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The determination of critical success factors that impact on the performance of SMEs in e-commerceZeelie, Eben Johannes January 2002 (has links)
The research problem addressed in this study is the determination of the critical success factors for SMEs in e-commerce. To achieve the objective, an integrated list of critical success factors, gathered from practitioner- and academic literature, had to be identified. The integrated list was developed through the following sub-processes: · The first consisted of a literature survey of the sources and the identification of critical success factors, which lead to insights into the role of critical success factors in strategic management and the objectivity of the CSF identification process. The second comprised surveying the literature dealing specifically with the unique characteristics of SMEs, to identify factors that are critical to the survival and growth of SMEs. · The third consisted of a survey of the academic and practitioner literature dealing with critical success factors in e-commerce, in order to develop an integrated list of critical success factors for SMEs in ecommerce. The integrated list that emerged from the literature study consisted of the following seventeen critical success factors: 1. Target the right customers 2. Involve all stakeholders 3. Provide access to all customer information 4. User-friendly web design 5. Let customers help themselves 6. Offer online and offline assistance to customer enquiries 7. Deliver personalized service 8. Foster online community 9. Top management support 10. Technical infrastructure 11. Security and control of the e-commerce system 12. Promotion of site 13. Financial planning and control of project 14. Loyalty 15. Development of a business plan 16. Branding of the site 17. Shipping and fulfilment The integrated list was used as the basis for the compilation of a survey questionnaire to identify the eight most critical success factors for SMEs in ecommerce. The survey questionnaire was sent to SMEs that are members of the Port Elizabeth Chamber of Commerce and Industry, have a website and comply with the criteria for SMEs. The empirical study identified the eight most critical success factors for SMEs in e-commerce and indicated strong concurrence with the unique characteristics of SMEs.
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An evaluation of the study skills training programme in the foundation programme at the University of VendaSikhwari, Tshimangadzo Daniel 07 June 2012 (has links)
D.Ed. / The University of Venda is situated in an educationally disadvantaged environment. The study skills training programme was introduced in the Faculty of Humanities, Management Sciences and Law Foundation Programme to enhance students’ academic performance through structured interventions incorporating learning strategies, effective time management, and self-concept enhancement, among other skills. The purpose of the study was to evaluate the effectiveness of the study skills training programme for disadvantaged students in the Foundation Programme at the University of Venda, and to modify the current study skills training programme based on the findings of the research. Comparison was done between students exposed to the study skills training programme (experimental group) and those students that were not exposed to the programme (control group). The comparison focused on study habits, attitudes, study methods as well as academic performance of both groups. The study was completed in two phases. In the first phase, quantitative and qualitative data were collected through the mixed methods sequential explanatory research design. The researcher first collected and analysed the quantitative data. The qualitative data were collected and analysed second in the sequence and helped to explain the quantitative results obtained earlier. The Survey of Study Habits and Attitudes (SSHA) and the Learning and Study Strategies Inventory (LASSI) were used to collect quantitative data. Qualitative data collection was done by means of focus group as well as individual interviews. The results indicated that the academic performance of the experimental group was lower as compared to that of the control group. The current study skills training programme did not do enough in raising the motivational levels of students in the Foundation Programme (experimental group). One would therefore conclude that there were some deficiencies in the programme. The control group appeared to be a better group academically compared to the experimental group. The main determinant therefore appears to be potential rather than training. The literature review has yielded important information regarding the enhancement of academic performance of students. For example, it was noted from the literature that the use of a particular learning approach (strategy) should be linked to the learning context as well as the type of learning task.
