M.Com. (Business Management) / Please refer to full text to view abstract

Typescript (photocopy). / Digitized by Kansas Correctional Industries

Knowledge Management has captured the attention of management and IT vendors are hastily bringing products to market. The interest in Knowledge Management is understandable given the moves towards knowledge based economies and workplaces. Large organisations have begun to understand the value of the knowledge held within their organisation. Nowadays, the value of an organisation may be based on its intellectual capital and this is demonstrated by organisations being sold for many times its worth in terms of hard assets. The concept of being able to store and use the 'knowledge' that is generated inside an organisation has obvious appeal. However, the management of this 'knowledge' and the ability to use it for an advantage requires careful planning and an understanding of knowledge inside the organisation and its workers. This process requires a mix of organisational, cultural and technology understanding. Current research and vendor interest is focussing on large organisations. However, Small to Medium size Enterprises (SMEs) also have an explicit need to manage their intellectual capital. Research interest in large organisations is strong, but SMEs cannot always use the findings that are targeted to large organisations and will probably be unable to afford the specific Knowledge Management tools offered by vendors. Nevertheless, SMEs can use the knowledge in their organisations to gain an advantage. In particular, the tourism industry has a significant knowledge component and Knowledge Management could provide substantial benefits. Many Knowledge Management principles apply to organisations irrespective of their size. How these can be implemented within a SME is the subject of this thesis.

The purpose of this study was to improve instructional system design at Small Business Development Centers by developing a best practice model for assessing client training needs. Two research questions were addressed: 1. Is self-directed learning an appropriate framework for instructional system design at Small Business Development Centers? 2. What are the components of a self-directed learning-based model for assessing the training needs of Small Business Development Center clients in Small Business Management programs? The theoretical framework that guided the research was constructivism. METHODS: Data collection included: 1) reviews of self-directed learning, instructional system design, needs assessment and Small Business Development Center literature; 2) preliminary interviews of Small Business Development Centers clients and instructors and university professors; 3) facilitation of a Delphi Method (using email); and 4) final interviews of the Delphi panelists. Analysis included qualitative and quantitative techniques. Findings included the compatibility of self-directed learning with Small Business Development Center educational practices and Delphi panel consensus on 34 training needs assessment items. CONCLUSIONS AND RECOMMENDATIONS: The conclusions were: 1. Self-directed learning is an appropriate framework for instructional system design at Small Business Development Centers. 2. Knowles' Andragogical Process Model is an appropriate foundation upon which to design instructional systems for Small Business Development Centers. 3. A self-directed learning-based training needs assessment model that incorporates the components of Knowles' Andragogical Process Model serves the needs of clients enrolled in the Small Business Management program at Small Business Development Centers. 4. Self-directed learning-based instructional systems for graduate programs in business and adult education will prepare personnel qualified to improve Small Business Development Center and other adult education programs. A model for assessing client training needs at Small Business Development Centers was developed from this study. The model illustrates the integration of self-directed learning with instructional design in Small Business Management programs. Recommendations were made for program development and further research. Self-directed learning-based instructional designs were recommended for Small Business Development Center and adult education program developers. Research is needed to test the model and to conduct action research that includes Small Business Development Center instructors and clients and university professors. / Graduation date: 1997

This study investigates how knowledge is created in a small business organization. Knowledge creation refers to organizational learning which results in innovation. The research design was a qualitative, single site case study of three firms in the point of sale industry. Data collection took place during a six month field study and employed multiple methods including participant observations, interviews, document reviews, and field journal entries. The study was informed by a conceptual framework which focused on the importance of both tacit and explicit knowledge forms, multiple modes of knowledge conversion (socialization, externalization, combination, internalization), and a knowledge spiraling process. Six themes emerged from the data. The first theme, "the people are the business" indicated that individuals become a knowledge creating structure that transcends office boundaries. A second theme, "we just spend tons of time talking", emphasized the importance of dialogue and informal communication structures to the sharing of tacit knowledge. A third theme, "there hasn't been a new idea in a million years", illustrated the predominance of incremental rather than radical innovation, the strategy of mimicking concept successes, and the importance of learning with other organizations through strategic alliances. A fourth theme, "you learn from your mistakes", represented the experiential nature of learning within the firm. A fifth theme, "it's one of those crystal ball kind of things" depicted the intuitive nature of personal knowledge and its limitations. Finally, the sixth theme, "a day late and a dollar short" explored how time and money pressures both enhance and hinder knowledge creation within a small business context. By comparing the themes to the conceptual framework the study concluded that small business organizations create knowledge in accordance with the nature of interpersonal interactions as they occur in context. The theoretical knowledge spiral was reconceptualized as a web structure in order to accommodate more diversity of approaches to knowledge creation and the complex nature of innovations.

