Pub Date : 2021-06-02DOI: 10.4102/SAJBM.V52I1.2268
Liezl Bell, Karl Hofmeyr
Purpose: Innovation implies change that causes disruption. Ambidexterity is required to balance disruption and change with the counter side, stability, to enhance efficiency. This study set out to understand how the leadership of an organisation can ensure a focus simultaneously an explore logic, required for innovation, and the exploit functions that are needed for efficiency. Design/methodology/approach: This research sought to shed new light on how leaders manage the structural changes required within an organisation to support ambidexterity. It fits into the inductive research approach. A qualitative, exploratory study through semi-structured interviews was completed to enhance the understanding of this understudied phenomenon. Findings/results: The research builds on the current understanding of ambidexterity, different operating models, integration mechanisms and possible organisational structure to enable simultaneously explore and exploit. Respondents were able to suggest how organisations can utilise the ambidexterity continuum as a vehicle to understand the current organisational change logic and required future strategy. Practical implications: Based on the research findings, a model was conceptualised, which included the leadership capabilities required to deal with both existing core business and new venture processes and structures, as well as the integration of these disparate elements. Originality/value: The literature is not clear as to how leaders engender the changes required within the structure of organisations to enable ambidexterity. The research provides a framework that describes how organisations can balance the explore and exploit functions concurrently, as well as leadership capabilities required to achieve this.
{"title":"Enabling organisational ambidexterity: A leadership perspective","authors":"Liezl Bell, Karl Hofmeyr","doi":"10.4102/SAJBM.V52I1.2268","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2268","url":null,"abstract":"Purpose: Innovation implies change that causes disruption. Ambidexterity is required to balance disruption and change with the counter side, stability, to enhance efficiency. This study set out to understand how the leadership of an organisation can ensure a focus simultaneously an explore logic, required for innovation, and the exploit functions that are needed for efficiency. Design/methodology/approach: This research sought to shed new light on how leaders manage the structural changes required within an organisation to support ambidexterity. It fits into the inductive research approach. A qualitative, exploratory study through semi-structured interviews was completed to enhance the understanding of this understudied phenomenon. Findings/results: The research builds on the current understanding of ambidexterity, different operating models, integration mechanisms and possible organisational structure to enable simultaneously explore and exploit. Respondents were able to suggest how organisations can utilise the ambidexterity continuum as a vehicle to understand the current organisational change logic and required future strategy. Practical implications: Based on the research findings, a model was conceptualised, which included the leadership capabilities required to deal with both existing core business and new venture processes and structures, as well as the integration of these disparate elements. Originality/value: The literature is not clear as to how leaders engender the changes required within the structure of organisations to enable ambidexterity. The research provides a framework that describes how organisations can balance the explore and exploit functions concurrently, as well as leadership capabilities required to achieve this.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"52 1","pages":"15"},"PeriodicalIF":1.3,"publicationDate":"2021-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43035459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-31DOI: 10.4102/SAJBM.V52I1.2100
Njabulo Mkhize
Purpose: This study sought to understand the factors that influence the behavioural intention of households towards microgeneration technologies. This includes subjective knowledge (SK) within the TPB framework as a determinant of behavioural intention. Methods: A quantitative research approach was followed. A sample frame consisted of households as a unit. A structured questionnaire was administered by using convenience sampling approach. Respondents include members of households who were above the age of 18. Altogether, 237 usable self-administered questionnaires were used for the data. Results: A two-stage procedure to perform Structural Equation Modeling (SEM) analysis by using SPSS AMOS 25 was conducted. The results showed that subjective norms (SNs) and attitude (ATT) had a significant and positive relationship with behavioural intention. Subjective knowledge showed no significant relationship. Practical implications: Recommendations are made to marketers in relationship to cohesive message relating to microgeneration technologies with a special emphasis on reference groups in the messaging. For policymakers, there will be a need to consider the role of society and the immediate communities of potential adopters in their policy documents. Originality/value: This study contributes to the scarce understanding of microgeneration technology in emerging markets by testing a proposed model by using data. It also enriches the adoption models via empirically exploring the relationship between SK and behavioural intention.
