have clear lines of reporting, authority, and delegation. , Thesis (MCom) -- Faculty of Commerce, Management, 2024
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Institutional self-deception
- Authors: Jacot-Guillarmod, Genevieve Nicole
- Date: 2022-04-07
- Subjects: Self-deception , Business ethics , Social responsibility of business , Responsibility , Collective behavior Moral and ethical aspects , Attribution (Social psychology)
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/294548 , vital:57231 , DOI https://doi.org/10.21504/10962/294548
- Description: There are many examples of institutions which have made false claims, or performed certain acts, that have had, to varying degrees, a negative impact on their societies. For example, many corporations go to great lengths to present themselves as being environmentally friendly when in fact they are not. Many corporations have also been forced to recall dangerous products which they at one time or another insisted were safe. Research teams have misled participants with regard to what they can expect from their participation in studies, with grave consequences. Governments throughout the world are mired in corruption, and yet deny that this is so. One possible explanation is that in such situations these institutions are simply lying. However, another possible explanation is that these institutions are self-deceived, or lying to themselves. Recently it has been suggested that self-deception is something that affects certain groups as well as individuals. Given that institutions can wield a great deal of political, social and economic power, if institutions are capable of self-deception there is room for things to go awry on a very large scale with potentially dire consequences. Yet the explanations currently on offer for group-level self-deception appear to amount to instances of individual self-deception (either to certain key individual members of those groups being self-deceived, or to all or most members of a group sharing the same self-deceptive belief), and as such I do not regard the explanations currently on offer as satisfactory. I propose that there are certain situations in which we ought to see institutions themselves as self-deceived or lying to themselves. While the terms ‘self-deception’ and ‘lying to oneself’ are often used interchangeably, I differentiate between the two and argue that both institutional self-deception and an institution lying to itself are institution-level phenomena, and do not rely on any individual within the institution being self-deceived or lying to themselves. That this is so is of relevance to our attributions of accountability, and makes changes to institutional structure and procedures the focus of concern when it comes to preventing an institution succumbing to self-deception or lying to itself. , Thesis (PhD) -- Faculty of Humanities, Philosophy, 2022
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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.
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Patents, pills, poverty and pandemic: the ethical issues
- Authors: Brown, Walter
- Date: 2003
- Subjects: Kant, Immanuel, 1724-1804 -- Ethics , AIDS (Disease) -- Treatment -- South Africa -- Moral and ethical aspects , AIDS (Disease) -- Moral and ethical aspects , HIV infections -- South Africa , HIV infections -- Treatment -- South Africa -- Moral and ethical aspects , Social responsibility of business , Pharmaceutical industry -- South Africa -- Moral and ethical aspects
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:2705 , http://hdl.handle.net/10962/d1002835 , Kant, Immanuel, 1724-1804 -- Ethics , AIDS (Disease) -- Treatment -- South Africa -- Moral and ethical aspects , AIDS (Disease) -- Moral and ethical aspects , HIV infections -- South Africa , HIV infections -- Treatment -- South Africa -- Moral and ethical aspects , Social responsibility of business , Pharmaceutical industry -- South Africa -- Moral and ethical aspects
- Description: This thesis argues that corporations qua corporations are moral agents sui generis and hence capable of being held morally responsible. I argue that corporations qua corporations are responsible for the actual and foreseen consequences of their actions. I analyse normative theories and the different proscriptive responsibilities they place on moral agents and hence corporations. I examine Kantianism, utilitarianism and virtue ethics. I argue for a unique normative ethical theory that incorporates reasoning from all three of the normative theories. I argue for a broad range of reasons to factor into deciding whether an act is ethical or not. One of the claims of this thesis is that ethical theories must incorporate an agent’s motivation, intention and character traits as relevant to deciding on whether an action is ethical or not. My thesis argues for an indispensable role for the virtues while at the same time incorporating impartial beneficence and universal rationality from utilitarianism and Kantianism. This position I, following the literature, refer to as moderate virtue theory. Having established corporate qua corporate responsibility I question the pharmaceutical corporation’s practice of patenting life saving medication during a state of pandemic in poor countries. The moderate virtue theory position prioritises contexts and the actual human condition and criticises normative theories that attempt to give universal, abstracted answers to ethical problems. It is for this reason and the current (2003) HIV/AIDS pandemic that I focus on a particular context. I examine the practice of patenting life saving medication within South Africa and argue, applying moderate virtue theory, that this act cannot be justified. I argue that a pharmaceutical corporation that patents life saving medication in South Africa cannot justify that action and thus is morally responsible for that action. I also argue that corporations patenting HIV/AIDS medication in South Africa have unethical motivations and intentions.
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