With many studies on small business entrepreneurship indicating high failure rates, South Africa is no exception. However, the small business is a critical sector of the South African economy, as it contributes significantly to the country's job creation, innovation, empowerment, economic growth and development. The government has also identified the SME sector as the pinnacle for its important national development strategies. As failure seems to be higher at the entry level, it becomes important that all business opportunities are properly investigated. This study first looks into the divesture of a poor performing business, K.H. Foods Services CC trading as Steers. The aim is to assess entrepreneurally whether the business indeed needs to be divested. As the funds from the divesture were to be re-invested, an investigation of a new business opportunity is undertaken. A Chicken Licken franchise is chosen as a better mode of entry into the Richmond market. A cost-benefit analysis was done for both cases. The results of the analysis reinforced the decision to divest and invest. The analysis also gave an indication that the new business was a better investment option when compared to other investment alternatives such as a financial institution investment and an insurance lump-sum investment. The new business venture showed better returns on capital invested, and its payback period was shorter than other investment options. These analyses were supported by a consumer survey. The purpose of the survey was to test whether a need existed in Richmond for a Chicken Licken franchise, and most importantly, to establish whether this franchise will enjoy the support of Richmond consumers. To achieve this aim, a questionnaire was used to collect a relevant data from a representative sample of all adult resident population of Richmond who visit public places. The quantitative data was captured and analysed using the 'Statistical Package for Social Science (SPSS). Additionally, a multiple regression model was formulated and tested to examine the demand for Chicken Licken in the Richmond region. The results suggested an overwhelming support for a Chicken Licken franchise business in Richmond. Based on this survey and other strategic analyses, the decision was taken to open a Chicken Licken outlet in Richmond. / Thesis (MBA)-University of Natal, Pietermaritzburg, 2003.

Knowledge Management has captured the attention of management and IT vendors are hastily bringing products to market. The interest in Knowledge Management is understandable given the moves towards knowledge based economies and workplaces. Large organisations have begun to understand the value of the knowledge held within their organisation. Nowadays, the value of an organisation may be based on its intellectual capital and this is demonstrated by organisations being sold for many times its worth in terms of hard assets. The concept of being able to store and use the 'knowledge' that is generated inside an organisation has obvious appeal. However, the management of this 'knowledge' and the ability to use it for an advantage requires careful planning and an understanding of knowledge inside the organisation and its workers. This process requires a mix of organisational, cultural and technology understanding. Current research and vendor interest is focussing on large organisations. However, Small to Medium size Enterprises (SMEs) also have an explicit need to manage their intellectual capital. Research interest in large organisations is strong, but SMEs cannot always use the findings that are targeted to large organisations and will probably be unable to afford the specific Knowledge Management tools offered by vendors. Nevertheless, SMEs can use the knowledge in their organisations to gain an advantage. In particular, the tourism industry has a significant knowledge component and Knowledge Management could provide substantial benefits. Many Knowledge Management principles apply to organisations irrespective of their size. How these can be implemented within a SME is the subject of this thesis.

