A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering April 2017 / The construction industry in South Africa has an array of challenges. These challenges make it difficult for emerging contractors to establish and maintain successful companies. The purpose of this report is to establish why there are so few successful emerging contractors in the construction industry. In this study, the success of an emerging contracting company was judged by the survival of that company for a minimum period of five years and an improvement in the company’s CIDB grade by at least three levels during its existence. Structured interviews were conducted with a sample of 10 successful emerging contractors in Gauteng. The study found that technical capacity is one of the components of successful emerging contracting companies. It also found that technical capacity, inconsistent work opportunities and financial constraints are challenges that affect contractors when trying to increase their CIDB grade. The successful emerging contractors in the study utilised various strategies to overcome challenges in the industry, however, these strategies were flexible for changing circumstances and new opportunities. / MT 2017

Thesis (M.B.A.)-Business Studies Unit, Durban University of Technology, 2006 133, [5] leaves / Project Management is the wave of the future. This discipline and its evolution continues to be one of the principal means by which operational and strategic changes are managed in the enterprise. The importance of Project Management for organisational success will expand, rather than wane, in years to come. Projects, particularly large scale complex ones with multiple stakeholders, are failing at alarming rates despite a wide spectrum of efforts to solve the problem. The lack of meaningful results and outcomes is due, in part, to the fact that organizations tend to operate on a set of unproven assumptions concerning project objectives, business requirements, user expectations, motivations, agendas, schedules, costs and time frames. The management dilemma is that Transnet has committed R 65 billion to projects in the hope of developing its core businesses to that of world-class standards as a logistics service provider in South Africa. Transnet’s capital project division, Protekon, is responsible for managing the projects committed to this R 65bn capital expenditure. Transnet’s perception of Protekon’s failure to successfully deliver projects could result in appointments of external consultancies such as Hatch McDougal and Guba (HMG – an engineering consultant firm). Whereas, previously, Protekon was the monopoly service provider of engineering and project management skills within Transnet, Transnet’s sub-divisions appear to be utilizing outside consultancies more frequently. The reason for procuring engineering and consultancy services external to Transnet, among others, is the perception that Protekon is performing poorly in delivering successful projects. The outsourcing of work, fuelled by the negative perception of Protekon’s performance, directly impacts on the profitability of Protekon in the short to medium term. The objective of this dissertation was firstly to investigate the effect of Protekon’s involvement in Transnet’s project success; and secondly, to recommend strategies to improve the rate of project success, that could be applied within Transnet and Protekon. / M

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management specialising in Entrepreneurship and New Venture Creation Johannesburg, 2017 / Existing literature indicates a positive relationship between human capital and entrepreneurial capital. This has been a dominant supported view for ages. Among other scholars, Unger, et al. (2011); Davidson and Honig (2003); still uphold the view that human capital influence entrepreneurial success to a certain magnitude. However, contemporary studies argue that although the relationship has been demonstrated for decades, some assumptions to the perception should be questioned as the world evolves over time. Unger (2011); Martin, et al. (2013), and more other scholars identify the modification of the traditional assumptions. In terms of these scholars, uncertainty remains over the magnitude of this relationship and the circumstances under which human capital is more or less strongly associated with entrepreneurial success. Consideration of fragmentation in today's study with regard to conceptualization of human capital, the choice of success indicators, the context of study provide some critical challenges to the traditional perception of consistent relationships. All these aspects provide some open gaps to be filled by research. Oostebreek, et al. (2010) sees a questionable relationship between human capital factors and entrepreneurial success, which in terms of Unger, et al. (2011) give rise for the consideration of a moderator approach to study the effects of human capital on business success in order to efficiently determine whether the stated relationships exist or not. Resourced-Based Theory (RBT) was used as theoretical framework to this study. Three main constructs and five sub-constructs have been used to formulate the conceptual model from which three hypotheses were developed and tested. Empirical studies was conducted among selected informal traders in Limpopo Province – focusing in three districts. 257 unregistered small business owners were potential respondents. A quantitative methodology was employed to collect and analyse data through survey research design. The Structural Equation Modelling (SEM) along with AMOS 23, SPSS were used as descriptive statistical tools to test the validity of the hypotheses. Both theoretical and applied implications will assist the knowledge-base of researches. Policymakers will also find the implications useful in industrial policymaking. This study provides recommendations which may assist further research and other related enquiries of academic nature. / MT2017

