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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 23, Issue 2, 2014
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 23, Issue 2, 2014
Volume 23, Issue 2, 2014
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 23, pp 2 –13 (2014)More Less
This study examines the proposition that in business-supplier relationships, trust and commitment generate satisfaction; these in turn influence transaction cost outcomes of specific investments, opportunism and formalisation. Data were collected from 223 large companies in South Africa using a structured questionnaire. The findings show that trust and commitment relate positively to satisfaction. They also show that satisfaction, empowered by trust and commitment, relates positively to formalisation, negatively to opportunism, and had no significant influence on willingness to invest in specific assets. These results support the argument that business managers should devote resources to creating satisfactory supplier relationships based on trust and commitment. The findings contribute to an enhanced understanding of the causes and outcomes of satisfaction in business relationships in the South African context, and help to validate findings reported in other countries.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 23, pp 14 –25 (2014)More Less
A sequence of purchases (customer loyalty) may undergo sudden changes at unknown times. In this study we assess the extent of such change by developing a multiple change-point model that assumes that there is an underlying sequence of choice probabilities that govern the observed sequence of purchases, and that this sequence of probabilities can be partitioned into contiguous blocks such that the choice probabilities are equal within blocks but different between them. This model is fitted to panel data collected over a two-year period in seven consumer goods categories. Consistent with previous research on other types of changes in purchase behaviour, we find that the majority of consumers in our panel show little change in purchase probabilities over the medium-term, but that substantive and persistent changes are indicated for a significant minority of consumers.
A comparative study of the entrepreneurial orientation of small family and small non-family businessesAuthor Shelley M. FarringtonSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 23, pp 26 –44 (2014)More Less
Despite several studies that have empirically examined either entrepreneurial orientation (EO) or its related dimensions, there is still some uncertainty about whether family businesses are more entrepreneurially orientated than non-family businesses. This uncertainty is of interest to family business researchers. The objective of this study is twofold: firstly, to compare the levels of EO of small family to small non-family South African businesses in terms of the five dimensions of EO; and secondly, to investigate the relationships between the five dimensions of EO and perceived business performance among these small businesses.
The data collected from 172 family and 145 non-family small business owner-managers were subjected to statistical analyses. Exploratory factor analyses were undertaken and Cronbach's alpha coefficients were calculated to assess the validity and the reliability of the measuring instrument. T-tests were conducted to identify significant differences, and Cohen's d statistics were calculated to assess practical significance. Multiple regression analyses were undertaken to investigate the influence of the five dimensions of EO on perceived business performance.
Small family businesses reported lower levels of autonomy than small non-family businesses. This finding was found to be of statistical significance, but of small practical significance. No differences were returned for the other dimensions of EO. The findings also show that the different dimensions of EO relate differently to perceived business performance, and vary across the small family and small non-family business contexts. Given the importance of entrepreneurial behaviour, this study provides insights into the EO of small family and small non-family businesses in South Africa.