Thesis (MTech(Business Administration))--Cape Technikon, Cape Town, 1998 / The importance of small and medium businesses, (SMB's), and specifically the important role that they perfonn in a country's national economy, have long been realized. In South Africa, the emphasis being placed on promoting small businesses in the government's GEAR strategy is an indication of how important small and medium businesses are regarded, even at national government level. Statistical evidence underlining the valuable contribution ofSME's is frequently quoted in the literature. The following statistics are an indication of the contribution of SME's to the South African economy: • in 1991 there were approximately 800 000 formal businesses in South Africa of which approximately 700 000 or 85% could be classified as 5MB's; • their estimated contribution to the GDP at that stage was in the region of30%; • in 1991 SME's employed more than 2.4 million people (2.7 million people in 1994) which represented about 17% ofthe economically active population of 14.3 million at that stage; • "informal" Small Enterprises in 1991 was thought to be employing about 4.4 million additional people. If the high rate of insolvency's amongst SME's, relative to larger businesses in the economy are to be taken as a guideline, it is clear that the financial risks involved in managing, owning and/or investing in a small to medium sized business are relatively high. With the above being a stated filct, the question was asked as to what can be done to make this important sector ofthe economy more effective. A great deal ofresearch was done in the past as to what actually causes 5MB's to go bankrupt. Problem factors ranging from a lack of funding, high interest rates, hostile labour relations and inflation to unsupportive governments were named in various studies as primary reasons for the failure of these businesses. Previous research has also found that the use ofstrategic management as a management tool in smaller businesses, such as 5MB's, is being neglected by the managers/owners ofSME's.

Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2010 / Many companies are currently focusing on how to stay innovative, how to innovate and how to create an innovation climate in their companies. Why is innovation vital to companies? New Product Development (NPD) can be a key factor in this regard. Companies believe that NPD is their life blood; it can be the better way to survive firmly and be more competitive. In addition, the strategy of how to manage NPD process effectively and efficiently is becoming a powerful way of achieving a competitive edge. As Small and Medium Enterprises (SMEs) play a significant role in South African economic development, it is critical for companies especially (SMEs) to seek an ideal way to manage innovation productively. However, to be innovative is not easy for any organization and it should be managed effectively. The effective management of innovation and NPD in SMEs is investigated in this study. Innovation and NPD has already become the key drivers of sustainability and competitiveness for many companies especially SMEs. Innovation and NPD as the main subjects that are carefully studied, discussed and understood in larger corporations and multinational enterprises. It would appear that the same cannot always be said when it comes to SMEs.

Thesis (MTech (Business Information Systems)--Cape Peninsula University of Technology, 2007 / E-commerce, as one of the applications of the Internet, has been considered as a possible channel for small businesses to be benefIted. However, due to their nature, it is challenging to involve e-commerce in small businesses; some new risks arise that typically are not adequately addressed in SMMEs' (Small, Micro and Medium Enterprises) established risk management programs. Therefore, to obtain the benefits from e-commerce adoption, SMME owner/managers need to identify and manage these risks. Identifying SMME owner/managers' perceptions of e-commerce related risks, and how they manage them is crucial for ascertaining the factors that affect the successful small business e-commerce adoption, as their perceptions influence their decision-making process. This research identified South African SMME owner/managers' perceptions of e-commerce related risks, and their effects on e-commerce and SMMEs' development. The investigation was conducted by using a quantitative research methodology, drawing on the data obtained from a sample of 50 questionnaires, and the 17 interviews out of the 50, by using qualitative research methodology to achieve the research objectives. The SMME owner/managers' perceptions imply that they are unaware of e-commerce related risks, they lack risk management attention to and skills in e-commerce related risks and their businesses, which can affect the development of e-commerce adoption and SMMEs. The perceptions also exhibited the SMME owner/managers' attitudes to risk-taking; the research provides a platform for SMMEs to understand their risk management performance. On the other hand, the perceptions reflect the orientations of developing SMMEs' e-commerce adoption such as: how to provide SMMEs with a better understanding of obtaining the benefits from e-commerce adoption? How to help SMMEs to manage e-commerce related risks? In conclusion, this research study proposed a model to assist SMMEs to understand e-commerce related risks in order to obtain the maximum benefits of e-commerce adoption.