https://sajesbm.co.za/index.php/sajesbm/issue/feedThe Southern African Journal of Entrepreneurship and Small Business Management2024-03-14T17:34:04+01:00AOSIS Publishingsubmissions@sajesbm.co.zaOpen Journal Systems<a id="readmorebanner" href="/index.php/sajesbm/pages/view/journal-information" target="_self">Read more</a> <img style="padding-top: 2px;" src="/public/web_banner.svg" alt="" />https://sajesbm.co.za/index.php/sajesbm/article/view/825Strategies utilised by communication agencies to build and maintain relationships with clients2024-03-14T17:34:04+01:00Lucinda B. Suttonlucinda.sutton@nwu.ac.zaElizabeth M. KloppersElbe.Kloppers@nwu.ac.zaLouise BezuidenhoutLouise.Bezuidenhout@nwu.ac.za<p><strong>Background:</strong> Apart from the turbulent South African economic environment, small communication agencies operate in a highly competitive context. Agencies operate in a highly competitive context. Stakeholder relationship management theory argues that organisations should use specific strategies to build and maintain long-term relationships with stakeholders, such as clients, to contribute to the sustainability of the organisation.</p><p><strong>Aim:</strong> The aim was to determine how communication agencies utilise strategies to facilitate long-term relationships with their clients to survive in a competitive and turbulent South African business environment.</p><p><strong>Setting:</strong> The study focused on five communication agencies in Potchefstroom, South Africa as a multiple case study design.</p><p><strong>Methods:</strong> Qualitative semi-structured interviews were conducted with seven senior managers and nine account managers representing the communication agencies.</p><p><strong>Results:</strong> The communication agencies used almost all the strategies indicated in the stakeholder relationship management theory and added the strategies of availability and understanding to build and maintain relationships with clients.</p><p><strong>Conclusion:</strong> The communication agencies utilised strategies to maintain long-term relationships with clients in a competitive and unstable context. The study addresses the call for case study research in relationship management on the African continent, qualitative research in the field and research on strategies to build relationships between organisations and stakeholders.</p><p><strong>Contribution:</strong> This is the first South African study exploring communication agencies’ approach to utilise strategies to manage relationships with clients through the lens of stakeholder relationship management theory. Small organisations and agencies in other sectors can take cognisance of the strategies these agencies employ and adapt the proposed conceptual framework to be appropriate in their specific sectors.</p>2024-03-14T08:00:00+01:00Copyright (c) 2024 Lucinda B. Sutton, Elizabeth M. Kloppers, Louise Bezuidenhouthttps://sajesbm.co.za/index.php/sajesbm/article/view/775Startups’ innovation programmes: A food industry versus university cases2024-03-14T17:34:04+01:00Elisha A. Govenderelisha.govender9@gmail.comElma van der Lingenelma.vanderlingen@up.ac.za<p><strong>Background:</strong> Collaborations with external partners such as startups have been shown to bring agile and consumer-centric advantages to businesses to allow for future-proofing benefits as well as improve the rankings of universities. This type of collaboration can occur through innovation programmes with businesses and universities.</p><p><strong>Aim:</strong> This study aims to compare the innovation programmes of industry and university that are offered to collaborating startups.</p><p><strong>Setting:</strong> This study was conducted in South Africa and included two case studies, respectively, from a local university-based incubator and a multinational industry.</p><p><strong>Methods:</strong> The research methodology follows an exploratory approach, allowing for theory-building research through case studies from industry and a university incubator. The research is qualitative and makes use of interviews from industry, the university incubator and startups to draw comparisons on each innovation programme.</p><p><strong>Results:</strong> The study’s findings confirmed the prominent differences that occur in the communication method, use of third parties in the screening and selection phase, resources offered and onboarding process of the startups. Key benefits and challenges were also identified throughout the collaboration process.</p><p><strong>Conclusion:</strong> The research has provided insight into the innovation programmes of both industry and university and how each entity can cross-pollinate learnings by reflecting on the challenges, benefits and recommendations highlighted by the study.</p><p><strong>Contribution:</strong> The study has practical implications that academics and practitioners can use to gain knowledge and further improve their innovation programmes with startups.