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Residential-based business as an alternative location-decision for the SMME'sEhlers, Marthinus Bredell 19 January 2007 (has links)
Home-based and residential-based businesses have become a very visible feature of some main road arteries into and out of suburbs of most big cities in South Africa. Previous residential zoned properties are being used to such an extent for business purposes that certain main routes into cities has virtually lost its residential character. Home-based businesses is not new to South Africa. Some 1,8 million people run some form of business from home. However, the purchase or rent of a residential property and then re-zoning it for business use in some specific areas seem to be a new phenomenon. Preliminary interviews with entrepreneurs and small business owners of these residential-based businesses would indicate that it is an alternative location to shopping centres/malls and office parks. They are often harassed by landlords and/or cannot afford the rentals charged or cannot comply with certain aspects of the lease agreement. The study is an exploratory research into this phenomenon and is supported by a proper literature study as well as an empirical study. The literature reviews the concepts of entrepreneurship and small, medium and micro enterprises (SMME's) as a starting point for this study. This sector is a vital contribution factor for any economy and one of the most important strategic decisions that must be made by these small business ventures is the location-decision. All the theories and factors of location in the literature reveals this important decision and the different types of location for SMME's are explored, with emphasize on the newest phenomenon, residential-based businesses. The empirical part of the study consisted of a questionnaire that was completed by means of personal interviews on a sample in the greater Pretoria Metropolitan region. The objective of this study was to find the reasons for this very visible development in suburbs and to investigate whether this is an effective alternative location for SMME's. The research findings indicated the reasons and advantages of residential-based businesses as well as the possible problems and disadvantages of this location-decision. The three factors identified as advantages of this location-decision are the location and growth advantages, the cost advantages and personal advantages. The three disadvantage factors are some personal disadvantages, local authorities' rules and regulations and some management disadvantages. Proper recommendations are being made on how to run and manage such a residential-based business and the paper will therefore not only be of value to entrepreneurs and SMME's wanting to make this important location-decision, but also to town planners at the city councils for future strategic planning. / Thesis (D Com (Business Management))--University of Pretoria, 2007. / Business Management / unrestricted
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A foot in both camps: the influence of role identity centrality of professional service entrepreneurs on entrepreneurial orientation and firm performanceUnknown Date (has links)
Professional service entrepreneurs (PSEs) paradoxically practice their profession in
highly institutionalized contexts which require significant socialization, while at the same
time enacting their role as an entrepreneur. Some activities consistent with
entrepreneurship may be unnecessary for—and possibly even contradictory with—
activities consistent with professional roles. In this dissertation, I addressed the questions
of how two highly central role identities (professional and entrepreneurial) related to
entrepreneurial orientation (EO) in professional service practices, and how EO influences
performance in the context of professional practices. Using a sample of 139 physicians,
I examined the relationships between the role identity centrality of two primary roles
(professional and entrepreneurial) that PSEs occupy, the EO of their firms, and firm
performance. This study utilized a mixed methods design, consisting of both a
questionnaire and semi-structured interviews administered to a sample of professionals who own professional practice firms in the southeastern region of Florida. Findings
suggest a significant and positive relationship between entrepreneurial role identity
centrality and entrepreneurial orientation and a marginally significant and negative
moderation of entrepreneurial role identity centrality upon the relationship between
professional role identity centrality and EO. A qualitative study served to elaborate on
the findings of the quantitative study, and revealed the potential of very unique
understandings of the intersection of entrepreneurship and professional practice across a
selection of physicians. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection
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Establishing an intrapreneurial orientation as strategy : a framework for implementationJacobs, Hannelize 13 September 2012 (has links)
M.Comm. / Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
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Entrepreneurial mindset and entrepreneurial education as tools for sustainable SMESMbanga, Nelisa January 2016 (has links)
Small and Medium Enterprises are the engines of economic development. In developing countries, they play an irreplaceable role in poverty alleviation through creation of jobs and contribution towards the countries’ gross domestic products. South Africa is faced with a challenge of high failure rate of SMEs despite the efforts by government to support and grow this sector. For a country to have a strong sustainable economy, sustainable and successful SME sector is necessary. Literature reviews have demonstrated that incorporating sustainability aspect into entrepreneurship improves the performance of businesses. Research on implementation of sustainability principles by SMEs is limited and SMEs have been left out in sustainability teachings and monitoring. The purpose of the study was to analyse the role played by entrepreneurial mind-set and entrepreneurial education on sustainability of SMEs. The research was conducted amongst 10 SME owners/managers with businesses located in the Buffalo City Metropolitan Municipality. Case study method using a semi-structured interview guide was conducted. Results were transcribed, analysed and interpreted. Results of the research demonstrated that SME owners/managers possess entrepreneurial mind-set, which is a necessity to run a successful business. There was also evidence that entrepreneurial education enhances entrepreneurial mind-set of SME owners/managers. SMEs owners/managers also demonstrated that they implement sustainability principles informally with no guiding documents. With regards to implementation of sustainability principles, there was no noticeable difference between SME owners/managers who had undergone entrepreneurship education and the ones who had not gone through entrepreneurship education. This highlighted the need to incorporate sustainability issues in entrepreneurship education courses. The study brings contribution towards building sustainable SMEs.
