- A-Z Publications
- South African Journal of Economic and Management Sciences
- OA African Journal Archive
- Volume 3, Issue 1, 2000
South African Journal of Economic and Management Sciences - Volume 3, Issue 1, 2000
Volumes & issues
Volume 3, Issue 1, 2000
Author S.K.B. AsanteSource: South African Journal of Economic and Management Sciences 3, pp 1 –18 (2000)More Less
Regionalism, of which the European Union is a successful example, has also been adopted by several African countries. The economic problems to be overcome here, more often than not include a sparse population, small internal markets, deficient infrastructure and economies vulnerable to fluctuating world prices. A further rationale for regionalism is more explicitly political in nature. Meeting the challenges of African development through a strategy of regionalism has been an enormous task in the past, and while there may be grounds for pessimism, this paper views the future with guarded optimism.
Author R. Brink, S. & KoekemoerSource: South African Journal of Economic and Management Sciences 3, pp 19 –51 (2000)More Less
This paper attempts to capture the determination of the South African exchange rate in a theoretically plausible model with reliable forecasting ability. A sticky-price, Dornbusch-type monetary model of the rand/dollar exchange rate is proposed. The three-step Engle and Yoo cointegration procedure is applied and the test results indicate that the nominal exchange rate is cointegrated with relative real output, the relative money supplies and the inflation differential. An error correction model is estimated and shocks are applied to each of the long-run variables. Some policy implications are derived from these sensitivity tests. Finally, a fundamental equilibrium exchange rate (FEER) for the rand/dollar rate is defined and the FEER values are estimated until the year 2000.
Author Christopher TorrSource: South African Journal of Economic and Management Sciences 3, pp 52 –58 (2000)More Less
In economics, as in other disciplines, one often comes across the term ""whig"" or its derivatives. One will find, for example, a particular account being branded as whiggish. Butterfield, who was a historian, introduced the idea of a whig interpretation of history in 1931. Since then the term has usually been used to classify an approach which views the present as the culmination of a march of progress. This paper provides a brief background to the origin of the term and why Butterfield criticised what he called the whig interpretation of history.
Source: South African Journal of Economic and Management Sciences 3, pp 59 –74 (2000)More Less
This paper is the joint product of a think tank, initiated in the public sector and extended to a group of academics. It may be seen as the executive summary of a rather voluminous report for internal use in the Department of Finance on fiscal federalism, one of the large economic issues facing the New South Africa. Debate on the subject continues.
Source: South African Journal of Economic and Management Sciences 3, pp 75 –96 (2000)More Less
Ordinary Least Squares regression was used to examine what characteristics affect the use of maize price risk management tools by a sample of large commercial South African maize producers in 1998. The use of maize storage facilities, off-farm employment, formal crop insurance, length of formal education of operators and the proportion of farm turnover from maize, all positively influence producers' use of these tools. Crop insurance thus appeared to be a complementary method of risk management. In contrast to previous United States studies, operators' self-rated score of marketing management ability was negatively related to the use of price risk management tools. Maize marketing seminars and other sources of information on managing price risk would reduce adoption costs and encourage broader producer participation.
Author J. Brand, H.E. & WilsonSource: South African Journal of Economic and Management Sciences 3, pp 97 –108 (2000)More Less
This study investigated the impact of an organisational restructuring intervention on the climate of an organisation and the attitudes of its employees. An organisation climate and employee attitude questionnaire was used as measuring instruments. A convenience sample was used, comprising all personnel of the specific organisation. Results show that the restructuring did in fact influence the organisation climate and affected employee attitudes. Recommendations based on the results of and experiences gained from the study, are that effective communication should be seen as having a direct influence on successful organisation restructuring and that an effective performance management system is essential in providing employees with opportunities to measure own performance against organisation performance standards during a period of restructuring and change.
Author D MahadeaSource: South African Journal of Economic and Management Sciences 3, pp 109 –124 (2000)More Less
Organisations and firms are formed by people and entrepreneurs. Firms can become sick just as people do. Not all firms live forever. This paper examines the emergence of ""sick"" institutions. Organisations can become unhealthy when there is a mismatch between goods and services they produce and the external environment in which they operate. Survival and fitness of an organisation depend on its ability to respond and adapt cost-effectively to the changing environment. Entrepreneurship, n-Achievement and productivity of individuals are critical to an organisation's health. A thorough diagnostic framework of symptoms of organisational ills is required before prescribing any therapy, to bring about a healthy organisation. The future belongs to healthy firms, with adaptable strategies and resources that optimally fit the changing environment.
Source: South African Journal of Economic and Management Sciences 3, pp 125 –142 (2000)More Less
Current operating practices of small businesses indicate that more time is devoted to the cosmetic side of corporate identity than managing service delivery. The main argument pursued in this paper is based on the view that both visual and behavioural corporate identity cues create impressions in the minds of corporate publics to form an overall corporate image. A set of bipolar adjectives was therefore used to test various visual, behavioural and core product elements of restaurant corporate image. A key finding was made that the joint customer service and employee dimension, was rated as the most important factor in the choice of fast food restaurants, which confirms that corporate image is created by visual and behavioural identity.
Author K.K. GovenderSource: South African Journal of Economic and Management Sciences 3, pp 143 –151 (2000)More Less
In a matched sample survey of bank employees and customers, it was found that the employees' perception of the service orientation [SERVOR] of the banks, is positively correlated with the customers' perception of their overall service quality [SQUAL]. Service firm managers should take note that in the absence of direct control of the service encounter, organizational practices and procedures that treat service as top priority are also likely to succeed in delivering service of high quality.
Author Imoh E. AkpanSource: South African Journal of Economic and Management Sciences 3, pp 152 –164 (2000)More Less
Bank marketing is deregulation friendly in Nigeria. This observation derives from the emergence of strong marketing orientation in banks following the SAP-induced liberalization of 1989. Advertising, product development/innovation, up-front payment of interest on deposit and personal service that came with liberalization, started to wane in 1993 when government reintroduced some controls. However, marketing must not be seen as a tool needed only in a liberalized environment. It is necessary even in control regimes.