Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study acts as a consulting solution to a South African small retail enterprise in developing an information system process model that will assist them to achieve their goals. A thorough analysis of the enterprise and the existing processes is conducted, where after the development of a transactional processing system is critically analysed. Small enterprises have specific information technology needs that are vastly different from large firms. The study takes into consideration the very specific conditions that will lead to successes and failures for this enterprise. It illustrates that from planning through to implementation and evaluation, it is important to integrate the technology as seamlessly as possible with the existing culture and operation. A review of existing principles for small enterprises is conducted and the guidelines flowing from this are outlined and applied to the business under investigation in a developing a practical solution. The owner understands that technology could be utilised to the benefit of his business. His backing and conviction that this is the way forward is imperative to the long-term success of the ultimate solution. Some guidelines to the study are set parameters as the owner has expressed specific requirements regarding the ultimate solution. This study provides a framework from which the developer, consultant and owner can sit at a planning stage and discuss an action plan for initialising and completing this project. Specifications and technical requirements can be deduced from the conclusions drawn in this study. The success of the new information system will depend solely on the quality of information and involvement of the users. The success of the ultimate solution will need the support of non-technology related functions. The information system will be dependent on the current processes and how well they are managed in conjunction with the new system. / AFRIKAANSE OPSOMMING: Hierdie studie behels die formulering van 'n oplossing vir 'n Suid Afrikaanse kleinsake onderneming. Die ontwikkeling van 'n inligtingstelsel proses model wat die onderneming in staat sal stel om hulle doelwitte te bereik is die fokus van die studie. Die onderneming en huidige prosesse word in diepte geanaliseer waarna die ontwikkeling van 'n transaksionele prosesering sisteem krities bestudeer word. Klein ondernemings het spesifieke informasie tegnologie behoeftes wat grootliks verskil ten opsigte van groot ondernemings. Hierdie studie neem in ag die spesifieke omstandighede wat die onderneming se suksesse en mislukkings sal bepaal. Dit wys uit dat die proses vanaf beplanning, tot en met implementasie en evaluasie, dit noodsaaklik is om die informasie tegnologie sonder haakplekke te integreer met die huidige kultuur en operasie. Bestaande beginsels vir kleinsake besighede word hersien en die gevolgtrekkings wat daaruit vloei word saamgevat en toegepas op die onderneming wat bestudeer word om 'n praktiese oplossing te ontwikkel. Die eienaar is bewus van die voordele wat informasie tegnologie vir sy onderneming kan inhou. Sy steun en oortuiging dat dit die regte oplossing is, is noodsaaklik vir die langtermyn sukses van die uiteindelike oplossing. Riglyne vir die studie word voorgeskryf waar die eienaar spesifieke parameters aangaande die uiteindelike oplossing vereis. Die studie verskaf 'n raamwerk waarmee die programeerder, konsultant en eienaar 'n beplanningsessie kan bywoon om 'n aksieplan te bespreek vir die oorsprong en voltooiing van die projek. Dit is moontlik dat spesifikasies en tegniese vereistes afgelei kan word vanaf die gevolgtrekkings gemaak in die studie. Die sukses van die nuwe inligting stelsel sal ten volle afhanklik wees van die kwaliteit van inligting en betrokkenheid van die verbruikers. Die sukses van die uiteindelike oplossing moet ondersteun word deur die funksies wat nie direk verwant is aan tegnologie nie. Die inligtingstelsel sal afhanklik wees van die huidige prosesse en hoe goed die prosesse gesamentlik met die nuwe stelsel bestuur word.

This qualitative study explored and described the role and contribution of training and skills development for sustainability in SMEs in the manufacturing sector in Durban and East London, South Africa. Individual face-to-face semi-structured interviews took place with 15 SME owners. Five themes and 11 sub-themes emerged in a content thematic analysis. The findings indicate that SMEs acknowledge that training and skills development positively influences their financial performance and sustainability. Whilst SMEs implement learning and skills development interventions, they lack suitably structured human resource development (HRD) policies and strategies; do not properly document training and skills development activities; and experience difficulty in evaluating learning. This study recommends that SMEs formulate and implement well-structured learning and development plans and schedules. It is also advised that SMEs liaise with academics and form Communities of Practice (CoPs), among other initiatives, to implement and monitor training and skills development for their sustainability. / Business Management / M. Com. (Business Management)

