Pub Date : 2023-01-27DOI: 10.4102/sajbm.v54i1.3563
H. Khan, J. Luiz
Purpose: The study explores how forces of disruption and innovation affect the printing industry in an emerging market context and how incumbent firms respond to the challenges associated with these forces.Design; methodology approach: The research is an exploratory study based on qualitative analysis of senior managers within the South African large-scale printing industry that seeks to gain their perspectives on viable options to curb declining growth.Findings/results: The study results are organised around the industry’s challenges, the organizational capabilities required to address these challenges and the opportunities presented by the market disruption. Respondents argue that opportunities exist within the sector but that this requires fresh thinking and a more entrepreneurial approach. Strategies highlighted include consolidation, diversification and internationalisation.Originality value: The study applies theories associated with disruptive innovation and creative destruction to an industry facing long-term structural decline. Respondents maintain that there are options for growth even in the face of such disruption and address the role of management and entrepreneurial activities in this regard.Practical implications: The study results suggest that for smaller, more agile printers there are opportunities to take advantage of disruptive innovation, especially where they have less legacy baggage and fewer sunk costs to recuperate. For the larger printing firms there may be tangential opportunities to go ‘downmarket’ into less developed countries that are often at earlier stages of market disruption. Further innovation is required to stave off the decline prevalent in the traditional printing industry and embrace a growth mentality.Contribution: The article demonstrates the application of disruptive innovation in an emerging market context and the role of strategic management in addressing such disruption through consolidation, diversification, efficiency drives, and internationalisation.
{"title":"Strategies for the declining printing industry: Diversification, consolidation, and internationalisation","authors":"H. Khan, J. Luiz","doi":"10.4102/sajbm.v54i1.3563","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3563","url":null,"abstract":"Purpose: The study explores how forces of disruption and innovation affect the printing industry in an emerging market context and how incumbent firms respond to the challenges associated with these forces.Design; methodology approach: The research is an exploratory study based on qualitative analysis of senior managers within the South African large-scale printing industry that seeks to gain their perspectives on viable options to curb declining growth.Findings/results: The study results are organised around the industry’s challenges, the organizational capabilities required to address these challenges and the opportunities presented by the market disruption. Respondents argue that opportunities exist within the sector but that this requires fresh thinking and a more entrepreneurial approach. Strategies highlighted include consolidation, diversification and internationalisation.Originality value: The study applies theories associated with disruptive innovation and creative destruction to an industry facing long-term structural decline. Respondents maintain that there are options for growth even in the face of such disruption and address the role of management and entrepreneurial activities in this regard.Practical implications: The study results suggest that for smaller, more agile printers there are opportunities to take advantage of disruptive innovation, especially where they have less legacy baggage and fewer sunk costs to recuperate. For the larger printing firms there may be tangential opportunities to go ‘downmarket’ into less developed countries that are often at earlier stages of market disruption. Further innovation is required to stave off the decline prevalent in the traditional printing industry and embrace a growth mentality.Contribution: The article demonstrates the application of disruptive innovation in an emerging market context and the role of strategic management in addressing such disruption through consolidation, diversification, efficiency drives, and internationalisation.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45592634","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 : 2022-11-11DOI: 10.4102/sajbm.v53i1.3427
C. Enslin, Michelle Wolfswinkel, M. Terblanche-Smit
Purpose: This article explores the symbiosis between the fields of responsible leadership and purpose-driven brand building to offer a new, integrated perspective along with strategic guidelines for implementation by leaders in Africa.Design/methodology/approach: This conceptual paper is based on a critical review of literature that follows a three-phased approach, with 87 literature sources included across 4 literature domains. Thematic content analysis of data delivers five themes revealing the symbiotic nature of responsible leadership through purpose-driven brand building.Findings: Findings are captured in a conceptual model, which suggests that responsible leadership should be embedded in brand purpose which serves to benefit brand stakeholders and society. Responsible leaders align all decisions and actions to build and enhance cohesive brands - creating ecosystems that cogently work together toward a shared goal. Through purpose-driven brand building, responsible leaders could bolster socio-economic development in Africa, garner trust and attract investment.Practical implications and value: The central value of this article lies in the integration of the previously separate domains of responsible leadership and purpose-driven brand building as well as the directions provided for further research. The new perspective is practically operationalised with strategic guidelines for responsible leadership on the African continent by serving brand purpose to the benefit of all stakeholders.