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The importance of growth, innovation and strategy in engineering entrepreneurshipNeves, Mario 28 August 2012 (has links)
M.Ing. / The purpose of this research dissertation is to test the hypothesis that entrepreneurial engineers are not familiar with innovation, growth and business planning strategies, or simply do not apply them. The hypothesis is investigated with the help of case studies and published works; outlining the different methods and principles employed by relatively new business ventures to ensure continued success. The scope of this research dissertation is limited to why there is a need for well managed growth, continual innovation and the strategic positioning and planning in business. The form of research design chosen for the experimental program is characterised and based upon the "Method of Data Collection", outlined in Cooper and Schindler: Business Research Methods, 7iT h Ed., 2001. The refined method is based upon a Two Stage Design incorporating a Non probability, Convenience Sample. The literature review of this research dissertation will be viewed as the Exploratory Section of the Two Stage Design, as outlined by Cooper and Schindler. The results of the survey which was carried out indicate that entrepreneurial engineers have an equal chance of being familiar or not familiar with the concepts of innovation and growth. Those who were familiar with the concepts were more likely to have knowledge of the entrepreneurial strategies regarding the concepts and to implement the strategies. Entrepreneurial engineers were likely to be familiar with business strategies, and those who were familiar, were more likely to have strategic architecture and intents, but less likely to have company missions than those who were not familiar. There seemed to be no correlation between the field of engineering or the field of business, and the likelihood of familiarity with the concepts. However, engineers who had business and management experience prior to starting their business ventures were more likely to be familiar with the concepts, but no more likely to implement them than engineers without prior experience. The literature review and the survey carried out agree with the initial hypothesis that entrepreneurial engineers starting relatively new business ventures either were not familiar with the concepts of innovation, growth and strategy, or simply did not apply them. However the agreement between the survey results, and the hypothesis and literature review, are not to the extent that was originally expected.
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Adequacy of project based financial management systems of small and medium construction enterprises in BotswanaSsegawa-Kaggwa, Joseph 10 1900 (has links)
The thesis documents findings of a study conducted to develop a project based financial
management system (PBFMS) whose role was viewed as a contributor to the successful
delivery of projects leading to improved financial performance of small and medium
construction enterprise (SMCEs). In particular, the PBFMS was viewed as a facilitator
{function) for the efficient and effective conduction of the strategic management, project
planning and control processes. Thus an adequate PBFMS was seen as one which, facilitates
the efficient and effective delivery of projects with a view to provide enhanced enterprise
performance. In pursuit of this aim, theory and practices relating to the development, operation
and use of a PBFMS were investigated and analysed from both literature and field work
leading to findings being reported in the thesis. In addition, the actual financial management
systems of SMCEs were investigated to determine the extent to which their attributes match
those of the proposed PBFMS model.
The motivation for embarking on the study was brought about by three aspects observed in
Botswana. Firstly, was the frequently documented poor delivery of projects, that is, for a
sustained period of time, projects were being delivered beyond stipulated times, above agreed
cost, and below specified quality. In some worst scenarios, projects were being abandoned at
various stages execution but before completion. Secondly, the investigation was also prompted
by the frequent financial failures of enterprises that were being recorded in the construction
industry. Thirdly, the conduct of the proprietors of the construction enterprises was also
frequently circumspect, particularly in matters relating to financial management.