{"title":"Influencing the adoption of microgeneration technologies using the theory of planned behaviour","authors":"Njabulo Mkhize","doi":"10.4102/SAJBM.V52I1.2100","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2100","url":null,"abstract":"Purpose: This study sought to understand the factors that influence the behavioural intention of households towards microgeneration technologies. This includes subjective knowledge (SK) within the TPB framework as a determinant of behavioural intention. Methods: A quantitative research approach was followed. A sample frame consisted of households as a unit. A structured questionnaire was administered by using convenience sampling approach. Respondents include members of households who were above the age of 18. Altogether, 237 usable self-administered questionnaires were used for the data. Results: A two-stage procedure to perform Structural Equation Modeling (SEM) analysis by using SPSS AMOS 25 was conducted. The results showed that subjective norms (SNs) and attitude (ATT) had a significant and positive relationship with behavioural intention. Subjective knowledge showed no significant relationship. Practical implications: Recommendations are made to marketers in relationship to cohesive message relating to microgeneration technologies with a special emphasis on reference groups in the messaging. For policymakers, there will be a need to consider the role of society and the immediate communities of potential adopters in their policy documents. Originality/value: This study contributes to the scarce understanding of microgeneration technology in emerging markets by testing a proposed model by using data. It also enriches the adoption models via empirically exploring the relationship between SK and behavioural intention.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48866869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-31DOI: 10.4102/SAJBM.V52I1.2079
Uche Mmamel, J. Abugu, L. Ilechukwu, Anastasia Ogbo, Vincent Aghaegbunam Onodugo, G. Ofoegbu, Henry Okwo
Purpose: To understand the underlying employer–employee relationships when there are weak labour laws and high unemployment, we tested a mediation of the ‘Dirty Dozen’ – 12 – items measuring the dark triad (Machiavellianism, psychopathy and narcissism) on the Psychological Contract Breach (PCB) – Exit, Voice and Loyalty (EVL) effect. Design/methodology/approach: Using 391 respondents comprising the staff of a large financial institution in Nigeria, we formulated the hypotheses to establish direct, indirect and total effects of the variables studied. Constructs diagnostics were performed using confirmatory factor analysis (CFA) for construct validity, composite reliability for internal consistency and Hayes’ mediated regression to test the hypotheses. Findings/results: All direct effects were statistically significant. Narcissism is shown as the non-statistically supported mediator amongst the dark triad, whilst the study showed that the total effect of the multiple mediators worsens loyalty behaviour more than they predict exit behaviour. Practical Implications: This implies that employers should do better to maintain a healthy work climate in developing climes, as the dominant response to contract breach would not be exit, but rather disloyalty, which would be more disruptive to the organisation than either exit or voice. Originality/value: Post Coronavirus Disease 2019 (COVID-19) there could be a threat to sustainable work systems. Both employers and employees would have to develop methods to deal with perceived breach from employers and idiosyncratic work behaviour of employees. The contributions of this study would aid sustainable work-related practices, especially within unregulated work environments as present in Africa and other developing nations across the world.