{"title":"Responsible leadership through purpose-driven brand building: Guidelines for leaders in Africa","authors":"C. Enslin, Michelle Wolfswinkel, M. Terblanche-Smit","doi":"10.4102/sajbm.v53i1.3427","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3427","url":null,"abstract":"Purpose: This article explores the symbiosis between the fields of responsible leadership and purpose-driven brand building to offer a new, integrated perspective along with strategic guidelines for implementation by leaders in Africa.Design/methodology/approach: This conceptual paper is based on a critical review of literature that follows a three-phased approach, with 87 literature sources included across 4 literature domains. Thematic content analysis of data delivers five themes revealing the symbiotic nature of responsible leadership through purpose-driven brand building.Findings: Findings are captured in a conceptual model, which suggests that responsible leadership should be embedded in brand purpose which serves to benefit brand stakeholders and society. Responsible leaders align all decisions and actions to build and enhance cohesive brands - creating ecosystems that cogently work together toward a shared goal. Through purpose-driven brand building, responsible leaders could bolster socio-economic development in Africa, garner trust and attract investment.Practical implications and value: The central value of this article lies in the integration of the previously separate domains of responsible leadership and purpose-driven brand building as well as the directions provided for further research. The new perspective is practically operationalised with strategic guidelines for responsible leadership on the African continent by serving brand purpose to the benefit of all stakeholders.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48145823","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 : 2022-11-08DOI: 10.4102/sajbm.v53i1.3148
Edson Badarai, M. Kotzé, P. Nel
Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.
{"title":"A leadership-organisational performance model for state-owned enterprises in emerging economies","authors":"Edson Badarai, M. Kotzé, P. Nel","doi":"10.4102/sajbm.v53i1.3148","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3148","url":null,"abstract":"Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43505307","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 : 2022-10-31DOI: 10.4102/sajbm.v53i1.3139
Carole Easton, Renier Steyn
Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.
{"title":"Millennial leaders and leadership styles displayed in the workplace","authors":"Carole Easton, Renier Steyn","doi":"10.4102/sajbm.v53i1.3139","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3139","url":null,"abstract":"Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47633799","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 : 2022-10-28DOI: 10.4102/sajbm.v53i1.2791
E. Isichei, Anas A. Aminu, B. I. Chukwu, Nnia M. Ike, Kalu E. Agbaeze, Igwe Anthony
Purpose: This article focuses on the mediating role of innovation orientation and the moderating role of organisational trust (OT) on the relationship between ambidextrous leadership (AL) and export performance (EP). The need to highlight the drivers of AL and its influence on EP necessitated this study.Design/methodology/approach: The authors subjected sample data set from 420 respondents that engage in direct and indirect export activities to inferential analysis using partial least square (SEM).Findings/results: This study reveals that innovation orientation mediates AL and EP, as the direct link was not significant and organisation trust moderates the relationship.Practical implications: Leaders’ ambidexterity should incorporate a clearly defined orientation towards innovation that supports knowledge sharing and guides the need for innovative support while also ensuring that employees have high trust in the organisation.Originality/value: This study validates the leadership complexity theory and adds to EP literature on the relevance of innovation orientation and OT as good predictors of EP.
{"title":"Linking ambidextrous leadership and small and medium scale enterprises export performance","authors":"E. Isichei, Anas A. Aminu, B. I. Chukwu, Nnia M. Ike, Kalu E. Agbaeze, Igwe Anthony","doi":"10.4102/sajbm.v53i1.2791","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.2791","url":null,"abstract":"Purpose: This article focuses on the mediating role of innovation orientation and the moderating role of organisational trust (OT) on the relationship between ambidextrous leadership (AL) and export performance (EP). The need to highlight the drivers of AL and its influence on EP necessitated this study.Design/methodology/approach: The authors subjected sample data set from 420 respondents that engage in direct and indirect export activities to inferential analysis using partial least square (SEM).Findings/results: This study reveals that innovation orientation mediates AL and EP, as the direct link was not significant and organisation trust moderates the relationship.Practical implications: Leaders’ ambidexterity should incorporate a clearly defined orientation towards innovation that supports knowledge sharing and guides the need for innovative support while also ensuring that employees have high trust in the organisation.Originality/value: This study validates the leadership complexity theory and adds to EP literature on the relevance of innovation orientation and OT as good predictors of EP.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42772458","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 : 2022-10-27DOI: 10.4102/sajbm.v53i1.2885
S. S. Adu-Yeboah, Yuanchun Jiang, M. F. Frempong, M. A. Hossin, R. Amoako
Purpose: The study’s goal is to examine the effect of corporate sustainability dimensions on service innovation. It further investigates the moderating role of the absorptive capability of the firm.Design/methodology/approach: Using purposive sampling, data are collected from individuals in service firms across diverse industrial sectors in Ghana. A total of 628 questionnaires were dispersed to diverse service enterprises within the period from March 2021 to June 2021. After the data collection, the response rate achieved was 82% translating into over 500 answered questionnaires. A total of 514 answered questionnaires are used for empirical analysis.Findings/results: The outcome of the study indicates environmental sustainability practices, economic sustainability practices and social sustainability practices had an impact on the service innovation process and outcome. In addition, absorptive capabilities of service enterprises are found to positively moderate the link amid the scopes of corporate sustainability practices and service innovation.Practical implications: Managers and firms need to implement their internal innovation capabilities in order to derive significant and positive effects on corporate sustainability practices. The integration of corporate sustainability and service innovation in small and medium enterprises (SMEs) is imperative.Originality/value: The outcome of the research contributes to the increasing body of literature on the liaison between corporate sustainability and service innovation by offering insights into environmental, social and economic sustainability practices. This shapes the sustainability direction and procedures towards the transmittal of value-added services.