Thus in pursuing the study, a number of premises were made. Firstly, the financial
management systems of the SMCEs were considered inadequate to fulfil their functions, that
is, they were incapable of facilitating the strategic management, project planning and control
process. It was also speculated that management of SMCEs were not committed to the
PBFMS i.e. they did not participate, get involved and did not comply with the policies
regarding the planning, developing, and operation of financial management systems. As a
result, PBFMS were unable to play their role of facilitating to the successful delivery of
projects for improved contribution to the financial performance of SMCEs. The second
premise was that financial models available are either too generic to guide SMCEs in financial
management matters or the strategic component is not linked to the operational plans to
execute the strategy. For those which are meant for construction enterprises, they normally
prescribe practices for project planning and control without including the strategic element and
vice versa. In essence there is a gap in each of the models available for use by the SMCEs. It is
the closing of this perceived gap in knowledge that the results of the thesis contribute in
finding a solution to the mentioned problem. Thus the study aimed at answering two research
questions: (i) Do SMCEs have adequate PBFMS that facilitate the effective delivery of
projects for enhanced financial performance? and (ii) Is there a relationship between the
adequacy PBFMS and poor performance of SMCEs? To facilitate the answering of these two
question two hypothesis were formulated namely: Hoi: The PBFMS of SMCEs are adequate
to facilitate the delivery of projects; and Ho2: The adequacy of the PBFMS is positively
correlated with the performance of SMCEs. To test the two questions a research process was
planned and executed in several steps.
Firstly, a survey strategy using the questionnaire was selected as the most appropriate method
to provide a snap shot of the existence of attributes of PBFMS and to investigate associated
practices relating to their development and operation. The method was considered more
appropriate and effective in gathering large data in a short space of time in line with the
doctoral time framework. Construction enterprises registered with Public Procurement and
Asset Disposal Board (PPADB) for building and civil work in classes A, B, C and D were
surveyed. The internal quantity surveyor, estimator or accountant were requested to respond
on matters relating PBFMS on behalf of the SMCEs. The sampling frame from which the
SMCEs considered for study were obtained from the two government departments which work
closely with PPADB, the Department of Building and Engineering Services (DBES) and
Department of Roads (DR). The sample sizes for each group category (small and medium)
were determined using Krajcie and Morgan (1970) table. Stratified and systematic random
sampling was used to select the identity of the members to form a sample fro study from the
sampling frame. The second step was to design the questionnaire to probe the three aspects
identified as constituting the PBFMS namely the strategic management; project planning and
control; and management commitment. Essentially the questionnaire sought to investigate the knowledge, tools, techniques, practices, opinions and attitudes of those who design, develop,
operate and use the PBFMS in the SMCEs. To ensure a high quality design, the questionnaire
was given to experts in the subject area to provide some comments on its suitability and was
also piloted on four enterprises. Data collected was analysed using mainly the SPSS software
and involved application of various statistical techniques including cross-tabs, ratio analysis, ttests
and correlational tests.
A total of 101 completed questionnaires were received, made up of 55% and 46% small and
medium enterprises, respectively. The demographic profile of SMCEs confirmed some of the
expected results, for example, majority (59%) of the respondents were owner/managers
confirming the dominance of the owner in SMCEs. Majority of SMCEs (59%) were more than
9 years old, with medium enterprises being more mature (60% older than 9 years) than the
small sized enterprises (49% older than 9 years). Majority (56%) of SMCEs had 10 or more
employees, with medium sized enterprises having more employees (75% with 10 or more)
than the small sized enterprises (42% with 10 or more). SMCEs performed more of building
work alone (48%) than both building and civil work (48%) or maintenance (11%) and no
enterprise performed civil work (0%) alone. Majority of SMCEs (65%) acted as main
contractors as opposed to sub-contractors, though as expected sub-contracting was seen more
in small (20%) than medium (10%) enterprises. Lastly, the public sector (central and local
authorities) provided majority (65%) of the SMCEs jobs. However, if parastatals which are
wholly owned by government were added, the public sector job market adds up to 73%
(65%+8%).
The testing of the major two major hypothesis resulted in the following conclusion. The
results indicated that the first hypothesis was supported, that is, in a majority of SMCEs
operating in Botswana the PBFMS were found to be adequate in facilitating the delivery
of projects. The results were therefore not in agreement with the basic premise made at the
commencement of the study. In view of the finding, it suggests that SMCEs in Botswana have
adequate systems that support the efficient and effective project planning and control.