{"title":"Exploring employer–employee relationship: A psychological contract breach-exit voice and loyalty effect mediated by the dark triad","authors":"Uche Mmamel, J. Abugu, L. Ilechukwu, Anastasia Ogbo, Vincent Aghaegbunam Onodugo, G. Ofoegbu, Henry Okwo","doi":"10.4102/SAJBM.V52I1.2079","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2079","url":null,"abstract":"Purpose: To understand the underlying employer–employee relationships when there are weak labour laws and high unemployment, we tested a mediation of the ‘Dirty Dozen’ – 12 – items measuring the dark triad (Machiavellianism, psychopathy and narcissism) on the Psychological Contract Breach (PCB) – Exit, Voice and Loyalty (EVL) effect. Design/methodology/approach: Using 391 respondents comprising the staff of a large financial institution in Nigeria, we formulated the hypotheses to establish direct, indirect and total effects of the variables studied. Constructs diagnostics were performed using confirmatory factor analysis (CFA) for construct validity, composite reliability for internal consistency and Hayes’ mediated regression to test the hypotheses. Findings/results: All direct effects were statistically significant. Narcissism is shown as the non-statistically supported mediator amongst the dark triad, whilst the study showed that the total effect of the multiple mediators worsens loyalty behaviour more than they predict exit behaviour. Practical Implications: This implies that employers should do better to maintain a healthy work climate in developing climes, as the dominant response to contract breach would not be exit, but rather disloyalty, which would be more disruptive to the organisation than either exit or voice. Originality/value: Post Coronavirus Disease 2019 (COVID-19) there could be a threat to sustainable work systems. Both employers and employees would have to develop methods to deal with perceived breach from employers and idiosyncratic work behaviour of employees. The contributions of this study would aid sustainable work-related practices, especially within unregulated work environments as present in Africa and other developing nations across the world.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47877271","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-27DOI: 10.4102/SAJBM.V52I1.2357
Garth Gaffley, Theuns G. Pelser
Purpose: This study’s aim was to gain insight into the transformative skills of business leaders in the South African manufacturing sector to drive their business’ digital transformation process. Technology recources lead digital transformation requires skills not understood by leadership. Cloud computing has facilitated machine learning and artificial intelligence where human comprehension is limited, using algorithms for analytics requiring size and scale to provide data for decision-making and enabled disruptive technologies that have changed the face of industry sectors. Design/methodology/approach: A pragmatic postmodern paradigm supports the theoretical framing of this study, conducted using descriptive research by e-questionnaire using quantitative analysis for deductive statistical evaluation. Findings/results: The findings formed the basis of a model developed to assist chief executive officers (CEOs) to implement digital transformation successfully. Practical implications: The CEO is responsible for the digital transformation of the business and must understand that data management is the most important asset in the digital era. The collection, storage, analysis, reporting and usage of data are key to competing in the digital economy, which requires the appointment of the chief information officer (CIO) to manage data and who should report directly to the CEO. Originality/value: Reporting to the CIO would be data scientists and analysts who work with data; their roles focus on building algorithms from machine learning and developing predictive models from data and simulation models to test if technologies used to drive digital migration are optimal.
{"title":"Developing a digital transformation model to enhance the strategy development process for leadership in the South African manufacturing sector","authors":"Garth Gaffley, Theuns G. Pelser","doi":"10.4102/SAJBM.V52I1.2357","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2357","url":null,"abstract":"Purpose: This study’s aim was to gain insight into the transformative skills of business leaders in the South African manufacturing sector to drive their business’ digital transformation process. Technology recources lead digital transformation requires skills not understood by leadership. Cloud computing has facilitated machine learning and artificial intelligence where human comprehension is limited, using algorithms for analytics requiring size and scale to provide data for decision-making and enabled disruptive technologies that have changed the face of industry sectors. Design/methodology/approach: A pragmatic postmodern paradigm supports the theoretical framing of this study, conducted using descriptive research by e-questionnaire using quantitative analysis for deductive statistical evaluation. Findings/results: The findings formed the basis of a model developed to assist chief executive officers (CEOs) to implement digital transformation successfully. Practical implications: The CEO is responsible for the digital transformation of the business and must understand that data management is the most important asset in the digital era. The collection, storage, analysis, reporting and usage of data are key to competing in the digital economy, which requires the appointment of the chief information officer (CIO) to manage data and who should report directly to the CEO. Originality/value: Reporting to the CIO would be data scientists and analysts who work with data; their roles focus on building algorithms from machine learning and developing predictive models from data and simulation models to test if technologies used to drive digital migration are optimal.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45440954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-24DOI: 10.4102/SAJBM.V52I1.2306
Yiweng Yang, Xiaobo Tao, J. Tu, Pei Liu, Ji-Peng Li
Purpose: This article investigates the definition and core concepts of Internet brand innovation alongside their influence on performance. Design/methodology/approach: A combined qualitative and quantitative design was used. Interviews of 42 Internet companies were conducted. Over 200 speeches of entrepreneurs were collated and a content analysis and case study of the data were conducted. A total of 309 questionnaires of Honor’s employees were collated. Partial least squares structural equation modelling was employed for data analysis. Findings: Internet brand innovation refers to companies carrying out Internet-based brand innovations, which results in fundamental changes to existing products, marketing or business model practices. This process involves five core concepts with the following influences on performance: Internet information application mediates the relationship between Internet information acquisition and performance. Interaction and cooperation through platform positively influences performance. Internet advanced technology application and Internet strategic capability can strengthen the positive effects of Internet information acquisition on mining potential demands. Practical implications: Internet companies should explore new avenues, focus on their main channels for conducting continuous brand innovations and build win–win ecosystems to co-create value with stakeholders. Originality/value: This article proposes an interpretation of a new concept – Internet brand innovation. It reveals ways in which companies can conduct Internet brand innovation to improve performance. Furthermore, for Internet companies, mining potential demands is more important than meeting existing demands and disruptive innovation is more important than incremental innovation.
