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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
- Previous Issues
- Volume 17, Issue 4, 2008
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 17, Issue 4, 2008
Volume 17, Issue 4, 2008
The development of an instrument to assess the enacted environment for corporate entrepreneurship in South AfricaSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 2 –17 (2008)More Less
The corporate entrepreneurship (CE) literature suggests that companies operating in turbulent, hostile and dynamic environments, will exhibit higher levels of entrepreneurial behaviour than their counterparts in more stable environments. Even though the South African business environment has been characterised by turbulence over the past few decades, limited research has been done to empirically test this assertion because of the absence of contextually-validated measurement instruments. This study is an exploratory study reporting on the initial phases to develop a validated instrument to measure managers' perceptions of the enacted environmental antecedents for CE in the South African context. Managers enact their environment, meaning that their entrepreneurial actions are based on perceptions of the business environment shaped by their own interests, and not an objective reality. Based on the empirical results and the assessment of reliability and validity, it is suggested that the 21-item scale offers an initial basis for further refinement of the measurement instrument. The proposed instrument should be useful to researchers and e-business managers to assess managerial perceptions of the enacted corporate entrepreneurship environment.
The future role of retail bank managers in South Africa : a survey-based investigation of the perceptions of retail branch managersSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 18 –31 (2008)More Less
The purpose of this study was to assess the perceptions of bank branch managers about their future role in light of the changing banking environment and the increasing popularity of alternative banking channels. The survival of traditional branch banking is continuously being put to the test by alternative banking channels. These alternative channels, including Internet banking, have been given wide attention in the literature. This study surveys a sample of 215 retail bank branch managers in South Africa. The survey employed a questionnaire that was e-mailed to respondents. Branch managers report a changing role. Their main future tasks include the quality of customer service, profitability of the branch, motivation of staff, and generating new business. It is recommended that the branches should shift their focus into marketing centres with most back-office work centralised at head office; in addition, the increasing role of marketing activities at the branches needs to be recognised by management.
The influence of business orientations in small tourism businesses on the success of integrated marketing communicationSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 32 –46 (2008)More Less
Small businesses have been identified as a catalyst for creating jobs and generally growing the economy. One sector that is characterised by the proliferation of small businesses is that of the tourism industry. The key to this sector reaching its full potential is access to markets. Marketing communication can play an important role in attracting and retaining customers and in doing so increase the revenue of small businesses. Small tourism businesses are able to improve the effectiveness of their marketing communication programs by using integrated marketing communication (IMC).
The focus of this study is to assess the impact of certain business orientations, present in small tourism businesses, on the successful implementation of IMC. If these business orientations can be identified and their relative influence on IMC is determined, it will allow small tourist businesses to access markets more readily. The results indicate that having a marketing orientation, an entrepreneurial orientation and a pro-active competitor orientation are important to the successful implementation of IMC in small tourism businesses in South Africa.