Secondly, management is committed to the 'welfare' of the PBFMS in terms of complying
and supporting their development and operation. However, like any human endeavour, there are weaknesses in the PBFMS, for example, they were found inadequate in facilitating the
strategic management process, including lack of linking the process to the operational process
in order to execute the strategy. They were also found weak in one of the most crucial process
of project management; that of project control.
The second major investigation showed a weak link between the adequacy of a PBFMS
and performance. Secondly, the results also indicated that the SMCEs which had
adequate PBFMS performed better than their counterparts. The first results were not
surprising since the cause of poor performance were shown as three pillars (business
environment, client/representatives and enterprise factors). However, the second results
emphasise that SMCEs with adequate PBFMS posted better performance than their
counterparts with inadequate systems. In this way the role of PBFMS in contributing to better
performance was illustrated by the results.
Some recommendations are proposed resulting from the findings and how to achieve a deeper
understanding of the subject. Firstly, SMCEs should pay more attention to matters pertaining
to strategic management to ensure a long-term view of their enterprises. Secondly, when a
strategic plan is developed, it must be implemented through operational plans as a means of
executing the strategy. Thirdly, concerted effort should made in ensuring that the projects are
controlled as it is the only way to achieve sustained profitability and satisfied customers.
Fourthly, as a way of providing a deeper understanding of the subject, it is suggested a
longitudinal study could be undertaken to yield a more encompassing investigation than a
cross sectional study which captured only one business cycle of the industry (down turn).
Lastly, the study could be replicated in another industry with a similar profile like the
construction industry in Botswana, for example, Namibia or/and the study could include large
enterprises to provide means of comparing the different profiles of enterprises. / Business Management / D. B. L.
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The importance of knowledge and skills transfer in the private equity, venture capital and angel investing processCadle, Schalk Willem 12 1900 (has links)
Thesis (MComm (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT:
For any country, including South Africa, new business development is critical for the
sustained growth and development of the economy. In this study the impact of the
transfer of knowledge and skills by the investor to the investee and the impact on the
success of private equity, venture capital and angel investments, new business
development in South Africa and internationally is researched.
A literature study is firstly conducted to determine, from literature, the importance of the
transfer of knowledge and skills by the investor to the investee of a new venture. The
results from recent research conducted in the United States of America and Europe is also
included to determine current global development tendencies. The research highlighted
factors, other than merely having a good business idea, which determines the success of a
new venture.
The global research clearly demonstrates that the active involvement of the angel
investors, venture capitalists and private equity investors in new ventures, through the
transfer of knowledge and skills, determines the success of the investment in new
business development.
The survey that was done in the South African venture capital environment seems to
support this outcome although the South African market sector is in the early stages of
development and focuses mainly on private equity and not so much new business
development. / AFRIKAANSE OPSOMMING:
Nuwe besigheidsontwikkeling is krities vir enige land, ingeslote Suid Afrika, om
deurlopende en volhoubare groei en ontwikkeling van die land se ekonomie te verseker.
Hierdie studie het die impak van die oordrag van kennis en vaardighede op die sukses
van privatekapitaal- , waagkapitaal- (alternatiewelik – nuwebesigheidsbeleggings) en
engelbeleggings in nuwebesigheidsbeleggings vir Suid Afrika en Internationaal,
nagevors.
‘n Literatuurstudie om die belangrikeid van die oordrag van kennis en vaardighede, van
die belegger na die nuwe besighede, in die gemelde belggingsprosesse vir
nuwebesigheidsbeleggings te bepaal, is eerstens gedoen. Die uitkoms van navorsings wat
onlangs in die Verenigde State van Amerika en Europa gedoen is, is ook ingesluit om die
huidige internationale ontwikkelingstendense rakende nuwebesigheidsbeleggings te
bepaal. Die navorsing het die klem geplaas op ander belangrike faktore anders as slegs ’n
goeie besigheidsidee, wat die sukses van ‘n nuwe besigheid bepaal.
