Asians and expatriate Africans have been prominent in the SMME economy of South Africa. This work seeks to establish reasons for the growth and competitiveness of SMMEs run by these groups compared to those operated by local citizens. Reasons for this competitiveness are gleaned from existing literature and presented in accordance with the Perren model which attributes the growth of SMMEs to the owner’s motivation, expertise in managing growth, access to resources, and demand. In this work, the Perren model was first applied to Asians and Lebanese in East and West Africa to set a foundation for comparison with the South African situation. This work concluded that it is the four interim growth drivers acting together that cause competitiveness of Asian- or expatriate African-owned SMMEs. Policy recommendations to improve competitiveness of SMMEs owned by local citizens are then suggested at the end. / Economics / M. Com. (Economics)

"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 (M.A.)--University of South Africa, 2001.

The South African economy desperately requires an injection from small manufacturing enterprises that are productive and highly organized - hence the need to identify suitable productivity measurement approaches for use in these enterprises. The following research question was formulated: Which productivity approach( es) is (are) generally most suitable for small manufacturing enterprises in the steel and engineering industry of South Africa? The following directions of research were identified: (1) A literature search revealed 12 productivity measurement approaches. The theory of each is discussed in detail. (2) An empirical search was performed to establish the requirements of industry. This process is fully discussed. The results of both the literature and empirical searches were used to develop a list of criteria. These criteria were compared with each of the approaches, and only three were found to conform to these requirements. The results of this comparison provided the answer to the research question. / Department of Business Management / M.Com (Business Management)

The political history of South Africa, especially that of the apartheid years, has affected the structuring and functioning of business in the country profoundly. In general, White business is highly developed and formal, with access to financial and infrastructural support. Black business is often subsistence-based, informal and struggles for access to support mechanisms. These structural inequities have had a depressing impact on the economy that will continue if they are not resolved. Following the 1994 elections, policies and legislation have been introduced aimed at redressing structural imbalances. There is thus both a political and an economic imperative to bridge the gaps that have arisen between Black and White business. The study proposes Black/White joint ventures as a mechanism to this end. The history of Black/White relationships means that these enterprises are likely to face many problems. A model has been developed through the study for the formulation, structuring and operation of Black/White joint ventures that takes into account the factors that are likely to impact on these ventures and affect their success potential. The process of applying the model in practice is directed towards results that are not prejudiced by the background of the parties to the venture. The study expands the concept of joint ventures within the South African context to incorporate initiatives along a continuum ranging from extensions to employment to full joint ventures. Depending on its nature and objectives, a venture may be placed and remain at any stage along the continuum, or may progress along it. Case studies of Black/White joint ventures were investigated in depth and analysed in terms of the application of the model, in order to determine the relevance of the model. In all cases, the success or failure of the venture under scrutiny could be ascribed to the way in which the presence of various elements identified as being components of the model had been accommodated in practice within the venture. The use of the model when applied to formulating, structuring and operating a Black/White joint venture can contribute to its success potential. / Business Management / DBL