Submitted in fulfillment oof part of the requirements for the Masters ooff Business Administration, Durban University of Technology, Durban, South Africa, 2017. / Small businesses form the backbone of any nation’s economy, especially where unemployment is extremely high. South Africa is one of the many countries that struggle with low economic growth resulting in low employment. This study investigates the relationship between entrepreneurial orientation, business performance and competitive advantage. South Africa’s small business sector is under pressure as evidence exists that the failure rate is well above 70 percent, and to an extent, up to 90 percent depending on various conditions. This study was conducted in Durban, South Africa. The study sought to answer the two questions namely: a) Is there a significant relationship between entrepreneurial orientation and business performance? and b) Is there a mediating role of competitive advantage in the relationship between entrepreneurial orientation and business performance? These questions were targeted to small business owners or managers in Durban, South Africa. Therefore, 177 participants responded, and both questions were tested and yielded positive results. Data were collected by means of a questionnaire consisting of 24 items. Indeed, the finding was that there is a positive and significant relationship between entrepreneurial orientation and business performance, and that competitive advantage does mediate the relationship between business performance and entrepreneurial orientation. Finally, many studies examined in this study support the findings of this research pointing out that a strong positive relationship exists between business performance and entrepreneurial orientation. Similarly, there seems to be an agreement that there is some relationship between competitive advantage, entrepreneurial orientation and business performance. However, the literature reviewed did not clarify if competitive advantage does actually mediate the relationship between entrepreneurial orientation and business performance whilst this study found that mediation does exist between the entrepreneurial orientation and business performance link. Hence, small businesses need to learn more about this relationship so to take advantage of possible synergies that may arise from it. Further, both the government of South Africa and the private sector should keep supporting small businesses by making use of research studies like this one and many more which are based on theory and practice. / M

Submitted in partial fulfilment of the academic requirement for the Masters in Technology: Entrepreneurship, Durban Insititute of Technology, 2003. / South Africa has been classified as an upper-middle mcome developing country with a growth rate of 2.6%. In order to improve the quality of lives of all its citizens that includes the lowering of the unemployment rate, South Africa needs to achieve a growth rate of not less than 7%. One of the pre-requisites for economic growth is entrepreneurship. The SMME sector has been universally accepted as having the potential for generating employment and contributing to economic growth. In South Africa the SMME sector is a major contributor to the economy. Research has revealed that SMMEs fail in the first five years of start up or. stagnate in terms of development because of lack of skills, management expertise, finance and lack of basic infrastructure (such as electricity, physical premises and telecommunication). South Africa's entry into the global economy makes it imperative for businesses to have access to Information Communication Technologies regardless of the size of the business. The de-regulation of the Telecommunication Act 106 of 1996 made provision for SMMEs to provide telecommunication access to under serviced areas. This is a double-edged opportunity for the Durban Institute of Technology (M L Sultan campus) in that, the Durban Institute of Technology (M L Sultan campus) could become a Service Provider for Telecommunications access and at the same time provide SMMEs within its vicinity with Information Communication Technology access. This research outlines the various elements that a Higher Education Institution such as the Durban Institute of Technology (M L Sultan campus) needs to take into consideration for developing a Business Model to provide Information Communication Technologies to SMMEs within the vicinity of the Durban Institute of Technology. A sample of the SMMEs around the Durban Institute of Technology (M L Sultan campus) was interviewed to determine their ICT needs and their understanding of the impact of access to ICT on their business. It was found, inter-alia, that many SMMEs had no access what so ever and that there was a lack of understanding of the potential impact of ICT on their enterprise. / M

Crime in South Africa is one of the serious challenges facing post- apartheid democracy. As a result, many people find themselves jailed for different crimes which impact their ability to obtain formal employment upon release from jail. Therefore, employment is considered to be a significant contributor to an ex-offender not returning to offending behaviour. It is thus proposed that society has an essential and active role to play in attempts to lower recidivism rates. The hypothesis of this research was that lack of job opportunities for ex-offenders contributes to them breaking parole conditions. Also, communities where ex-offenders come from are not well prepared to welcome them back as transformed people. This treatment of ex-offenders contributes to them reoffending. Furthermore, the brick making industry plays a crucial role in the lives of ex-offenders by giving them an opportunity to be employed after serving their sentences. Finally, employment in the brick making business brings dignity back to the lives of ex-offenders. This study used qualitative research methods to address the research questions and gather relevant data. The use of a qualitative approach was adopted as it allows a deeper exploration of the different research objectives and questions of the study. Thematic content analysis was used to analyse the data. The findings of this study have revealed that the brick making business in the Mthatha region, in the Eastern Cape region of South Africa, is making a big difference in the lives of ex-offenders by offering them the opportunity to gain paid employment, thus contributing to their proper reintegration in their communities.