Die internasionale navorsing het duidelik aangedui dat die aktiewe betrokkenheid van
beleggers, engel-, waagkapitaal en privatebeleggers, deur die oordrag van kennis en
vaardigheid aan die nuwe besigheid, die sukses van die nuwe besigheid en dus die
belegging bepaal.
Die opname wat in Suid Afrika gedoen is, ondersteun hierdie internasionale bevinding
alhoewel die Suid Afrikaanse nuwebesigheidsbeleggings sektor in die vroeë stadium van
ontwikkeling is en daar hoofsaaklik gekonsentreer word op privatekapitaalbeleggings,
“private equity investments”, terwyl die werklike nuwebesigheidsbeleggings nie soveel
aandag geniet nie.
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Adequacy of project based financial management systems of small and medium construction enterprises in BotswanaSsegawa-Kaggwa, Joseph 10 1900 (has links)
The thesis documents findings of a study conducted to develop a project based financial
management system (PBFMS) whose role was viewed as a contributor to the successful
delivery of projects leading to improved financial performance of small and medium
construction enterprise (SMCEs). In particular, the PBFMS was viewed as a facilitator
{function) for the efficient and effective conduction of the strategic management, project
planning and control processes. Thus an adequate PBFMS was seen as one which, facilitates
the efficient and effective delivery of projects with a view to provide enhanced enterprise
performance. In pursuit of this aim, theory and practices relating to the development, operation
and use of a PBFMS were investigated and analysed from both literature and field work
leading to findings being reported in the thesis. In addition, the actual financial management
systems of SMCEs were investigated to determine the extent to which their attributes match
those of the proposed PBFMS model.
The motivation for embarking on the study was brought about by three aspects observed in
Botswana. Firstly, was the frequently documented poor delivery of projects, that is, for a
sustained period of time, projects were being delivered beyond stipulated times, above agreed
cost, and below specified quality. In some worst scenarios, projects were being abandoned at
various stages execution but before completion. Secondly, the investigation was also prompted
by the frequent financial failures of enterprises that were being recorded in the construction
industry. Thirdly, the conduct of the proprietors of the construction enterprises was also
frequently circumspect, particularly in matters relating to financial management.
Thus in pursuing the study, a number of premises were made. Firstly, the financial
management systems of the SMCEs were considered inadequate to fulfil their functions, that
is, they were incapable of facilitating the strategic management, project planning and control
process. It was also speculated that management of SMCEs were not committed to the
PBFMS i.e. they did not participate, get involved and did not comply with the policies
regarding the planning, developing, and operation of financial management systems. As a
result, PBFMS were unable to play their role of facilitating to the successful delivery of
projects for improved contribution to the financial performance of SMCEs. The second
premise was that financial models available are either too generic to guide SMCEs in financial
management matters or the strategic component is not linked to the operational plans to
execute the strategy. For those which are meant for construction enterprises, they normally
prescribe practices for project planning and control without including the strategic element and
vice versa. In essence there is a gap in each of the models available for use by the SMCEs. It is
the closing of this perceived gap in knowledge that the results of the thesis contribute in
finding a solution to the mentioned problem. Thus the study aimed at answering two research
questions: (i) Do SMCEs have adequate PBFMS that facilitate the effective delivery of
projects for enhanced financial performance? and (ii) Is there a relationship between the
adequacy PBFMS and poor performance of SMCEs? To facilitate the answering of these two
question two hypothesis were formulated namely: Hoi: The PBFMS of SMCEs are adequate
to facilitate the delivery of projects; and Ho2: The adequacy of the PBFMS is positively
correlated with the performance of SMCEs. To test the two questions a research process was
planned and executed in several steps.