Submitted in fulfilment of the requirements for the degree of Doctor of Technology: Information Technology, Durban University of Technology, Durban, 2015. / Agile approaches have proliferated within the software development arena over the past decade. Derived mainly from Lean manufacturing principles, agile planning and control mechanisms appear minimal and fluid when compared to more traditional software engineering approaches. Scrum ranks among the more popular permutations of agile. Contemporary literature represents a rich source of contributions for agile in areas such as practice guidelines, experience reports, and methodology tailoring; but the vast majority of these publications focus on the individual project level only, leaving much uncertainty and persistent questions in the multi-project space. Questions have recently been raised, by both academics and practitioners alike, concerning the ability of Scrum to scale from the individual project level to the multi-project space. Program management is an area encompassing practice and research areas concerned mainly with harmonizing the existence of competing simultaneous projects. Existing literature on program management essentially perceives projects as endeavours that can be carefully planned at the outset, and controlled in accordance with strong emphasis placed on economic and schedule considerations. This complexion seems to be mostly a result of well-established and ingrained management frameworks like Project Management Institute (PMI), and is largely at odds with emerging practices like Scrum. This disparity represents a gap in the literature and supports the need for deeper exploration. The conduit for this exploration was found in two South African software development small to medium sized enterprises (SMMEs) practicing Scrum. The practical realities and constraints faced by these SMMEs elicited the need for more dynamic program management practices in support of their quest to maximize usage of limited resources. This thesis examines these practices with the aim of providing new insights into the program management discourse in the context of Scrum software development environments. The research approach is qualitative and interpretive in nature. The in-depth exploratory case study research employed the two software SMMEs as units of analysis. Traditional ethnographic techniques were commissioned alongside minimal researcher participation in project activities. Activity Theory honed the data analysis effort and helped to unearth the interrelationships between SMME characteristics, program management practices, and Scrum software development. The results of the data analysis are further refined and fashioned into eleven knowledge areas that represent containers of program management practices. This is the product of thematic analysis of literature and data generated from fieldwork. Seeing as the observed practices were highly dynamic in nature, concept analysis provided a mechanism by which to depict them as snapshots in time. As a theoretical contribution, proposed frameworks were crafted to show how program management practices might be understood in the context of organizations striving towards agile implementation. Furthermore, representations of the mutually influential interfaces of SMME characteristics and Scrum techniques that initiate the observed fluid nature of program management practices, are brought to the fore.

Dissertation submitted in compliance with the requirements for the Masters Degree in Technology: Business Administration, Durban University of Technology, 2013. / This study explores the factors that limit the long-term survival and development of micro and survivalist enterprises of a selected informal sector in Durban, KwaZulu-Natal (KZN). Micro and survivalist enterprises play an important role in the South African economy, but despite their significance, several studies have shown that these enterprises fail within their first five years. The high failure rate is partially attributed to lack of support from external sources of support as well as the enterprises’ own internal weaknesses. The study was descriptive, exploratory and quantitative in nature. Questionnaires were used to gather data. The questionnaires were personally distributed at the business sites of the respondents. The respondents consisted of 108 micro and survivalist enterprises of a selected informal sector in Durban, who were selected by means of a non-probability sampling method. The results obtained identified a number of limiting factors for the selected informal enterprises’ long-term survival and development. The limiting factors, that are internal to the businesses, included: poor planning, lack of networking, insufficient business experience, poor pricing knowledge, managerial and business knowledge incompetence and lack of literacy, education and training. Those that are external to the businesses comprised of inadequate knowledge in terms of the institutional and supportive environment. Few respondents knew about financial and non-financial services and access to training and development programmes provided by government, semi-government and other institutions. As a result, recommendations to increase awareness of the different incentives available to micro and survivalist enterprises have been set.

Thesis (MDF)--University of Stellenbosch, 2011. / In 2003, the then president of the Republic of South Africa, Mr Thabo Mbeki, alluded to the dual nature of the South African economy which, on the one hand, is well developed with sound macroeconomic management, while, on the other hand, it has characteristics of an underdeveloped Third World economy. The province of Limpopo is no exception to this anomalous economic phenomenon. It can be argued that, due to its preponderant rural character, the dual economy phenomenon is more pronounced in Limpopo than in other parts of the country. According to the government’s Integrated Strategy on the Promotion of Entrepreneurship and Small Enterprises, “the promotion of entrepreneurship and small businesses remains an important priority of the government of South Africa” (Department of Trade and Industry, 2005: 3). In line with this strategy, the government has committed itself to ensuring that small businesses increase their contribution to economic growth and job creation. To realise this goal, the government has taken measures to ensure that small business development becomes a key policy focus. In South Africa, the importance of developing small, medium and micro-enterprises (SMMEs) becomes even more critical for the achievement of social stability by creating jobs to solve the high unemployment rate. Apart from their contribution to job creation and economic growth, SMMEs can play a significant role in the economy of the country by introducing new innovative products and services, thereby improving the quality of life of the people. The challenge facing the province of Limpopo and indeed South Africa as a whole is how to effectively mobilise small enterprise support agencies to help in developing sustainable SMMEs that can contribute meaningfully to economic growth and development. The provincial government looks upon the support agencies to implement its SMME support strategy. This study provides a critical review of all the relevant institutions, agencies and programmes – operational at national, provincial, district and local level – which try to address support needs of small, medium and micro-enterprises. Many of these efforts are effective and reach significant numbers of small enterprises, yet many of the initiatives fail or remain ineffective. In many areas local staff is too limited to implement programmes or just to effectively publicise available support programmes. In a brief comparative section, we try to show that South Africa’s problems with inadequate SMMEsupport are far from unique. We are part of worldwide concern about practical steps to expand, strengthen and streamline SMME-support – and Limpopo is part of that challenge.