Thesis (M.B.A.)-Business Studies Unit, Durban University of Technology, 2006 133, [5] leaves / Project Management is the wave of the future. This discipline and its evolution continues to be one of the principal means by which operational and strategic changes are managed in the enterprise. The importance of Project Management for organisational success will expand, rather than wane, in years to come. Projects, particularly large scale complex ones with multiple stakeholders, are failing at alarming rates despite a wide spectrum of efforts to solve the problem. The lack of meaningful results and outcomes is due, in part, to the fact that organizations tend to operate on a set of unproven assumptions concerning project objectives, business requirements, user expectations, motivations, agendas, schedules, costs and time frames. The management dilemma is that Transnet has committed R 65 billion to projects in the hope of developing its core businesses to that of world-class standards as a logistics service provider in South Africa. Transnet’s capital project division, Protekon, is responsible for managing the projects committed to this R 65bn capital expenditure. Transnet’s perception of Protekon’s failure to successfully deliver projects could result in appointments of external consultancies such as Hatch McDougal and Guba (HMG – an engineering consultant firm). Whereas, previously, Protekon was the monopoly service provider of engineering and project management skills within Transnet, Transnet’s sub-divisions appear to be utilizing outside consultancies more frequently. The reason for procuring engineering and consultancy services external to Transnet, among others, is the perception that Protekon is performing poorly in delivering successful projects. The outsourcing of work, fuelled by the negative perception of Protekon’s performance, directly impacts on the profitability of Protekon in the short to medium term. The objective of this dissertation was firstly to investigate the effect of Protekon’s involvement in Transnet’s project success; and secondly, to recommend strategies to improve the rate of project success, that could be applied within Transnet and Protekon.

South Africa has one of the highest unemployment rates in the world, currently 23.90%. One way for the government and policy-makers of South Africa to address this dire statistic is through the fostering and promotion of entrepreneurship and small business creation. The benefits of entrepreneurship are numerous and can include: increasing a country’s productivity, enhancing the welfare and well-being of its citizens, reducing emigration rates, improving economic development and perhaps, most importantly, increasing employment rates. Worldwide, small businesses within the private sector have become indispensable to sustainable job creation and therefore it is of the utmost importance that small businesses in any economy develop, grow and succeed. Despite the fact that research pertaining to small businesses has increased over the years, little empirical evidence has been established. In particular, research into what makes small businesses successful has been limited. Entrepreneurial activity in South Africa remains less than ideal and therefore it is appropriate that research into the success factors of small businesses in South Africa be investigated. Furthermore, the survival of South African small businesses beyond four to five years of being in operation is estimated at only 20.00%. It is evident that a lack of knowledge exists and with respect to this research the factors found to be the most common determinants of success for small businesses in Port Elizabeth were determined and investigated. Convenience- and snowball sampling techniques were used to identify potential participants. In total 43 usable questionnaires were returned. Methodological triangulation was used to analyse the data, according to descriptive- and inferential statistics, as well as content analysis. This being so, the research was conducted within two paradigms, primarily, the positivist research paradigm and also the phenomenological research paradigm. The key findings of this study indicate personal factors to be the most important success factor group, while the environmental success factor group is considered the least important. The most important factors attributable to the success of participants’ small businesses include: maintaining good customer services skills and relationships; having a strong commitment to product/service quality; and having honest employees with sound professional ii knowledge and a positive morale. The least important success factors include: trade exhibitions and business fairs; small business legislation; and industry structure and competition. Finally, the hypothesis tests indicate that significant differences only exist between: the relationship statuses and business factors and the business sectors and environmental factors. The results of this research have significant practical implications for the various stakeholders of entrepreneurship. It is hoped that the results will add to the existing body of knowledge and in turn aid South Africa in becoming aware of the factors essential for small business success. In doing so, South Africa at large will be able to take full advantage of entrepreneurship and small business creation, which continue to remain well within its reach

Problem: In South Africa, women have not always had opportunities in society or the workplace due to historical discriminatory political and socio-economic policies and practices, including apartheid (United Nations Economic Commission for Africa, 2011). Gender disparity at the top echelons of organisations is still prevalent, and the South African business landscape is not different despite progressive legislation promulgated in the late 90s when the democratic government took over. Aim of the study: The aim was to identify challenges faced by women when attempting to advance into executive positions and strategies that could assist them in this respect. Method: A literature study was conducted to establish what work had already been done in the field of gender studies and advancement of women in the corporate world. For the empirical study an interpretivist paradigm with a qualitative research approach was adopted. Interviews were conducted with ten women who were members of the Port Elizabeth branch of the Businesswomen's Association of South Africa (BWASA) and who were categorised as hopeful, emerging or already in executive positions. They were asked about the challenges they were facing or had experienced and the strategies that assisted or could assist them in advancing to an executive position. They were also asked to provide critical incidents with the view of enriching the data and gaining a deeper understanding of the phenomenon. Results: Gender-insensitive organisational policies, an unsupportive organisational culture and unknown barriers in selection emerged as key challenges experienced by the participants. Facilitative strategies that emerged included a supportive corporate culture, family support, an enabling supervisor and affiliation to professional bodies. Conclusion: Whilst a large pool of work has been done on the advancement of women, gender equality in corporate South Africa remained a challenge. This challenge should be addressed from a corporate, personal and professional perspective. Recommendations: An integrated organisational approach to this phenomenon is required which should include appropriate company policies, a supportive organisational culture and enabling supervisors. In addition, women should garner the support that their families provide and they could greatly benefit from affiliating to professional bodies.

