- A-Z Publications
- Management Dynamics : Journal of the Southern African Institute for Management Scientists
- Previous Issues
- Volume 14, Issue 4, 2005
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 14, Issue 4, 2005
Volume 14, Issue 4, 2005
Author N.S. TerblancheSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 14, pp 2 –17 (2005)More Less
Marketing as a distinct discipline is approximately a century old. This milestone having been reached, it is an appropriate time to ponder the achievements and woes of the discipline and its future challenges. This article attempts to capture the development of marketing thought and practice over the last century, and considers the implications of these developments for, inter alia, marketing education and marketing management. Marketing's evolutionary development over the past century is briefly reviewed in an attempt to interpret the contribution of marketing thought and practice development to current views on marketing. The future challenges to marketing education and management are highlighted, especially those expected against the background of changing consumer behaviour and new technological developments.
Author Joan RoodtSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 14, pp 18 –33 (2005)More Less
Unemployment in South Africa increased by around two percentage points between 1999 and 2004 and for this reason job creation is critical in South Africa (Statistics South Africa). Against this background self-employment is regarded as one of the driving forces of economic growth in transitional countries. South Africa urgently needs to create jobs, and cannot afford to have a high failure rate among the self-employed, as this category of worker often creates job opportunities for others as well. Many researchers are of the opinion that growth-oriented firms are truly entrepreneurial, and that they differ in important respects from small firms in general. Many of the characteristics normally associated with entrepreneurs (inter alia, internal locus of control, risk taking, creativity, self-confidence, a need for independence, commitment, and high energy levels) have also been found to be prevalent among successful managers. However, entrepreneurs possess higher levels of growth-oriented traits than do managers in general. Growth must be carefully planned for, and it is a decision made by some to pursue vigorously, by others to pursue slowly, and by yet others to avoid. Firms directed by entrepreneurs are generally committed to growth as a fundamental strategic aim. The focus in this study is on skills that can contribute to growth, job creation, and entrepreneurship. <br>In a comparison of self-employed graduates with a growth orientation to those who do not intend to grow their firms, it was observed that those who had planned growth had also acquired certain skills to a greater extent than those that did not plan to grow their firms. Important skills to have in self-employment were identified as technical skills, perseverance, communication skills, managerial skills, leadership, innovation, pro-activity, financial skills, and information-seeking skills. All the listed skills were more prevalent among those who had the intention to grow their firms than those who did not have this intention, with the exception of technical skills.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 14, pp 34 –46 (2005)More Less
The importance of family businesses in South Africa in general, as well as the considerable influence of Greek family control in the South African economy is often underestimated. Against the background of continued calls for improved corporate governance in South Africa this study investigates the relationship between planning and good governance in family-businesses. More specifically the study identifies the factors that influence good governance in Greek family businesses in South Africa. The empirical results suggest that strategic planning and the use of outside advice are particularly influential in ensuring good corporate governance in Greek family businesses in South Africa.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 14, pp 47 –58 (2005)More Less
Strategic Human Resource management plays an increasingly important role in strategic business management and organisational effectiveness. The goal of this study was to analyse the strategic partnership role of senior Human Resource managers in South African organisations. A theoretical model of the strategic partnership process was also developed and partially validated. The results indicate that professional competencies could explain significant variance in strategic partnership. A positive relationship was found between business-related competencies and strategic partnership. A positive relationship was also found between strategic role motivation as well as strategic role opportunities and strategic partnership.