Submitted in compliance with the requirements for the Masters Degree in Technology: Business Administration, Durban University of Technology, Durban, South Africa, 2016. / This study explores South African Fast Moving Consumer Goods (FMCG) SMME manufacturers’ need for innovation to achieve growth in KwaZulu-Natal (KZN). South Africa suffers from a high rate of unemployment, with an official unemployment rate estimate of 24.7% (Statistics South Africa, 2013). This high rate of unemployment in South Africa is partly attributed to the failure rate of SMMEs, which is between seventy and eighty percent. Small enterprises encounter greater barriers than medium-sized and large enterprises in accessing finance for innovation, commercializing new ideas and expanding their businesses. The study was exploratory and quantitative in nature. Questionnaires and interviews were used to gather data. The questionnaires were distributed personally and with the help of a research assistant to the business sites of the respondents. The respondents comprise 120 FMCG SMME manufacturers in KZN, who were selected by means of a non-probability sampling method. The results obtained identified a number of factors influencing innovation for FMCG SMME manufacturers to achieve growth. The influencing factors include a lack of financial skill and knowledge; high cost or complex procedures to register or defend patents; a lack of information on the part of employers on how to satisfy consumers’ interest; a lack of technological know-how and human capital problems; difficulty in accessing finance for research and development; government laws and regulations; new entrant threats and protocols; and a lack of product brand name. / M