This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.

Small and medium-sized enterprises (SMEs) are recognised internationally and in South Africa as a critical component of the economic development of a country as a result of their contribution to job creation, alleviation of poverty, sustainability and innovation. Furthermore, the majority of SMEs are also family-owned and play an increasingly important role in the South African economy, making up approximately 84 per cent of businesses in the country. Despite the critical role that family and non-family SMEs play in economic development, they are still plagued with high failure rates and unique challenges that make it difficult for them to survive. These challenges include, amongst others, regulatory burdens, restrictive labour policies, a lack of access to finance, markets and technology, as well as an overwhelmingly constant emphasis on survival. As a result of the added dynamic of family relationships within family-owned SMEs, they face additional challenges such as conflict between family members and inadequate succession planning. Focus is often placed on the factors leading to failure, but little is known about success-aiding behaviours that could reduce the high failure rate and improve the success rate of these businesses. As a result, it is important to examine what determines success and how it is measured. Success can be defined as the attainment of goals, therefore the achievement of goals plays a critical role in the success of the business.

Thesis (MComm)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: At present the population in South Africa continues to grow at a higher rate than the rate of job creation. Traditional sources of job creation, such as large enterprises and state departments, are unable to provide enough jobs to combat the increasing rate of unemployment. An important component of the government's effort to address the unemployment problem, should be the emphasis on the development of entrepreneurship. In a study done in Bulgaria by Bartlett and Rangelava the contribution of small business to job creation became clear. Bulgaria, like South Africa, is also plagued by a high rate of unemployment (1997: 330). As the small business is seen as the natural port of entry for the entrepreneur to the business world, it would only be logical if efforts to encourage entrepreneurship are focussed on small business development. In essence entrepreneurial activity can be regarded initially as a local phenomenon which then spreads to the larger economy. In this regard research suggested that a mega event in a local context might result in an increase in entrepreneurial activity. The development of the Saldanha Steel project could be seen as an example of such a mega event in the West Coast region. This event inevitably led to an increase in entrepreneurial activity, which manifested in the establishment of many formal and informal businesses. At the completion of the project, however, few businesses survived. This raises the question whether the opportunity perceived by the mega event rather than the market on the long term initiated the decision to start-up. In this study it will be argued that the businesses that survived the so-called mega event were started as a result of long-term market considerations characterized by the critical success factors underlying an entrepreneurial decision. The objective of this research is to prove that the critical factors for entrepreneurial success play a more important role in eventual success and survival of the enterprise than the opportunistic entrepreneurial behavior sparked by a mega event only. Consequently the critical success factors for entrepreneurial success of businesses established in anticipation of the mega event that survived and surviving businesses established in the ten year period prior to the mega event, will be compared in order to test the hypothesis. / AFRIKAANSE OPSOMMING: Tans is die bevolkingsaanwas in Suid-Afrika hoër as wat die toename in die skepping van werksgeleenthede is. Tradisionele bronne vir werkskepping, soos groot sakeondernemings en staatsdepartemente, kan nie voldoende werksgeleenthede skep om die toename in werkloosheid teë te werk nie. 'n Belangrike komponent in die regering se poging om die werkloosheidprobleem aan te spreek, behoort 'n fokus op die ontwikkeling van entrepreneurskap te wees. 'n Studie wat deur Bartlett en Rangelova in Bulgarye gedoen is, toon duidelik dat klein- en mediumsakeondernemings 'n bydrae tot werkverskaffing lewer. Bulgarye, soos Suid-Afrika, is ook die prooi van 'n hoë werkloosheidsyfer (1997: 330). Kleinsakeondernemings word beskou as die natuurlike deurgang vir die entrepreneur tot die sakewêreld en dit sou net logies wees om pogings om entrepreneurskap aan te moedig, op die ontwikkeling van klein sakeondernemings te fokus. In wese kan entrepreneursaktiwiteite beskou word as 'n aanvanklike plaaslike verskynsel wat geleidelik uitbrei na die groter ekonomiese sektor. Navorsing suggereer, derhalwe, dat 'n grootskaalse gebeurtenis binne plaaslike konteks kan lei tot 'n toename in entrepreneursaktiwiteite. Die ontwikkeling van die Saldanha Staal-projek kan beskou word as sodanige gebeurtenis in die Weskusstreek. Hierdie projek het onvermydelik tot 'n toename in entrepreneursaktiwiteite gelei wat in die vestiging van verskeie formele en informele sakeondernemings gemanifesteer het. Na voltooiing van die projek het min van die ondernemings egter bly voortbestaan. Dit laat die vraag ontstaan of dit die potensiële geleentheid van hierdie grootskaalse gebeurtenis, eerder as die langtermyn mark is wat hierdie ondernemingsbesluite geïnisieer het. In hierdie studie sal daar van die standpunt uitgegaan word dat die ondernemings wat die grootskaalse gebeurtenis oorleef het, die is wat die resultaat van langtermyn markoorwegings was en gekenmerk is deur kritiese suksesfaktore onderliggend aan 'n entrepreneursbesluit. Die doel van hierdie navorsing is om te bewys dat die kritiese suksesfaktore vir entrepreneursukses 'n belangriker rol in die uiteindelike sukses en oorlewing van 'n onderneming speel as die opportunistiese entrepreneursgedrag wat slegs deur 'n grootskaalse gebeurtenis aangevuur is. Om die hipotese te toets sal daar 'n vergelyking getref word tussen die kritiese suksesfaktore vir entrepreneursukses van ondernemings wat in afwagting van die grootskaalse gebeurtenis begin is en nog bestaan, en dié van ondernemings wat in die tien jaar periode voor die verwagte gebeurtenis begin is en nog bestaan.

