Due to innovation, Information Technology (IT) is changing all the time. One of the fast growing IT innovations is cloud computing. The phenomenon of cloud computing has changed the way that business consumes IT and in particular Enterprise Resource Planning (ERP) systems. This phenomenon has led to a need for research in the field of cloud ERP systems. A review of the literature revealed a gap in research related to cloud ERP systems and particularly to the adoption of these systems in South African companies. Only a few studies have been done regarding the adoption of cloud computing in South Africa, and the extent of adoption of cloud ERP systems in South Africa is not known. This study set out to answer the research question “What is the extent of understanding and adoption of ERP system in South African companies?” The study will be useful to the ERP industry in understanding the level of adoption of and perceptions about cloud ERP systems by South African companies. In order to answer the research question a survey research strategy was adopted and was of an exploratory nature. The sample was composed of IT professionals and line managers in South African companies. Questionnaires were sent via web link and 41 complete responses were obtained. The results showed that the respondents had a good understanding of the advantages/benefits of cloud ERP systems. However, a lack of clear understanding of the disadvantages/drawbacks of cloud ERP systems was evident in the research data which could lead to non-adoption of cloud ERP systems. Adoption of cloud ERP systems was highest in the engineering, manufacturing and IT sector. It was evident that IaaS and PaaS have not been adopted at all. The majority of the companies (60 percent) that had adopted cloud ERP systems were SMEs. This is in line with international studies that show that SMEs are driving the change in IT innovation such as cloud ERP systems.

The fast pace of technological advancements is a driver of change in the world. In telecommunications, advancements as well as sector transformation pose challenges to entrepreneurs to remain competitive. The purpose of this study is to contribute to the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa. In order to achieve this purpose, the objective was to develop and test a theoretical model to promote entrepreneurial competitiveness in this sector. The purpose of the study was that if the factors that influence entrepreneurial businesses in this sector can be identified and recommendations applied, the competitiveness of these businesses can be improved. The approach was as follows: 1. Identify the factors, in a literature review, in three areas related to this study, namely, Entrepreneurial Orientation, Telecommunications and Benchmarking; 2. Develop a conceptual theoretical model comprising these identified factors which formed the base for the data collection; 3. Develop a measuring instrument to empirically test the relationships described in the conceptual model; 4. Empirically test the proposed model and suggested hypotheses by means of sourcing data from entrepreneurs in the telecommunications sector in South Africa and thereafter statistically analyse the sourced data; 5. Formulate the final theoretical model to support the research objective and 6. Propose recommendations based on the results of the statistical analysis. The three areas of literature study analysed were Entrepreneurial Orientation which focused on the entrepreneur, the entrepreneurial process and the positioning of technological entrepreneurs in the sector. The telecommunications section included an overview of telecommunications from a global perspective followed by specific focus on the South African sector. The section on benchmarking covered business performance aspects together with measurement techniques and benchmarking institutions relevant to entrepreneurship and telecommunications businesses. Initially, the literature study delivered four intervening variables (Entrepreneurial Orientation, Opportunity Recognition, Resource Allocation and Strategic Positioning) which influence entrepreneurial competitiveness. Within these four intervening variables, twelve underlying independent variables were identified. All the variables were hypothesised as they were perceived significantly to influence the dependent variable, perceived to be entrepreneurial competitiveness in the telecommunications sector in South Africa. These factors, clearly defined and operationalised, were structured in a questionnaire which was sent to entrepreneurs in the telecommunications sector. A response rate of 37 percent was achieved. Data collected from 301 questionnaires were subjected to various statistical analysis techniques. Cronbach-alpha coefficients were calculated to confirm the validity and reliability of the measuring instrument that was tested whilst the latent variables were confirmed by exploratory factor analysis. Structural Equation Modelling (SEM) was used to test the hypothesised significance of the relationships between the variables. Due to the sample size limitation, the conceptual model could not be subjected to SEM as a whole and consequently two sub-models were identified and subjected to further analysis. The SEM results presented the factors influencing entrepreneurial competitiveness whereafter the final model was presented for this study. This study contributed to this specific field of knowledge as follows: 1. New literature contributions are made in the field of entrepreneurial competitiveness in a specific sector; 2. It is the first known research conducted into the promotion of entrepreneurial competitiveness in the telecommunications sector in South Africa; 3. A theoretical model was developed that can be used to promote entrepreneurial competitiveness in the sector and 4. It suggests recommendations on empirically tested factors that significantly influence entrepreneurial competitiveness. Additional knowledge has been gained through the identification and description of how the following individual factors significantly influence entrepreneurial competitiveness in this sector: Benchmarking; Entrepreneurial Mindset; Entrepreneurial Management; Entrepreneurial Orientation; Financial Resources; Infrastructural Change; Regulatory Alignment and Technological Entrepreneurship. The present study was conducted in a time frame where sector transformation is prevalent in South Africa. The current circumstances relating to sector transformation and infrastructural changes will not last forever. The theoretical model therefore is limited to the specific sector conditions in a specific time cycle. In conclusion, the model and managerial recommendations that are presented can act as a guideline for entrepreneurs to adopt in order to improve the competitiveness of their businesses.