No keywords provided in thesis / The rapid advancement of information and communication technologies (ICTs) and the immense benefits they present to organisations have made ICT innovations prominent. However, there is a constant contention between ICTs that already exist in organisations and emerging digital technologies (DTs). The exponential rate at which these DTs evolve often overwhelms decision-makers. This study focused on the decisions of small medium enterprises (SMEs) whether to adopt emerging DTs or to continue using their existing ICTs: SME owners need to evaluate existing ICTs to gauge their usefulness before adopting emerging DTs. Existing decision tools are often insufficient, being based only on either financial evaluation models or ICT usage/adoption models. This study therefore reviewed ICT use, acceptance and adoption theories, as well as financial models, in identifying both the non-financial and financial factors relevant to the evaluation of existing ICTs. Using the Updated Information Systems Success Model as the base model, the study developed an integrated conceptual framework for the evaluation of existing ICTs. The conceptual framework was tested per the positivist philosophical paradigm using data collected from SME owners. Structural equation modeling was used to test and validate the framework. The key findings from the study are that the psychological views and personal experiences of SME owners play the most important role in the evaluation of existing ICTs; and are primarily driven by the social environment surrounding them. The thesis recommends that SME owners should not base their decisions to continue using the existing ICTs on their psychological views and personal experiences only. Such owners may be deceived into believing that emerging DTs are better than the existing ICTs, or vice versa. Rather, SME owners should also consider the performance of software and hardware; and the quality of the information from the existing ICTs. Some features of the existing ICTs, such as database, network, and cloud computing, do not seem to matter to the SME owners; nevertheless these factors are important to consider. The study contributed to Information Systems theory by scoping a body of literature specific to the evaluation of existing ICTs within SMEs in South Africa. The study also contributes to practice, in creating a framework that could assist SME owners to objectively evaluate existing ICTs before adopting emerging DTs. Future research, however, should consider qualitative methods to elicit other factors which may be relevant to the evaluation of existing ICTs / School of Computing / Ph. D (Information Systems)

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

Thesis (MPhil (Information Science))--University of Stellenbosch, 2008. / SMMEs provide opportunities for employment and economic growth for South Africa. SMMEs need to be as prepared as their larger counterparts in the ever-changing local and global business environment. In order to become not only successful but also sustainable, the smaller enterprise must be aware of what is happening in both its external and internal business and operating environment. It is important for these smaller enterprises to take cognisance of changes in the political and legislative environments, as well as changes in customer expectations and competitor behaviour. Knowledge management tools such as competitive intelligence and particularly internal and external benchmarking are vital for the company’s survival. Concepts such as benchmarking for internal and external best practices, as well as competitive intelligence to gain important external decision-making knowledge, can be as beneficial to SMMEs as they are to the large corporate entities. However, knowledge management is largely ignored in the smaller company’s decision-making processes, due to financial and time constraints as well as a lack of the necessary skills to utilise knowledge management tools. Knowledge management can therefore be as important and beneficial to the smaller enterprise’s operations and decision-making mechanisms as it may be to corporations and large companies. The broad goal of this study is to review the literature on achieving best practice by implementing knowledge management in organisations. The examination of the literature and the subsequent description of the outcomes could be used to create awareness that, like larger companies, SMMEs need to process internal as well as external information in order to make strategic decisions. The utilisation of CI tools such as SWOT analysis, PEST analysis and benchmarking allow the company to systematically gather and interpret information. By using the Baldrige criteria, a systematic and continuous approach for learning and improvement is developed. This methodology (the literature review) provides a framework for gaining the knowledge that already exists (in books, journals and on the Internet). By disseminating this knowledge according to the methods described, it is hoped that the research will construct already existing knowledge into a new approach that might benefit the discipline as a whole. From the results of the study, it should become clear that certain aspects of enhancing CI in smaller enterprises require attention. Although there are organisations that assist SMMEs with relevant information, this information is scattered across various sources in different formats. Not much information and assistance is available to smaller enterprises that provides a clear framework of how to achieve internal CI practices by using the CI tools and business models such as benchmarking within the formal structure of the Baldrige criteria.

While the concept of Corporate Social Responsibility (CSR) is widely used, it is not seen as the most appropriate to describe responsible business activities in Small, Medium and Micro-sized Enterprises (SMMEs). The concept of Responsible Business Practices (RBP) is better suited to SMMEs, although the theory is still based in the broader literature of CSR. Choices and decisions made by the owners/managers of SMMEs regarding the expenditures for RBP may reflect various influences. These influences may be conscious and purposely orientated toward a personal set of beliefs, but may also be indirectly, subconsciously influenced. This research will explore the influences behind expenditure decisions. Structured questionnaires will be used to reveal conscious influences that play a role in decision-making in SMMEs. The primary objective of this study is to investigate the aspects that consciously influence the decision-makers at SMMEs in Tshwane, South Africa, to expend resources on RBP. The study also aims to determine the awareness of, perceptions about and attitudes towards RBP among SMME decision-makers, as well as to determine the RBP activities SMMEs are involved in. Relationships between the extent of RBP engagement and the level of RBP awareness, the activities involved in, and the respondents’ highest level of education will be discussed. Key differences between the respondents’ age, highest level of education and gender with regards to the influencing aspects are also covered. The study contributes to the body of knowledge on individual-level studies in the RBP field and makes a contribution to the South African SMME literature that focuses on the doing of responsible business. It also addresses the gap in RBP knowledge by investigating the influences on RBP decisions in SMMEs, as the small business decision-making processes might prioritise influencing aspects differently than that in larger organisations. / Business Management / M. Com. (Business Management)

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)