3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item The role of mentorship in transference of entrepreneurial learning: Johannesburg exempted micro enterprises and practitioners' perspectives(2017) Mhlahlo, Lumka PreciousLow levels of entrepreneurial activity and success have led to calls for mentorship as a support mechanism to increase the success rate of entrepreneurial ventures in South Africa’s economic landscape. Mentoring is a crucial aspect of entrepreneurial training and education (Sullivan, 2000; Regis, Falk, & Dias, 2007) and it is entrepreneurial education that is perceived as the solution that will transform South Africans from job seekers into job creators (North, 2002). It is also hoped that entrepreneurship education will contribute to the ideal of empowering as many people as possible in order to unleash the previously stifled human potential of all South Africans (Hanekom, 1995). Unfortunately, South Africans suffer from a ‘dearth of entrepreneurial acumen’, and this has resulted in the frequent lack of growth and high failure rates of businesses (Nieman, 2006; van Aardt & van Aardt, 1997). A two-phase qualitative research approach was utilised with semi-structured mentor and mentee interviews. This study found that mentorship was mutually beneficial to both the mentors and mentees. The latter experienced immense personal benefits on a business and emotional level whereas an increase in revenue and improved operational systems were identified as being positive impacts on business growth. Previous entrepreneurial experience, trust and empathy were stipulated as vital factors in the establishment of a successful relationship.Item Business model innovation in the South African ICT and financial services sector(2017) Motjolopane, IgnitiaThe only constant is change itself. The purpose of this research study was to investigate how companies manage business model innovation to compete effectively in a changing business environment. In the business environment the winds of change are generated by factors such as increasing competition, changing customer needs, deregulation and technological advancement that includes the network-era. Despite theories that companies compete effectively by adopting one of the three generic strategies of cost leadership, differentiation and focus there are prominent business model innovation examples that illustrate the value of business model innovation for gaining competitive advantage. As business model innovation supports companies gain competitive advantage differentiating business models in ways that are hard to replicate for incumbents and new entrants. In addition business model innovation is linked to company growth and financial performance with the fasted growing companies as those that undertake business model innovation. Such is the importance of business model innovation that a mediocre technology commercialised with a good business model is of a greater value than a great technology supported with a mediocre business model. Despite these explicit potential benefits of business model innovation and growing interests from both research and academic community research in business model innovation is still in its infancy with need for research in areas such using the business model concept to anchor identification of information systems impact, the business model innovation process and on how companies manage business model to compete effectively in a changing business environment. This research study is an effort to contribute in the research gap by investigating how companies manage business model innovation to compete. A pragmatism approach that strive for to a problem solving approach that takes into account existing knowledge and experience in business model innovation both from theory and practice to fuel best practice in business model innovation. Six case studies were selected from companies in the Information Technology Communication and financial services sectors in South Africa. The key findings from the study is a conceptualisation of managing business model innovation to compete in a changing environment is a complex activity with interrelated concepts of business model innovation drivers, process and business model components that are redesigned. These conceptualisation is used to develop a business model innovation framework that contributes to theory and practice in business model innovation. Furthermore, the research study identifies the importance of both entrepreneurial and inspirational leadership and quality of staff as important conditions under which the proposed conceptual framework would most likely support companies in managing business model innovation to compete in a changing business environment. As the proposed conceptual framework As such the proposed conceptual framework could serve as a basis for further empirical research that is both qualitative and quantitative. Such future work could assist in evolving and validating theoretical coherence, practical relevance and applicability of the conceptual framework elements in manging business model innovation to compete effectively in a changing environment. In terms of contribution to practice proposed conceptual framework with the detailed analysis of the business model innovation drivers, process and business model components may a useful guideline in undertaking a business model innovationItem Strategic management practices as a catalyst for SMME performance in the Gauteng province(2018) Tseka, Chidikwane MiddahThis study explores the prospect of strategic management practices in stimulating SMME performance. In a country were the SMME failure rate is 75% and one of the highest globally, avenues need to be explored to improve the performance and sustainability of SMMEs’. The research aims to investigate the relationship between SMME performance and aspects of strategic management: scanning intensity, locus of planning, planning flexibility, planning horizon and strategic nonfinancial and financial controls. Hypotheses are created based on the performance relationship with each of the strategic management dimensions. The study followed a quantitative research methodology. Data was collected from 99 respondents via a structured questionnaire, the respondents targeted were owners and managers of SMMEs’ in the Gauteng province. The findings of the study supports the hypotheses proving that there is a positive relationship between performance and 5 of the strategic management practices and 1 negative relationship as hypothesised. The practical implications of the study are that owners and managers of SMMEs’ can adopt effective strategic management practices that can lead to performance improvementItem Physical asset management maturity in mining: a case study(2016) Mona, Bonginkosi JohanSuccessful implementation and execution of asset management strategy is found to be a critical element in driving value, which depends on physical assets’ performance. This paper shows that strategic asset management targets measured as AM Maturity are often not attained. This study identifies key issues that prevent mining organisations from attaining the desired level of Asset Management Maturity. A qualitative methodology was utilised on a single case study design in order to investigate a particular phenomenon which is Asset Management Maturity at A-Coal site. The study revealed revealed the following key issues: lack of strong Asset Management leadership; lack of a favourable organisational structure which will provide Asset Managers with credibility and the authority to make decisions in support of organisational objectives; no leadership support; and a lack of training obviate the benefits that can be realised from improvement initiatives which motivated, committed and enthusiastic employees will be delivering. In addition to these challenges are organisational culture and a certain level of employees’ competitiveness in the field of asset management.Item Programme management principles as critical success factors for the realisation of post-implementation benefits from an ERP implementation(2016) Bindeman, KonradThe purpose of this research was to determine whether principles promoted by a programme management discipline be defined as critical success factors (CSFs) for the realisation of post-implementation benefits from an ERP investment in an organisation. The research method consists of a single case study with three embedded cases. The main source of data was the use of semi-structured interviews, and business documentation was used to corroborate findings. It was concluded that of the eleven CSFs proposed, three were highly likely CSFs, seven were likely but had certain conditions attached, and one is most likely not a CSF. It was also discovered that four additional CSFs proposed in interviews conducted may be relevant, and that four themes exist within the case data analysed. These may form part of future work.