The most basic role of operations is to execute a strategy (Pycraft, Singh, Phihlela, Slack, Chambers & Johnston, 2010). The aim of this study is to make a contribution to operational performance by analysing the effectiveness of strategy execution at a confectionery manufacturing facility situated in the Nelson Mandela Bay (NMB). The primary objective of the study is to improve strategy execution at this manufacturing facility by investigating the influence of strategy; business processes; organisational factors; human resources; macro factors and leadership toward the success of strategy execution. The researcher gave consideration to whether this manufacturing facility measured on a strategy grid, is in a professional (champions’) league, headed towards a spectacular success; or headed towards being relegated and failure; or will it achieve somewhere in between like playing in the amateur (first division). The study was conducted in the quantitative paradigm. Data was collected using a structured questionnaire and sourced instruments were used to measure the variables in the hypothesised model. The objective of the questionnaire was to analyse the respondent’s understanding of how strategy is executed, thereby identifying the possible areas that need to be improved. It was found that most managers disagreed that the business processes, organisational factors and human resources effectively support the execution of the operational strategy and that the average response from the managers were neutral in respect of effectiveness of strategy and leadership. The inference is that although this manufacturing facility has a fair strategy, execution thereof is below average. The researcher therefore deduced that the most appropriate section for the manufacturing facility is between the first division and relegation. The research findings indicate that the management team is not effectively executing the operational strategy. The management implication of this finding translates into lost opportunities. These lost opportunities probably contributed to the poor results reported by the plant director in his quarterly performance review. The empirical results are discussed and recommendations are proposed to improve strategy execution, complementing the manufacturing facility’s goals to deliver the best performance and ultimately realise their stated vision: “to be the best and most loved confectionary site in the world”.

This study focused on the possible determinants of operational efficiency at the University of Venda, which was premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the stakeholders’ involvement in the strategic planning of the University of Venda. Structured questionnaires were used to collect data during August and October 2011. The study was conducted at the University of Venda, Vhembe District in the Limpopo Province. A non-probability sampling procedure was used to select respondents. The results revealed that whilst the stakeholders seem to be involved in the process of the strategic planning, the extent of stakeholders’ involvement has largely remained contentious. The results further indicate that not all stakeholders are involved in the strategic planning process at the University of Venda. Although stakeholders are invited to participate, the process of strategic planning is absolutely dominated by the management cadre, reducing the rest participants into the doldrums. Those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement and communication regarding the strategic planning process, the findings reveal that the majority of stakeholders were de-motivated in that regard, culminating in their lack-lustre approach towards the implementation of the orchestrated plan. The resultant lack of buy-in by the affected stakeholders, essentially the internal stakeholders (staff members and the student community), eventually hamper the actualisation of the targeted goals of the strategic plans. These results suggest that the strategic plan review should be an on-going process in order to update and involve the university community of the strategic planning processes. Proper feedback and communication on strategic planning processes should be implemented. More importantly, the stakeholders’ involvement and consultation on the strategic planning should be galvanized, since most of the staff members and students seem to be unaware of the strategic planning process at the University of Venda, let alone its contents and aspirations. / Business Management / M. Tech.(Business Administration)