{"title":"Internet brand innovation: What is it? What core concepts does it include? Does it affect performance?","authors":"Yiweng Yang, Xiaobo Tao, J. Tu, Pei Liu, Ji-Peng Li","doi":"10.4102/SAJBM.V52I1.2306","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2306","url":null,"abstract":"Purpose: This article investigates the definition and core concepts of Internet brand innovation alongside their influence on performance. Design/methodology/approach: A combined qualitative and quantitative design was used. Interviews of 42 Internet companies were conducted. Over 200 speeches of entrepreneurs were collated and a content analysis and case study of the data were conducted. A total of 309 questionnaires of Honor’s employees were collated. Partial least squares structural equation modelling was employed for data analysis. Findings: Internet brand innovation refers to companies carrying out Internet-based brand innovations, which results in fundamental changes to existing products, marketing or business model practices. This process involves five core concepts with the following influences on performance: Internet information application mediates the relationship between Internet information acquisition and performance. Interaction and cooperation through platform positively influences performance. Internet advanced technology application and Internet strategic capability can strengthen the positive effects of Internet information acquisition on mining potential demands. Practical implications: Internet companies should explore new avenues, focus on their main channels for conducting continuous brand innovations and build win–win ecosystems to co-create value with stakeholders. Originality/value: This article proposes an interpretation of a new concept – Internet brand innovation. It reveals ways in which companies can conduct Internet brand innovation to improve performance. Furthermore, for Internet companies, mining potential demands is more important than meeting existing demands and disruptive innovation is more important than incremental innovation.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48887317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-21DOI: 10.4102/SAJBM.V52I1.2039
Sherilee Pillay, M. Chiba, Abdullah Verachia, Morris Mthombeni
Purpose: The purpose of this study was to investigate how knowledge flow and productivity affect the absorptive capacity of target firms in emerging markets. Design/methodology/approach: We used self-administered questionnaires to measure absorptive capacity, knowledge flow and productivity constructs. The sample comprised individuals who were employees of firms that completed acquisitions between 2015 and 2017. The acquisitions were publicly announced and the target firms were all in emerging markets. Findings/results: Firstly, our results confirmed the multidimensional nature of absorptive capacity. Secondly, we found a positive correlation between a target firm’s knowledge flow and productivity and its absorptive capacity. Thirdly, our results indicated that knowledge flow and operational processes will support the introduction and integration of external knowledge into a target firm. Therefore, understanding the absorptive capacity of target firms is central to the ability of new and existing knowledge to be assimilated. Practical implications: The realisation of the strategic intent of an acquisition is dependent on effective knowledge flow, supported by efficient communication and operational processes. The target firm’s absorptive capacity is, therefore, a key consideration for acquiring firms. Understanding this will be useful for firms to consider acquisitions of target firms in emerging markets and could potentially enhance their chances of success. Originality/value: This study contributes to the limited body of research on emerging market merger and acquisition activity. It responds to the call for further research to be conducted on emerging markets and the role of absorptive capacity in realising the strategic intent of acquisitions.