{"title":"Corporate Sustainability and Service Innovation; Moderating role of absorptive capacity","authors":"S. S. Adu-Yeboah, Yuanchun Jiang, M. F. Frempong, M. A. Hossin, R. Amoako","doi":"10.4102/sajbm.v53i1.2885","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.2885","url":null,"abstract":"Purpose: The study’s goal is to examine the effect of corporate sustainability dimensions on service innovation. It further investigates the moderating role of the absorptive capability of the firm.Design/methodology/approach: Using purposive sampling, data are collected from individuals in service firms across diverse industrial sectors in Ghana. A total of 628 questionnaires were dispersed to diverse service enterprises within the period from March 2021 to June 2021. After the data collection, the response rate achieved was 82% translating into over 500 answered questionnaires. A total of 514 answered questionnaires are used for empirical analysis.Findings/results: The outcome of the study indicates environmental sustainability practices, economic sustainability practices and social sustainability practices had an impact on the service innovation process and outcome. In addition, absorptive capabilities of service enterprises are found to positively moderate the link amid the scopes of corporate sustainability practices and service innovation.Practical implications: Managers and firms need to implement their internal innovation capabilities in order to derive significant and positive effects on corporate sustainability practices. The integration of corporate sustainability and service innovation in small and medium enterprises (SMEs) is imperative.Originality/value: The outcome of the research contributes to the increasing body of literature on the liaison between corporate sustainability and service innovation by offering insights into environmental, social and economic sustainability practices. This shapes the sustainability direction and procedures towards the transmittal of value-added services.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45386740","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 : 2022-10-17DOI: 10.4102/sajbm.v53i1.2720
Sharon Da Fonseca, H. Myres, Karl Hofmeyr
Purpose: Leadership research demands an understanding of what constitutes effective leadership. Self-awareness is described as critical for effective leadership, yet there is little research dealing with the link between a lack of self-awareness in leaders and destructive leadership. The prevalence of destructive leadership is surprisingly common and bears a high cost to organisations in terms of employee turnover, absenteeism and decreased productivity. The emotional toll it takes on employees is severe and affects their well-being and identification with the organisation.Design/methodology/approach: A qualitative, exploratory approach was used to gain insights into the role that self-awareness plays in effective leadership and how a lack thereof affects employee engagement and behaviour. Data were collected through semi structured interviews with executives who had experience of working for a manager with low self-awareness. Thematic analysis was then conducted to identify the main themes found in the data.Findings/results: This study found that leaders with low self-awareness exhibit behaviours consistent with toxic and destructive leadership. Negative effects on subordinates were felt in terms of employee engagement and increased resistance to the leader occurred. Subordinates then engaged in retaliatory and deviant work behaviour as a result.Practical implications: A model for conceptualising how self-awareness results in destructive leadership and its influence on followers’ behaviours and attitudes emerged, enabling an improved understanding of this organisational behavioural phenomenon.Originality/value: Literature is limited on self-awareness even though more research is being carried out on destructive leadership. The research has implications for how talent management is conducted within organisations.