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The changing political landscape, which culminated in the all-inclusive election of 1994, enfranchised the previously excluded majority voters and ushered into SA a government with a different agenda. This was an important landmark in the development of the SA business environment. Having pledged itself to improve the social and economic standards of the poor majority, the ANC-COSATU-SACP led government is committed to the elimination of barriers to enter any industry and stimulate the economy in order to improve employment opportunities. Until 1996 cement producers in SA co-operated under an official cartel that facilitated price-fixing and joint marketing and distribution. This study shows that during that period the industry recorded a healthy performance until 1996 when the cartel was dissolved. The industry performance suddenly plummeted in1996 and since then has remained on a downward trend. Analysis of the industry confirms that the industry has the characteristics of a monopoly. Three producers, namely PPC, Alpha and Lafarge, dominate the industry. The "big three" control almost 100 percent of the cement market with a cross ownership of assets which straddle the whole cement industry' in SA. Besides the assets along the cement value chain, the industry effectively has sole control of alternative cement materials businesses, namely ash and slag, and owns significant interests in aggregates and ready-mix concrete businesses too. The dissolution of the cartel in 1996 effectively disallowed price fixing, joint capacity planning and any other collusion as defined by the Competition Act of 1998. Subsequently, players are expected to fiercely compete in an industry that is an oligopoly. According to classical economics, co-operation is the effective conduct to survive in an oligopoly. Hence the contradiction between national expectations and structure of the industry creates a dilemma for asset owners. The principal barrier to entry into the SA cement industry emanates from the high capital investment requirements. This study shows that it is mainly the clinker manufacturing component of the value chain that requires very high investments. A group of small entrepreneurs, engaged in blending cement with ash or slag and selling the product in competition with equivalent products from traditional producers, has successfully entered the lower end of the industry. This is testimony to the fact that sections of the value chain have no barriers to entry. It is believed that as producers of clinker face high sunk costs they have reason to encourage more clinker content in their cement products. They may, therefore, stifle further development of alternative materials. The national imperative - to breakdown concentration of industries to allow for easy entry - seems to be in conflict with the profit motive that businesses to survive. This study therefore recommends an alternative strategy that could accommodate both views. An amenable strategy is for the industry to be redefined into three distinct subsectors with minimal cross-ownership of assets. The three sub-sectors are: 1. Clinker manufacturing: Clinker is a commodity that requires high investment costs. The sector should therefore be offered legal dispensation to operate as a monopoly but with enough regulation to ensure efficiency. It is recommended that players in this sector are allowed to co-operate for efficiency reasons and prices are strictly controlled by a regulator. The regulator must also ensure that the manufacturer is prohibited from owning interests in any other cement sub-sector, to eliminate industry control by a few. w Thus this sector must be rid of interests in aggregate, alternative materials and readymix businesses. 2. Cement manufacturing: A sub-sector for the manufacture of cement, clearly distinct from clinker production should be created. Processes for this sub-sector will commence with milling of clinker into cement and extend to marketing and distribution to end users. 3. Alternative cement materials: In view of economic stimulation, the development of alternative materials to compete with clinker should be encouraged. This sub-sector should be charged with research and development of these materials, and be allowed to blend them for marketing and distribution to end users. There are many implications that emanate from the myriad of stakeholders. Besides local owners of cement assets in SA, international asset owners and entrepreneurs in SA form part of the stakeholders. Thus shrewd planners will be required to champion this idea. It is therefore recommended that a team of academics and business practitioners be commissioned to investigate this and take it further. / AFRIKAANSE OPSOMMING: Die veranderende politieke omgewing, wat uiteengeloop het op die 1994 verkiesing, het die meerderheid kiesers tesame met die nuwe regering in 'n nuwe bedeling ingelei. Dit was 'n belangrike baken in die ontwikkeling van die Suid Afrikaanse besigheidsomgewing. Die nuutgevonde ANC-COSATU-SACP regering het homself toegewy aan sy beloftes om die sosiale en ekonomiese standaarde van die arm meerderheid van die bevolking aan te spreek, en daarmee saam om toegang tot industrie te vergemaklik, die ekonomie te stimuleer en werksgeleenthede te bevorder. Tot 1996 het sement vervaardigers in SA onder 'n offisiele kartel geopereer. Die kartel het gesorg vir fasilitering van prysbepaling, en gesamentlike bemarking en distribusie. Hierdie studie dui aan dat die sement industrie floreer het tot 1996, waarna die kartel ontbind is. Sederdien het die industrie in duie gestort, en is steeds in 'n afwaartse tendens. 