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: South Africa is a land of contrasts - contrasts in its landscape, cultures and business. Highly successful organisations exist in South Africa. The less fortunate organisations can learn a lot from them and other successful international organisations. Business has become a highly sophisticated science and although a recipe for instant success does not exist, the criteria described in this study can enhance an organisation's chances for success considerably. The first section of the study focuses on a literature study of nine critical factors identified in successful organisations. The study covers: Vision, Map, Customer Focus, Confidence, Standards, Drive, Teamwork, Support and Belonging. The establishment and development of these critical factors within an organisation are fundamental in highly successful organisations. The study will defines and develops these factors into practical and understandable criteria to be used and measured in an organisation. It further uses the criteria to show where an organisation could be failing and highlights some common mistakes that can be avoided. The study also provides business models to develop these criteria. The second section of the study focuses on an internal survey done at Rubico (Pty) Ltd, to measure the criteria explained in the first section. The survey highlights areas where Rubico (Pty) Ltd is functioning well, but also identifies shortcomings. The survey can be used as a measuring tool to provide insight into areas where an organisation is lacking and give the user the ability to manage more effectively. / AFRIKAANSE OPSOMMING: Suid-Afrika is 'n land van kontraste - kontraste in die landskap, kulture en sakewêreld. Daar bestaan baie suksesvolle organisasies in Suid-Afrika. Minder suksesvolle organisasies kan baie leer by hierdie en ander suksesvolle internasionale organisasies. Besigheid het verander in 'n hoogs gesofistikeerde wetenskap en hoewel daar geen resep bestaan vir oornagsukses nie, kan die kriteria wat beskryf word in hierdie studie 'n organisasie se kanse op sukses verbeter. Die eerste deel van die studie fokus op 'n literatuurstudie oor nege kritiese faktore wat in suksesvolle organisasies geïdentifiseer is. Die studie spreek die volgende aan: visie, strategie, verbruiker fokus, vertroue, standaarde, dryfkrag, spanwerk, ondersteuning en "belonging". Die daarstelling en ontwikkeling van hierdie faktore binne die organisasie is fundamenteel in hoogs suksesvolle organisasies. Die studie definiëer en ontwikkel hierdie faktore in praktiese en verstaanbare kriteria wat gebruik en gemeet kan word binne 'n organisasie. Verder gebruik die studie hierdie kriteria om aan te dui waar 'n organisasie nie slaag nie en om algemene foute wat vermy kan word, uit te wys. Die studie voorsien ook sakemodelle om die kriteria te onwikkel. Die tweede deel van die studie fokus op 'n interne opname wat in Rubico (Pty) Ltd geloods is, om die kriteria wat in die eerste deel verduidelik is, te meet. Die opname beklemtoon areas waar Rubico (Pty) Ltd suksesvol is, maar identifiseer ook leemtes. Die opname kan gebruik word as 'n meetinstrument om insig oor tekortkominge in die organisasie te bekom en die gebruiker daarvan toe te rus vir effektiewe bestuur.