{"title":"The influence of self-awareness on effective leadership outcomes in South Africa","authors":"Sharon Da Fonseca, H. Myres, Karl Hofmeyr","doi":"10.4102/sajbm.v53i1.2720","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.2720","url":null,"abstract":"Purpose: Leadership research demands an understanding of what constitutes effective leadership. Self-awareness is described as critical for effective leadership, yet there is little research dealing with the link between a lack of self-awareness in leaders and destructive leadership. The prevalence of destructive leadership is surprisingly common and bears a high cost to organisations in terms of employee turnover, absenteeism and decreased productivity. The emotional toll it takes on employees is severe and affects their well-being and identification with the organisation.Design/methodology/approach: A qualitative, exploratory approach was used to gain insights into the role that self-awareness plays in effective leadership and how a lack thereof affects employee engagement and behaviour. Data were collected through semi structured interviews with executives who had experience of working for a manager with low self-awareness. Thematic analysis was then conducted to identify the main themes found in the data.Findings/results: This study found that leaders with low self-awareness exhibit behaviours consistent with toxic and destructive leadership. Negative effects on subordinates were felt in terms of employee engagement and increased resistance to the leader occurred. Subordinates then engaged in retaliatory and deviant work behaviour as a result.Practical implications: A model for conceptualising how self-awareness results in destructive leadership and its influence on followers’ behaviours and attitudes emerged, enabling an improved understanding of this organisational behavioural phenomenon.Originality/value: Literature is limited on self-awareness even though more research is being carried out on destructive leadership. The research has implications for how talent management is conducted within organisations.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48962578","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 : 2022-09-26DOI: 10.4102/sajbm.v53i1.3089
Natasha Winkler-Titus, Anne Crafford
Purpose: Burn to be heard, #Blacklivesmatter, #COVID-19. These slogans have sharpened society's focus on inequality and resistance to injustice. Power in organisational management literature has predominantly been confined to power dynamics related to organisational structure or hierarchy and applying an identity lens has been limited to subjective forms of power. This study applied the typology of Fleming and Spicer, who identified four forms or faces of power, explaining resistance and articulating forms of potentially hidden disenfranchisement. The research aimed to expand on Fleming and Spicer's discourse on power in organisations and resistance against this power. Design: The explorative nature of the research question called for the application of an interpretive lens - through qualitative research - using the grounded theory approach in a case study design. Semi-structured interviews were conducted with stakeholders involved in the process we set out to explore. Findings: It was found that domineering power-constrained people and a subjectified identity led to a state of patiency. Through a collective identity and discursive resistance, manipulation gave rise to coercion. Practical implications: Understanding how systemic as well as episodic forms of power are present in the organisation and experienced by different stakeholders will help leaders avoid negative unintended consequences of power and potential marginalisation. Value: Fleming and Spicer described systemic and episodic dynamics as two broad constructs of power but questioned how and why one dimension may dominate the other. By explicating the interplay between power and resistance, through an identity lens, this study explains how different forms of power are effective at different times.
{"title":"Resistance: Faces of power and how identity is reflected","authors":"Natasha Winkler-Titus, Anne Crafford","doi":"10.4102/sajbm.v53i1.3089","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3089","url":null,"abstract":"Purpose: Burn to be heard, #Blacklivesmatter, #COVID-19. These slogans have sharpened society's focus on inequality and resistance to injustice. Power in organisational management literature has predominantly been confined to power dynamics related to organisational structure or hierarchy and applying an identity lens has been limited to subjective forms of power. This study applied the typology of Fleming and Spicer, who identified four forms or faces of power, explaining resistance and articulating forms of potentially hidden disenfranchisement. The research aimed to expand on Fleming and Spicer's discourse on power in organisations and resistance against this power. Design: The explorative nature of the research question called for the application of an interpretive lens - through qualitative research - using the grounded theory approach in a case study design. Semi-structured interviews were conducted with stakeholders involved in the process we set out to explore. Findings: It was found that domineering power-constrained people and a subjectified identity led to a state of patiency. Through a collective identity and discursive resistance, manipulation gave rise to coercion. Practical implications: Understanding how systemic as well as episodic forms of power are present in the organisation and experienced by different stakeholders will help leaders avoid negative unintended consequences of power and potential marginalisation. Value: Fleming and Spicer described systemic and episodic dynamics as two broad constructs of power but questioned how and why one dimension may dominate the other. By explicating the interplay between power and resistance, through an identity lens, this study explains how different forms of power are effective at different times.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41836719","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 : 2022-09-26DOI: 10.4102/sajbm.v53i1.3359
Naomi Rugpath, Anastacia Mamabolo
{"title":"Entrepreneurial learning outcomes in the transition from hybrid to full-time entrepreneurship","authors":"Naomi Rugpath, Anastacia Mamabolo","doi":"10.4102/sajbm.v53i1.3359","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3359","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44478813","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 : 2022-09-19DOI: 10.4102/sajbm.v53i1.2593
Refiloe L. Thokoa, Vinessa Nadioo, Tessie Herbst
{"title":"An exploration of internal branding at the National Treasury of South Africa","authors":"Refiloe L. Thokoa, Vinessa Nadioo, Tessie Herbst","doi":"10.4102/sajbm.v53i1.2593","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.2593","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42958616","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：