Firstly, a survey strategy using the questionnaire was selected as the most appropriate method
to provide a snap shot of the existence of attributes of PBFMS and to investigate associated
practices relating to their development and operation. The method was considered more
appropriate and effective in gathering large data in a short space of time in line with the
doctoral time framework. Construction enterprises registered with Public Procurement and
Asset Disposal Board (PPADB) for building and civil work in classes A, B, C and D were
surveyed. The internal quantity surveyor, estimator or accountant were requested to respond
on matters relating PBFMS on behalf of the SMCEs. The sampling frame from which the
SMCEs considered for study were obtained from the two government departments which work
closely with PPADB, the Department of Building and Engineering Services (DBES) and
Department of Roads (DR). The sample sizes for each group category (small and medium)
were determined using Krajcie and Morgan (1970) table. Stratified and systematic random
sampling was used to select the identity of the members to form a sample fro study from the
sampling frame. The second step was to design the questionnaire to probe the three aspects
identified as constituting the PBFMS namely the strategic management; project planning and
control; and management commitment. Essentially the questionnaire sought to investigate the knowledge, tools, techniques, practices, opinions and attitudes of those who design, develop,
operate and use the PBFMS in the SMCEs. To ensure a high quality design, the questionnaire
was given to experts in the subject area to provide some comments on its suitability and was
also piloted on four enterprises. Data collected was analysed using mainly the SPSS software
and involved application of various statistical techniques including cross-tabs, ratio analysis, ttests
and correlational tests.
A total of 101 completed questionnaires were received, made up of 55% and 46% small and
medium enterprises, respectively. The demographic profile of SMCEs confirmed some of the
expected results, for example, majority (59%) of the respondents were owner/managers
confirming the dominance of the owner in SMCEs. Majority of SMCEs (59%) were more than
9 years old, with medium enterprises being more mature (60% older than 9 years) than the
small sized enterprises (49% older than 9 years). Majority (56%) of SMCEs had 10 or more
employees, with medium sized enterprises having more employees (75% with 10 or more)
than the small sized enterprises (42% with 10 or more). SMCEs performed more of building
work alone (48%) than both building and civil work (48%) or maintenance (11%) and no
enterprise performed civil work (0%) alone. Majority of SMCEs (65%) acted as main
contractors as opposed to sub-contractors, though as expected sub-contracting was seen more
in small (20%) than medium (10%) enterprises. Lastly, the public sector (central and local
authorities) provided majority (65%) of the SMCEs jobs. However, if parastatals which are
wholly owned by government were added, the public sector job market adds up to 73%
(65%+8%).
The testing of the major two major hypothesis resulted in the following conclusion. The
results indicated that the first hypothesis was supported, that is, in a majority of SMCEs
operating in Botswana the PBFMS were found to be adequate in facilitating the delivery
of projects. The results were therefore not in agreement with the basic premise made at the
commencement of the study. In view of the finding, it suggests that SMCEs in Botswana have
adequate systems that support the efficient and effective project planning and control.
Secondly, management is committed to the 'welfare' of the PBFMS in terms of complying
and supporting their development and operation. However, like any human endeavour, there are weaknesses in the PBFMS, for example, they were found inadequate in facilitating the
strategic management process, including lack of linking the process to the operational process
in order to execute the strategy. They were also found weak in one of the most crucial process
of project management; that of project control.
The second major investigation showed a weak link between the adequacy of a PBFMS
and performance. Secondly, the results also indicated that the SMCEs which had
adequate PBFMS performed better than their counterparts. The first results were not
surprising since the cause of poor performance were shown as three pillars (business
environment, client/representatives and enterprise factors). However, the second results
emphasise that SMCEs with adequate PBFMS posted better performance than their
counterparts with inadequate systems. In this way the role of PBFMS in contributing to better
performance was illustrated by the results.
Some recommendations are proposed resulting from the findings and how to achieve a deeper
understanding of the subject. Firstly, SMCEs should pay more attention to matters pertaining
to strategic management to ensure a long-term view of their enterprises. Secondly, when a
strategic plan is developed, it must be implemented through operational plans as a means of
executing the strategy. Thirdly, concerted effort should made in ensuring that the projects are
controlled as it is the only way to achieve sustained profitability and satisfied customers.
Fourthly, as a way of providing a deeper understanding of the subject, it is suggested a
longitudinal study could be undertaken to yield a more encompassing investigation than a
cross sectional study which captured only one business cycle of the industry (down turn).
Lastly, the study could be replicated in another industry with a similar profile like the
construction industry in Botswana, for example, Namibia or/and the study could include large
enterprises to provide means of comparing the different profiles of enterprises. / Business Management / D. B. L.
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