</p>2024-03-14T05:05:00+01:00Copyright (c) 2024 Elisha A. Govender, Elma van der Lingenhttps://sajesbm.co.za/index.php/sajesbm/article/view/711The funding model of small and medium social enterprises in KwaZulu-Natal, South Africa2024-03-14T17:34:03+01:00Remedan Hassenoanuyefeki@gmail.comOrthodox Teferateferao@ukzn.ac.zaSimon TaylorTaylorS@ukzn.ac.za<p><strong>Background:</strong> Small and medium social enterprises (SMSEs) in developing countries, particularly in South Africa, play a crucial role in a country’s economy. With an entrepreneurial mindset, they respond innovatively to social, economic and environmental societal problems. However, SMSEs in emerging economies experience critical survival and performance challenges, including financial sustainability. Thus, investigating the funding model is important to overcome those challenges.</p><p><strong>Aim:</strong> The study aims to investigate the funding model of SMSEs in KwaZulu-Natal (KZN), South Africa, to identify the initial and primary funding source, and to explore the revenue-generating activities and revenue growth.</p><p><strong>Setting:</strong> The research was conducted in KZN with SMSEs participated in the champions’ programme of local economic development (LED) project at the University of KwaZulu-Natal (UKZN).</p><p><strong>Methods:</strong> A qualitative research design of 10 purposively selected case studies were conducted using an in-depth interview. The data were analysed using NVivo software.</p><p><strong>Results:</strong> The study found that self-funding followed by revenue generated from a commercial business is the most common funding model SMSEs adopt. A lack of access to different funding sources to secure success and sustainability hindered the development and growth of SMSEs.</p><p><strong>Conclusion:</strong> Diversifying funding might help SMSEs avoid the challenge of sustainability and will enable them to focus on improving their activities towards achieving their social mission.</p><p><strong>Contribution:</strong> The study brings a new theoretical approach to the funding model of SMSEs. Furthermore, the study contributes to the enterprises’ management.</p>2024-03-13T06:00:00+01:00Copyright (c) 2024 Remedan Hasseno, Orthodox Tefera, Simon Taylorhttps://sajesbm.co.za/index.php/sajesbm/article/view/851Creating value through entrepreneurial learning and education2024-03-01T13:35:40+01:00Frode SoelbergFrode.Soelberg@nord.noMelodi Bothamelodi.botha@up.ac.zaMenisha N. Moosmenisha.moos@up.ac.zaHanne StokvikHanne.Stokvik@nord.noNo abstract available.2024-02-28T06:00:00+01:00Copyright (c) 2024 Frode Soelberg, Melodi Botha, Menisha N. Moos, Hanne Stokvikhttps://sajesbm.co.za/index.php/sajesbm/article/view/786The role of competitor orientation and proactiveness in competitive advantage for small- and medium-sized enterprises performance2024-03-01T13:35:40+01:00Jeremiah A. Ogundareayogundare88@gmail.comStephan van der Merwestephan.vandermerwe@nwu.ac.za<p><strong>Background:</strong> As small- and medium-sized enterprises (SMEs) are the primary source of job creation in Nigeria and contribute 48% of the country’s gross domestic product (GDP), their performance must be enhanced and sustainability ensured. The article suggests that through competitor orientation and proactiveness, SME managers and owners can achieve competitive advantage which ultimately promotes firm performance.</p><p><strong>Aim:</strong> The article aims to examine how competitor orientation and proactiveness in competitive advantage enhance the performance of SMEs in Nigeria.</p><p><strong>Setting:</strong> The study focused on registered SME owners and managers who are operating in Nigeria, using Lagos State as a case study.</p><p><strong>Methods:</strong> This study was conducted through administering questionnaires to owners and/or managers of SMEs as the unit of analysis. A quantitative research design was used with stratified and simple random sampling as the sampling method, with the sample comprising 100 SME owners and/or managers.</p><p><strong>Results:</strong> The results of the study indicated that competitive advantage mediates the relationship between competitor orientation, proactiveness and SMEs’ performance indirectly. It further revealed that competitor orientation and proactiveness have significant effects on SMEs’ performance.</p><p><strong>Conclusion and contribution:</strong> The article reveals how competitive advantage, which is influenced by competitor orientation and proactiveness, contributes to increased SMEs’ performance in SME sectors. Thus, to gain a competitive edge over their rivals, the study recommends that SME owners and managers consider competitor orientation and proactiveness more seriously, as these factors ultimately boost their performance.</p>2024-02-19T08:00:00+01:00Copyright (c) 2024 Jeremiah Ayodele Ogundare, Stephan van der Merwehttps://sajesbm.co.za/index.php/sajesbm/article/view/717A correlation study on project success and entrepreneurial performance, and the moderating effect of project risk2024-03-01T13:35:40+01:00Alet Snymanalet.snyman@up.ac.zaJurie van Vuurenjurie.vanvuuren@up.ac.za<p><strong>Background</strong>: This study will elaborate on previous research investigating the relationship between project success (customer perception; project characteristics; project performance; project team) and entrepreneurial performance (improved entrepreneurial action; company characteristics) and how project risk moderates this relationship.</p><p><strong>Aim</strong>: The research aim is to investigates the correlation between project success and entrepreneurial performance and how project risk moderates the relationship. This way, a better understanding of organisational performance and the contribution that project success can make is established.