{"title":"Mergers and acquisitions in emerging markets: What drives absorptive capacity in target firms?","authors":"Sherilee Pillay, M. Chiba, Abdullah Verachia, Morris Mthombeni","doi":"10.4102/SAJBM.V52I1.2039","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2039","url":null,"abstract":"Purpose: The purpose of this study was to investigate how knowledge flow and productivity affect the absorptive capacity of target firms in emerging markets. Design/methodology/approach: We used self-administered questionnaires to measure absorptive capacity, knowledge flow and productivity constructs. The sample comprised individuals who were employees of firms that completed acquisitions between 2015 and 2017. The acquisitions were publicly announced and the target firms were all in emerging markets. Findings/results: Firstly, our results confirmed the multidimensional nature of absorptive capacity. Secondly, we found a positive correlation between a target firm’s knowledge flow and productivity and its absorptive capacity. Thirdly, our results indicated that knowledge flow and operational processes will support the introduction and integration of external knowledge into a target firm. Therefore, understanding the absorptive capacity of target firms is central to the ability of new and existing knowledge to be assimilated. Practical implications: The realisation of the strategic intent of an acquisition is dependent on effective knowledge flow, supported by efficient communication and operational processes. The target firm’s absorptive capacity is, therefore, a key consideration for acquiring firms. Understanding this will be useful for firms to consider acquisitions of target firms in emerging markets and could potentially enhance their chances of success. Originality/value: This study contributes to the limited body of research on emerging market merger and acquisition activity. It responds to the call for further research to be conducted on emerging markets and the role of absorptive capacity in realising the strategic intent of acquisitions.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48683366","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-26DOI: 10.4102/SAJBM.V52I1.2214
Liuyi Zhang, Yang Wang
Purpose: This study aims to verify the relationship between organisational culture consent and job satisfaction among creative talents using data from China and to provide professionals with insights into the factors to be considered for shaping culture functions, improving job satisfaction and retaining creative talents of innovative organisations. Design/methodology/approach: Related theories of enterprise management are studied to form a logical theoretical system and explain the effect of organisational culture consent on job satisfaction for creative talents. Organisational culture consent is quantified and subsequently examined with job satisfaction based on the data from 2512 respondents who were a part of a survey conducted across 28 companies. The relationship is measured through correlation and regression analyses. Findings/results: The respondents were found to have a moderate level of job satisfaction. Clan organisation culture was dominant in both the present and preferred cultures for innovative and non-innovative companies; however, organisational culture consent was significantly related to job satisfaction only for creative talents and not for general workers. Practical implications: A clear and dynamic organisational culture needs to be created to boost creative employees’ flexible aspirations. Diversity of employees should be taken into account to better formulate a reasonable compensation, promotion and motivation mechanism. Originality/value: This study addresses the research gap in the field of job satisfaction in China by providing a method to quantify organisational culture consent based on data collected by the Organisational Culture Assessment Instrument and to analyse its relationship with job satisfaction among creative talents.
{"title":"Impact of creative talents’ organisational culture consent on job satisfaction","authors":"Liuyi Zhang, Yang Wang","doi":"10.4102/SAJBM.V52I1.2214","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2214","url":null,"abstract":"Purpose: This study aims to verify the relationship between organisational culture consent and job satisfaction among creative talents using data from China and to provide professionals with insights into the factors to be considered for shaping culture functions, improving job satisfaction and retaining creative talents of innovative organisations. Design/methodology/approach: Related theories of enterprise management are studied to form a logical theoretical system and explain the effect of organisational culture consent on job satisfaction for creative talents. Organisational culture consent is quantified and subsequently examined with job satisfaction based on the data from 2512 respondents who were a part of a survey conducted across 28 companies. The relationship is measured through correlation and regression analyses. Findings/results: The respondents were found to have a moderate level of job satisfaction. Clan organisation culture was dominant in both the present and preferred cultures for innovative and non-innovative companies; however, organisational culture consent was significantly related to job satisfaction only for creative talents and not for general workers. Practical implications: A clear and dynamic organisational culture needs to be created to boost creative employees’ flexible aspirations. Diversity of employees should be taken into account to better formulate a reasonable compensation, promotion and motivation mechanism. Originality/value: This study addresses the research gap in the field of job satisfaction in China by providing a method to quantify organisational culture consent based on data collected by the Organisational Culture Assessment Instrument and to analyse its relationship with job satisfaction among creative talents.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"52 1","pages":"10"},"PeriodicalIF":1.3,"publicationDate":"2021-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42601356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-14DOI: 10.4102/SAJBM.V52I1.2395
N. Terblanche, J. Passmore, J. Myburgh
Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge.Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics.Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession.Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times.Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis.