'n Analise van die sement industrie toon die karaktereienskappe van 'n monopolie. Drie vervaardigers, nl. PPC, Alpha en Lafarge, domineer die industrie. Die "groot drie" beheer byna 100 persent van die sement industrie, en het verdeelde besitting van alle bates. Daarbenewens beheer hulle ook gedeeltelik of ten volle alle alternatiewe sement materiale besighede en ander verwante belange. Die ontbinding van die kartel in 1996 het effektiewelik prysbepaling verbied, asook gesamentlike kapasiteitsbeplanning en enige ander sameswering soos bepaal deur die Wet op Kompetisie van 1998. Dit word dus van alle spelers in die industrie verwag om gelykmatig te kompeteer in 'n oligopoliese industrie. Dit het egter 'n dilemma veroorsaak rondom die eienaarskap van voorheen gedeelde bates. Kapitale investering is die primêre verhindering tot toegang tot die sement industrie. Hierdie studie toon dat dit hoofsaaklik die klinkersteen vervaardigings komponent is wat groot investering vereis. 'n Groep entrepreneurs het 'n produk ontwikkel deur sement met as te vermeng, en sodoende 'n laer kwaliteit steen te vervaardig waarmee hulle suksesvol in 'n sekere marksegment meeding. Dit is getuienis van die feit dat sekere dele van die waardeketting relatief maklik binnegedring kan word. Die huidige vervaardigers van klinker produkte is onwillig om alternatiewe podukte te vervaardig, aangesien hulle die hoë koste van hul toerusting en die dienooreenkomstige kapitale investing moet regverdig. Die regeringsvisie om groot industrie af te breek om sodoende toegang tot industrie te vergemaklik, blyk in teenstelling te wees met die winsgerigtheid van besigheid. Hierdie studie stel 'n alternatiewe strategie voor wat beide visies kan akkomodeer. Dit stel 'n strategie voor wat die industrie sal herdefinieer in drie sub-sektore met minimale deling van bates. Hierdie sub-sektore is: 1. Klinker vervaardiging: Klinker is 'n kommoditeit wat groot kapitale investering vereis. Hierdie sektor moet dus toegelaat word om binne perke as 'n monopolie te opereer, met genoegsame regulering om effektiwiteit te verseker. Dit word voorgestel dat spelers in hierdie sektor toegelaat moet word om te koopereer om optimale vlakke van produksiekoste te handhaaf, en dat pryse streng gekontroleer word deur 'n regulerende liggaam. Hierdie sektor moet ook verbied word om enige ander besigheids en finansiele belange te hou by enige ander sement industrie sektor. 2. Sement vervaardiging: 'n Subsektor vir die vervaardiging van sement, duidelik onderskei van klinker vervaardiging, moet geskep word. Prosesse vir hierdie subsektor sal begin met die maal van klinker en bemarking en distribusie insluit. 3. Alternatiewe sement materiale: Die ontwikkeling van alternatiewe produkte om te kompeteer met klinker moet aangemoedig word. Hierdie subsektor moet hul toewy aan navorsing en ontwikkeling, sowel as vervaardiging, bemarking en distribusie. Daar is baie implikasies wat voortspruit vanuit die magdom belanghebbenes. Bo en behalwe die plaaslike eienaars van sement bates in SA, vorm internasionale bateeienaars en entrepreneurs ook deel van die belanghebbenes. Dit word dus voorgestel dat 'n span bestaande uit akademici en besigheid aangestel word om hierdie voorstelle verder te ondersoek.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: It is normally very difficult for an entrepreneur to start a new business. One of the most difficult things is to raise capital from financial institutions or venture capitalists. This mini study project shows the importance of a well thought-through business plan. The business plan not only concentrates on the positives, but will also indicate the risks involved. This will show financial institutions that the entrepreneur is serious about his idea and positive about its chances for success. In the business plan a lot of emphasis are put on the importance of a successful marketing plan. The marketing plan will determine the success of a new business. It is however very important not to loose site of the importance of a very thorough financial and economic review. There will always be risks involved in starting a new business. Entrepreneurship is all about risk-taking by individuals willing to pioneer new paradigms. A successful business plan will however remove some of the risk and make it more attractive to financial institutions. / AFRIKAANSE OPSOMMING: Dit is normaalweg baie moeilik vir 'n entrepreneur on 'n nuwe besigheid te begin. Een van die struikelblokke is die verkryging van kapitaal by finansiële instansies. Hierdie mini werkstuk wys die belangrikheid van 'n wel deurdagte besigheidsplan. Die besigheidsplan konsentreer nie net op die positiewe punte nie, maar wys ook alle risiko's betrokke. Dit wys aan finansiële instansies dat die entrepreneur ernstig is oor sy idee en die kanse vir sukses. In die besigheidsplan word daar baie klem gelê op die belangrikheid van 'n suksesvolle bemarkingsplan. Die bemarkingsplan sal die sukses van die besigheid bepaal. Dit is egter baie belangrik om nie die belangrikheid van 'n volledige finansiële en ekonomiese ondersoek te vergeet nie. Daar sal altyd risiko's betrokke wees by die begin van 'n nuwe besigheid. Entrepeneurskap in essensie is die neem van risiko's deur individue wat bereid is om nuwe paradigmas te ontwikkel.