</p><p><strong>Setting</strong>: Survey data were collected from 369 South African project-oriented organisations.</p><p><strong>Method</strong>: The research design is a formal, ex post facto study, incorporating existing statistical measures between project success and entrepreneurial performance and how project risk moderates this relationship. Linear regressions were used to investigate these complex correlations and explore possible causal relationships. These regressions demonstrated possible patterns of relationships that appear consistent with specific causal interpretations and inconsistent with others.</p><p><strong>Results</strong>: Companies' characteristics or entrepreneurial activity are not significantly predicted by industry type or experience. Despite organisations initiating new projects, it does not necessarily imply innovation. Moreover, since most data came from people with less than five years in the field, it strongly indicated that lack of experience adversely affected the study.</p><p><strong>Conclusion and Contribution</strong>: There's only partial consistency between the results and previous studies, as volatility, uncertainty, complexity, and ambiguity limit the reliability of project success. Practitioners and researchers can still benefit from the present study results despite its misalignment with previous research.</p>2024-02-09T06:00:00+01:00Copyright (c) 2024 Alet Snyman, Jurie van Vuurenhttps://sajesbm.co.za/index.php/sajesbm/article/view/731Understanding the individual in personal initiative action-based entrepreneurial interventions2024-03-01T13:35:40+01:00André G. van der Waltvdwalta9@gmail.comKerrin Myresmyresk@gibs.co.za<p><strong>Background:</strong> Entrepreneurship is an important driving force for economic development in emerging economies, traditionally driven by ineffective top-down approaches. A recent bottom-up approach incorporating personal initiative (PI) into action-based interventions offered a more sustainable way to stimulate African entrepreneurial growth.</p><p><strong>Aim:</strong> The study is interested in how these interventions work during training, for whom and in what way. Therefore, a deduced programme theory was constructed from literature and was empirically evaluated.</p><p><strong>Setting:</strong> The investigation focussed on rural communities in the Mopani region of South Africa near Polokwane and Tzaneen in Limpopo province. Two large central hubs characterise these areas, with several rural villages scattered around them.</p><p><strong>Methods:</strong> A multiple case study strategy cast in a realist evaluation design was used to investigate two interventions consisting of female entrepreneurs to produce qualitative data that were analysed inductively to make sense of change and the learning in these interventions. Entrepreneurs were selected through case selection, and trustworthiness in the data was established by focussing on post hoc and verification strategies during and after the research process.</p><p><strong>Results:</strong> The findings produced valuable insights visually presented in analytical frameworks that show adjustments to the PI deduced programme theory.</p><p><strong>Conclusion:</strong> On an individual level, it showed how unique attitudes guide action-formation, situational and transformational mechanisms that support outcome patterns in the context of these interventions.</p><p><strong>Contribution:</strong> Three propositions were developed to be tested in future studies to continue discussing entrepreneurs and their learning behaviours to increase entrepreneurial action and nurture the entrepreneurial mindset.</p>2024-02-09T06:00:00+01:00Copyright (c) 2024 André G. van der Walt, Kerrin Myreshttps://sajesbm.co.za/index.php/sajesbm/article/view/753Self-esteem, need for achievement, risk-taking propensity and consequent entrepreneurial intentions2024-03-01T13:35:40+01:00Annelie Steenkampannelie.steenkamp@nwu.ac.zaNatanya Meyernatanyameyer83@gmail.comAyesha L. Bevan-Dyeayeshabevandye@gmail.com<p><strong>Background:</strong> Entrepreneurship is an important economic driver, and universities are increasingly trying to create an entrepreneurial mindset among their students. This involves nurturing certain personality traits congruent with entrepreneurial intentions, such as <em>inter alia</em> self-esteem, a need for achievement and a risk-taking propensity.</p><p><strong>Aim:</strong> This study aimed to determine the influence of self-esteem and need for achievement on students’ risk-taking propensity and, consequent, entrepreneurial intentions.</p><p><strong>Setting:</strong> This study was conducted on students from two South African universities.</p><p><strong>Methods:</strong> Data were collected using a self-administered questionnaire distributed via the online platforms of two universities to a sample of 502 students. Data analysis included confirmatory factor analysis and path analysis.</p><p><strong>Results:</strong> Confirmatory factor analysis suggests that the influence of self- esteem and the need for achievement on students’ risk-taking propensity and, consequent, entrepreneurial intentions is a four-factor model that is valid and reliable. The path analysis estimates indicate that self-esteem and the need for achievement explain 26% of the variance of students’ risk-taking propensity, which, together with its predictors, explains 24% of the variance in their entrepreneurial intentions.