Journal of Contemporary Management - Volume 12, Issue 1, 2015
Volume 12, Issue 1, 2015
Author M.J. MalebanaSource: Journal of Contemporary Management 12, pp 881 –905 (2015)More Less
The underlying research for this article investigates the barriers to starting a business among 329 final-year commerce students in Limpopo. The study uses the theory of planned behaviour to determine the relationship between perceived barriers, entrepreneurial intention and the determinants of entrepreneurial intention, namely the attitude towards becoming an entrepreneur and perceived behavioural control. The study was carried out by means of a survey using a structured questionnaire. SPSS was used to analyse the data. The findings revealed 12 top barriers to starting a business among the respondents. Perceived barriers had a significant but very weak relationship with entrepreneurial intention, the attitude towards becoming an entrepreneur and perceived behavioural control. The results revealed significant differences in perceived barriers between the respondents who had high and low entrepreneurial intention, positive and negative attitude towards becoming an entrepreneur and high and low perceived behavioural control. The study contributes to the body of knowledge by moving beyond the identification of perceived barriers to demonstrating the relationship between these barriers and entrepreneurial intention and its antecedents. Therefore, it has extended the applicability of the theory of planned behaviour in examining how perceived barriers influence the formation of entrepreneurial intention in a South African context.
Source: Journal of Contemporary Management 12, pp 906 –925 (2015)More Less
This paper identifies managers' perceptions of the interface between the process of financial and marketing management and investigates the level of communication between the two functions. In particular, the paper focuses on the need for mutual understanding of both financial and marketing functions as well as the flow of information between finance and marketing departments. The results of an empirical study of 218 marketing and financial managers in South African businesses showed that although financial and marketing managers had no perceived relationship problems, they did not seem to have a clear understanding of one another's functions. Financial managers perceived that marketing managers did not understand financial methods and procedures and were unable to specify their financial requirements. There were also conflicting views between the flow of information and perceptions about the long-term perspective of the business. This study showed that the desired degree of integration between the two functions had not been achieved.
Source: Journal of Contemporary Management 12, pp 926 –947 (2015)More Less
The beautiful settings found on a golf course hide the true impact it have on the environment. It was important to establish whether golf tourists prefer a golf course and destination that sustain the environment over those that did not and whether they were willing to sacrifice some aspects of the game that traditionally made golf enjoyable in order to protect the environment.
The population of this study was the members of and visitors to George Golf Club and Pinnacle Point in Mossel Bay. A questionnaire was used to personally interview 277 respondents by means of the simple random sampling approach. Results indicated that respondents' considered price an important factor when choosing a golf course and destination. Unfortunately, no conscious decision was made to select a golf course and destination that was environmentally friendly. Respondents clearly indicated that a golf course should be designed to conserve the environment, but they would not pay more to play on an eco-friendly golf course.
The results implied that "green" golf is misrepresented and misunderstood in South Africa. Respondents associated "green" as an expensive lifestyle that only a few could afford. Golf tourists should know that "green" golf tourism could lead to a sustainable and responsible lifestyle.
The changing nature of ambush marketing : a content analysis of ambush marketing commentary of the London OlympicsSource: Journal of Contemporary Management 12, pp 948 –973 (2015)More Less
Global sporting events such as the Olympics require large sums of money to host successfully. Much of this funding is sourced from private sector sponsors who contribute significant sums of sponsorship revenue to the organisers of the events. Rather than paying for sponsorship, companies can achieve an association with the event by ambushing it.
Successful ambushing tactics have evolved with each global sporting event. Previous ambushes used direct methods such as broadcasting or advertising. With strict regulations and policing of the event, these methods were no longer effective; rather, the changing environment of global sporting events has required ambush methods to evolve into more subtle yet highly effective techniques.
The paper provides an analysis of the changing nature of ambush marketing by presenting a content analysis of over one million words using Leximancer software through which the online reporting and commentary of ambush marketing before, during and after the London Olympic Games were tracked. Despite a stricter regulatory environment, ambush marketing is still found to be effective albeit in a different form. Implications for official sponsors, ambushing companies and governmental bodies are included.
Source: Journal of Contemporary Management 12, pp 974 –998 (2015)More Less
The automotive industry in South Africa has undergone a major transformation process over the years and has evolved into a much-sheltered and government-supported industry. Therefore the purpose of the study on which this article is based was to investigate the factors that determine the sustainability of the automotive component industry in South Africa.
This was a cross-sectional study conducted among 114 top managers in the component industry using a self-administered anonymous questionnaire. The questionnaire was distributed using the online program, QuestionPro. The results showed that more than a third of the companies were internationally owned. Most respondents believed that their technologies as well as their equipment were equal to that of global economies. Foreign investment and incentives were poor in the automotive sector.
It was found that pricing was lower but labour costs were higher in South Africa compared to developing countries. In order to compete with other developing countries, the South African firms need to formulate strategic partnerships through joint ventures, licencing and technology agreements and to reduce labour cost in cooperation with global market players in order to make use of the influence that they have in the supply chain.