{"title":"African organisational coaching practice: Exploring approaches used, and the factors influencing coaches’ fees","authors":"N. Terblanche, J. Passmore, J. Myburgh","doi":"10.4102/SAJBM.V52I1.2395","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2395","url":null,"abstract":"Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge.Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics.Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession.Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times.Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"52 1","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46242606","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-13DOI: 10.4102/SAJBM.V52I1.2355
Tatiana Ndlovu, E. Quaye, Y. Saini
Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment. Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM. Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust. Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment. Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.
{"title":"Predicting organisational commitment: The role of line manager communication, employee trust and job satisfaction","authors":"Tatiana Ndlovu, E. Quaye, Y. Saini","doi":"10.4102/SAJBM.V52I1.2355","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2355","url":null,"abstract":"Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment. Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM. Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust. Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment. Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45642068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-30DOI: 10.4102/SAJBM.V52I1.1963
Jan A. Dreyer, S. Viviers, Nadia Mans-Kemp
Purpose: Broad-Based Black Economic Empowerment (B-BBEE) legislation was introduced to promote the economic participation of black people in the South African economy. Some scholars have argued that, whilst it is important to empower black people, B-BBEE legislation is not necessarily the best mechanism available. Despite the criticism against B-BBEE, it remains the most prominent means of uplifting black people in the country. This study was conducted to reflect on whether selected companies listed on the Johannesburg Stock Exchange have improved their B-BBEE compliance and determine which elements included in the 2004 and 2007 Codes of Good Practice the companies have focussed on. The authors highlight progress made by listed companies in empowering black people and offer suggestions for improvement. Design/methodology/approach: A comprehensive data set, comprising 1767 observations for 379 listed companies over more than a decade (2004–2015), was analysed. Mixed-model analysis of variance and Fisher’s least significant difference tests were used to assess the significance of the observed trends. Significant increases in B-BBEE scores (in total and per element) were observed. Findings/results: The mean socio-economic development B-BBEE element score showed the largest change over the study period, whilst the employment equity element reflected the smallest change. Practical implications: The Department of Trade and Industry should reflect on the attainability of certain targets, especially employment equity and ownership. Government and listed companies are encouraged to critically evaluate the optimal manner to empower previously disadvantaged individuals. Originality/value: This study comprehensively explores the trends in B-BBEE compliance using statistical methods to provide suggestions to the Department of Trade and Industry and companies listed on the JSE.
{"title":"Reflecting on compliance with Broad-Based Black Economic Empowerment codes of good practice: Trends and suggestions","authors":"Jan A. Dreyer, S. Viviers, Nadia Mans-Kemp","doi":"10.4102/SAJBM.V52I1.1963","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.1963","url":null,"abstract":"Purpose: Broad-Based Black Economic Empowerment (B-BBEE) legislation was introduced to promote the economic participation of black people in the South African economy. Some scholars have argued that, whilst it is important to empower black people, B-BBEE legislation is not necessarily the best mechanism available. Despite the criticism against B-BBEE, it remains the most prominent means of uplifting black people in the country. This study was conducted to reflect on whether selected companies listed on the Johannesburg Stock Exchange have improved their B-BBEE compliance and determine which elements included in the 2004 and 2007 Codes of Good Practice the companies have focussed on. The authors highlight progress made by listed companies in empowering black people and offer suggestions for improvement. Design/methodology/approach: A comprehensive data set, comprising 1767 observations for 379 listed companies over more than a decade (2004–2015), was analysed. Mixed-model analysis of variance and Fisher’s least significant difference tests were used to assess the significance of the observed trends. Significant increases in B-BBEE scores (in total and per element) were observed. Findings/results: The mean socio-economic development B-BBEE element score showed the largest change over the study period, whilst the employment equity element reflected the smallest change. Practical implications: The Department of Trade and Industry should reflect on the attainability of certain targets, especially employment equity and ownership. Government and listed companies are encouraged to critically evaluate the optimal manner to empower previously disadvantaged individuals. Originality/value: This study comprehensively explores the trends in B-BBEE compliance using statistical methods to provide suggestions to the Department of Trade and Industry and companies listed on the JSE.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42993506","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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