</p><p><strong>Conclusion:</strong> The findings highlight the importance of a high risk-taking propensity in forging students’ entrepreneurial intentions, and the salience of nurturing students’ self-esteem and need for achievement in encouraging them to embrace calculated risks.</p><p><strong>Contribution:</strong> This study confirms that a high risk-taking propensity is a determinant of students’ entrepreneurial intentions and highlights the importance of developing tactics to nurture students’ self-esteem and need for achievement in order to enable them to embrace calculated risks.</p><p> </p>2024-02-09T06:00:00+01:00Copyright (c) 2024 Annelie Steenkamp, Natanya Meyer, Ayesha L. Bevan-Dyehttps://sajesbm.co.za/index.php/sajesbm/article/view/767The role of strategic flexibility and dynamic capabilities on family business performance2024-03-01T13:35:40+01:00Angela P. Pike-Bowlesapike-bowles@ufh.ac.zaJuliet Townesjtownes@ufh.ac.zaWillie ChinyamurindiWChinyamurindi@ufh.ac.za<p><strong>Background:</strong> Dynamic capabilities is a key strategic tool that family businesses can practice to enhance their business performance. Although family business research in South Africa has advanced over the last 10 years, there are still limited studies uncovering the impact of dynamic capabilities within family businesses.</p><p><strong>Aim:</strong> The aim of this research is to identify the mediating effect of strategic flexibility between the relationship of dynamic capabilities and family business performance.</p><p><strong>Setting:</strong> The study focussed on family businesses located in the Eastern Cape of South Africa.</p><p><strong>Method:</strong> The study followed a quantitative research approach. Data were collected using the questionnaire from a total of 347 respondents. The Hayes macro mediation model was used as the statistical analytical technique to ascertain the link.</p><p><strong>Results:</strong> The results revealed that strategic flexibility positively mediates the relationship between dynamic capabilities and family business performance. The strategic flexibility mediating relationship between scenario planning and family business performance was the strongest correlation of the five dynamic capabilities tested (environmental scanning, scenario planning, knowledge creation, culture, and formal organisation).</p><p><strong>Conclusion:</strong> Family businesses are urged to develop a dynamic capabilities model that emphasises their strategic flexibility. Specific focus should be placed on scenario planning aligned with strategic flexibility to ensure that businesses can anticipate and prepare for opportunities and threats.</p><p><strong>Contribution:</strong> This study contributes practical recommendations on the development and implementation of a dynamic capability model for family businesses.</p>2024-02-09T06:00:00+01:00Copyright (c) 2024 Angela P. Pike-Bowles, Juliet Townes, Willie Chinyamurindihttps://sajesbm.co.za/index.php/sajesbm/article/view/771Supplier relationship management for enterprise development in the cement industry2024-02-01T13:11:41+01:00Zunaid Rasdienzunaid.rasdien@gmail.comDavid Pooedpooe@uj.ac.zaWatson Munyanyiwatsonm@hotmail.com<p><strong>Background:</strong> Local small, medium and micro enterprises (SMMEs) are ready to join the cement mining companies’ supply chains. However, the perceived risks of doing business with SMMEs cause mines to be hesitant to engage in meaningful relationships with SMME suppliers.</p><p><strong>Aim:</strong> The aim of this study was to explore the nature of supplier relationship management (SRM) for enterprise and supplier development in a cement mining industry.</p><p><strong>Setting:</strong> The study is conducted in the cement mining companies and explores insights from SMMEs and cement mines insofar as SRM is concerned.</p><p><strong>Methods:</strong> The study employed a qualitative research approach, employing interviews as a research strategy and data collection method. In all, 16 individuals were purposively selected based on their expertise and experience in the area SRM for enterprise and supplier development in the cement mining industry. Thematic analysis was used as a data analysis method.</p><p><strong>Results:</strong> Following thematic data analysis, the following six themes emerged from the primary data: funding the relationship, skills development, segmenting suppliers, supplier compliance, information sharing, and supplier performance monitoring and evaluation.</p><p><strong>Conclusion:</strong> Enterprise and supplier development (ESD) programmes should be sufficiently formalised and funded. This will enable meaningful skills development for SMMEs with the specific focus on compliance and performance improvement. Enterprise and supplier development programmes should also be designed to facilitate information sharing between the mining company and SMMEs.</p><p><strong>Contribution:</strong> The study proposes the building blocks for SRM for enterprise and supplier development in the cement mining industry. The study further extends literature in the areas of SRM.</p>2024-01-26T07:00:00+01:00Copyright (c) 2024 Zunaid Rasdien, David Pooe, Watson Munyanyi