Thesis (PhD (Business Management))--Stellenbosch University, 2008. / Please refer to full text to view abstract.

This study focused on the possible determinants of operational efficiency at the University of Venda, which was premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the stakeholders’ involvement in the strategic planning of the University of Venda. Structured questionnaires were used to collect data during August and October 2011. The study was conducted at the University of Venda, Vhembe District in the Limpopo Province. A non-probability sampling procedure was used to select respondents. The results revealed that whilst the stakeholders seem to be involved in the process of the strategic planning, the extent of stakeholders’ involvement has largely remained contentious. The results further indicate that not all stakeholders are involved in the strategic planning process at the University of Venda. Although stakeholders are invited to participate, the process of strategic planning is absolutely dominated by the management cadre, reducing the rest participants into the doldrums. Those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement and communication regarding the strategic planning process, the findings reveal that the majority of stakeholders were de-motivated in that regard, culminating in their lack-lustre approach towards the implementation of the orchestrated plan. The resultant lack of buy-in by the affected stakeholders, essentially the internal stakeholders (staff members and the student community), eventually hamper the actualisation of the targeted goals of the strategic plans. These results suggest that the strategic plan review should be an on-going process in order to update and involve the university community of the strategic planning processes. Proper feedback and communication on strategic planning processes should be implemented. More importantly, the stakeholders’ involvement and consultation on the strategic planning should be galvanized, since most of the staff members and students seem to be unaware of the strategic planning process at the University of Venda, let alone its contents and aspirations. / Business Management / M. Tech.(Business Administration)

The primary purpose of the study was to investigate the extent to which the Nkonkobe Local Municipality is able to meet its obligations in terms of the LGTAS - specifically as a rural municipality. Further to investigate what impact, if any, the Report on the State of Local Government in South Africa has had on the municipality. The study moved from the premise that municipalities are different, and that a rural municipality’s response to service delivery and the LGTAS, should be understood in the context of additional challenges, because of its remote locality. The study therefore is based on the assumption that the Nkonkobe Local Municipality has not been able to fully meet the objectives, as they are contained in the LGTAS that was approved by Cabinet in December 2009. The study proposed to give a background of the origin of municipalities and evolution and transformation of Developmental Local Government in South Africa. The in-depth literature review was undertaken on Developmental Local Government to achieve the objective of the study. Local Government Turnaround Strategy analysis with reference to Nkonkobe Local Municipality is also presented to test the proposed hypotheses. The empirical survey and research methodology used in the study is described and explained in-depths and followed by data collection in a form of a questionnaire. The research findings of the empirical survey are then analysed and reported in statistical form. In the final chapter; recommendations are presented based on the empirical survey findings through the respondent’s inputs in the questionnaire. Recommendations are also presented on how Nkonkobe Local Municipality can improve its business to achieve the objectives of LGTAS.

The telecommunications landscape in South Africa is changing. The monopolistic nature of the sector, previously dominated by Telkom has come to an end. Telecommunications companies, in particular SMMEs face the opportunity as well as challenges to find new ways of doing business successfully in this changing landscape. The research problem states a business model for SMMEs in the telecommunications sector. The author’s research is aimed to assist SMMEs in this sector to reposition them and be successful. The literature review focused on the local telecommunications market in South Africa, a comparisons between telecommunications markets in relation to other countries with similarities in their telecoms sectors as well as the opportunities and challenges SMMEs face in the market space. Regulation and new technologies pose opportunities but also potential dangers for business owners to conduct business. Traditionally, a typical resell model would be fully dependant on the way the monopolist determined the shape and structures of small companies, but the research indicated innovation and creativity will be the drivers to be successful today. The research design was done by using a survey questionnaire to telecoms end users. The literature review and a survey aimed at the consumer market were done and the findings highlights focus areas where SMMEs need to direct their energy and resources in to establish the business model. With reference to both the literature review and the empirical findings, the business model can be formulated and supported by a strong entrepreneurial person or group of people. In addition, the recommended business-level strategy is an integrated and coordinated set of commitments and actions the SMMEs will use to gain a competitive advantage by exploiting core competencies in specific telecoms markets.