Thesis (MPA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Apart from meeting basic customer needs, small and medium enterprises in the townships are a source of employment and livelihood for many. Businesses in the townships of the Strand have mushroomed from a formerly neglected area, like others in various townships throughout South Africa. Yet very little is known about them and their owners. What are their characteristics? What traits distinguish those that make higher revenues from the rest? Many of these small businesses have emerged without government assistance, even though such support is often seen as a non-factor in determining the rate of an enterprise’s growth. Entrepreneurship, as literature often explains, is a dynamic endeavour which requires a business founder to display both determination and skill. Yet very few businesses normally survive the early stages. Many aspects of entrepreneurship need to be practically learned to enable the business to overcome many prevalent obstacles, and thus enable the enterprise to grow and contribute to job-creation. Not all entrepreneurs are alike in their capability to spot an opportunity. Also, entrepreneurs differ in their ability to either steer or set up systems to take an enterprise through its various transitions. Yet still, the financial strategic decisions made at inception stage often influence the rate at which businesses will generate revenues later in existence. Government, both local and national, has a responsibility to provide an enabling environment for businesses to thrive. Using a study of spaza and informal trade done in the past by Unisa and by Bojanala Platinum District Municipality as a baseline, this study surveyed 60.6 percent of businesses in the Strand townships that were identified through the database of both Khanyolwethu School and Sinobulumko Business Association. The main areas of focus were – the socio-economic and demographic profile, the physical characteristics, financing, relationship with suppliers, transport, income/turnover and traits that distinguish higher-revenue businesses from others. Analyses through the Mann-Whitney U, the Spearman's rank correlation coefficient, the chi-square and the Kruskal-Wallis test then showed that the businesses that tend to make larger monthly revenues are those that are owned by males, using cheque accounts for the business, and those whose main suppliers deliver merchandise to their premises. The businesses that make larger daily revenues were shown to be those that are owned by males, registered with CIPRO, using cheque accounts for the business and those whose owners have Grade 7 to 9 qualifications and above. For government, the results of this study call for a further refining of the criteria used for loaning to businesses in townships, as well as to make the public more aware of the assistance provided by government’s business support agencies. For banks, the study calls for the designing of a ‘Spaza Account’, tailored to the needs and skills level of businesses owners in the townships. Socially, the study calls for the tearing down of all the walls that make it difficult for open trade to take place / AFRIKAANSE OPSOMMING: Klein besighede in informele nedersettings spreek die behoefte aan van kliënte en genereer ‘n tipe inkomste, maar daar is min kennis oor eienaars se belange. Besighede in die Strand se informele nedersettings was gestig in minderbevooregte gebiede, soos baie ander regdeur Suid Afrika. Watter karaktereienskappe beskik hierdie eienaars om ‘n beter inkomste te genereer as die res van die inwoners? Baie van hierdie besighede het ontstaan sonder enige hulp van regering instansies ten spyte van ondersteuningsdienste wat aan hulle beskikbaar was. Afhangende van die groei van die besigheidseienaar word dit in elk geval nie in ag geneem nie. Entrepreneurskap verduidelik letterlik dat die besigheids eienaar uithouvermoe en vaardighede kan uitbeeld. Baie min van hierdie besighede oorleef hulle eerste fase vanuit die staanspoor. Baie aspekte van die besigheid moet prakties aangeleer word om daaglikse uitdagings te oorkom. Op hierdie wyse groei die mark en sodoende word werksgeleenthede geskep. Nie alle besighede is sodanig op hoogte van sake om geleenthede raak te sien nie. Dikwels verskil bestuurstyle van besighede om sisteme in plek te stel wat verandering kan meebring. Finansiële besluite wat geneem is aan die begin stadium het ‘n impak op inkomste wat op ‘n later stadium in die besigheid gegenereer word. Beide die nasionale en plaaslike regering het die verantwoordelikheid om ‘n goedgegewe besigheids omgewing te skep vir besigheidsgroei. ‘n Vorige studie van ‘n spaza en oor informele handel deur Unisa en Bojanala Platinum Distriksmunisipaliteit was as basis gebruik. Die studie het bewys dat 60.6 persent van besighede in informele nedersettings in die Strand geidentifiseer is deur gebruik te maak van die databasisse van beide plaaslike skole en besigheidsvereningings. Die hoof fokus areas was die sosio-ekonomiese en demografiese profiele, die fisiese karaktereienskappe, finansiering, verhoudinge met verskaffers, vervoer, inkomste en kenmerke wat die hoër – inkomste genererende besigheide van die ander skei. Analises deur die Mann-Whitney, die Spearman rank korrelasie, die Chi-square en die Kruskal-Wallis toetse bewys dat besighede met ‘n hoër maandelikse inkomste deur mans besit word wat hulle besigheide vanaf hulle eiendomme bestuur en gebruik maak van tjekrekeninge. Die besighede wat ‘n daaglikse hoër inkomste genereer is ook daardie wat deur mans besit word, geregistreer is by CIPRO, gebruik maak van tjek rekeninge vir die besigheid en daardie van wie se eienaars kwalifikasies van graad 7 tot 9 en hoër het. Asgevolg van die uitkoms van hierdie studie, soos van toepassing op die regering, moet vereistes vir lenings aan besighede in informele nedersettings hersien word. Die publiek moet ook meer bewus gemaak word oor die ondersteuning wat deur die regering beskikbaar gestel word. Ten opsigte van banke het die studie uitgelig dat daar ‘n spesiale ‘Spaza rekening’ geskep moet word wat voldoen aan die behoeftes en vaardighede van besigheidseienaars in die informele nedersettings. Op ‘n sosiale vlak vra die studie aan dat die ‘mure’ wat dit moeilik en onmoontlik maak vir ope mark besigheids geleenthede om plaas te vind, afgebreek moet word.