Business Management
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Item Investigation on Ethical Strategies to Enhance Good Administration(2020-04-04) Waiganjo, Moses; Maani, Chunga Geoffrey Nambira; Nambira, GeoffreyThis investigation sought to investigate about the ethical strategies that enhance good administration. The objectives of the study were achieved through a descriptive survey which was used. This investigation was guided by five objectives such as: The definition of Ethical strategies. However, respondents had different views on this statement and they described ethical strategies as way of applying good methods to improve the organizational performance in terms of administration. The types of ethical strategies that can enhance good administration, respondents on the types of ethical strategies to enhance good administration. However, according to the findings majority of respondents indicated that code of conducts as the guiding principles that enables how employees should conduct themselves in the organization it is one of the significant type of ethical strategy that can enhance good administration, proper communication channels among different departments, recognition in terms of job well done among employees, fair treatment of employees. The findings on the factors that can prevent ethical strategies towards good administration, many respondents indicated that the factors are corruption, nepotism, tribalism, collusion, fraud and moral values in the organization which prevents new developments, lack of employee motivation, lack of honesty and fairness, lack of equality in the organisation and corruption are among the factors that can prevent ethical strategies towards good administration According to findings on the importance of ethical strategies in administration indicated that ethical strategies builds strong relationships with stakeholders, it attracts high qualified employees for the organisation, it enables more employees want to work for the organisation. Based on the findings on the effectiveness of ethical strategies, it indicated that the effectiveness of ethical strategies is to keep employees to be well informed with all information through proper relationships with stakeholders, ethical strategies holds accountable to those who neglect the code of conducts, rules and regulations, and policies of the council, ethical strategies are effective in a way that it helps to revise the evaluate the administration criteria.Item Strategic planning and sustainable innovation during the COVID-19 pandemic: a literature review(Inovatus Services Ltd., 2021-12-30) Waiganjo, Moses; Godinic, Danijela; Obrenovic, BojanThe COVID-19 crisis posed an opportunity for entering new avenues and market segments for large and financially viable enterprises, whilst SMEs lacking resources for such manoeuvre required cost-effective and quick-fix solutions. In this literature review, we reflect on the drivers of sustainable development of SMEs compared to their larger counterparts during major disasters. We have analyzed prior studies drawing from the concept of “sustainability“ during COVID-19, published between 2020-2021, as well as relevant studies from the domains of crisis management, sustainability, enterprise sustainability, digitisation effects on sustainability, sustainable business practices. Each research was screened to check for the content relevance to the subject matter. The paper suggests that radical sustaining innovation in service delivery combined with diversification could be fostered to mitigate risks and ensure SMEs survival in times of economic downturn. The paper adds to the existing body of organizational knowledge on entrepreneurial sustainability deriving from multiple perspectives on the subject. The review provides pragmatic recommendations for SME owners, entrepreneurs, managers and academicians. We find that there are grounds for SMEs to concentrate on innovating in the context of products and services that are considered revenue-generating for same-industry large enterprises, considering this strategy allows SMEs to align their interests and engage in cooperation with competition.Item Impact of Empowering Leadership, Innovative Work, and Organizational Learning Readiness on Sustainable Economic Performance: An Empirical Study of Companies in Russia during the COVID-19 Pandemic(Sustainability, 2021-11-11) Faulks, Baira; Song, Yinghua; Waiganjo, Moses; Obrenovic, Bojan; Godinic, DanijelaThe COVID-19 pandemic shocked the global economy, with numerous companies suffering losses and shutting down. However, some companies proved to be resilient, being able to sustain their economic performance despite the pandemic. The study aims to explain the sustainable economic performance of companies during the COVID-19 pandemic. The relationships between empowering leadership, innovative work behavior, organizational readiness to change, and sustainable economic performance were assessed. The data were collected via an online questionnaire from January 2021 to March 2021, during the height of the COVID-19 pandemic in Russia. The respondents were Russian companies’ employees holding management positions, competent to objectively assess organizational circumstances during the COVID-19 pandemic. A sample of 337 was used in the analysis. Confirmatory factor analysis (CFA) with maximum likelihood estimation was conducted using SPSS AMOS. The structural model was tested with standardized parameter estimates, standard errors, and p-values calculated. The findings of the study suggest that innovative work behavior and organizational readiness to learn have a direct influence on sustainable economic performance. The findings also suggest that empowering leadership impacts innovative work behavior but not sustainable economic performance. The mediation analysis indicates that innovative work behavior is a mediator between empowering leadership and sustainable economic performance, whereas organizational readiness to learn is not a moderator. The study adds to the leadership and sustainability body of knowledge and contributes to the research on the COVID-19 pandemic in the organizational context.Item Leading tourism ventures: What are the characteristics that enable some tourism entrepreneurs to succeed, while others fail?(USB Leaders' Lab, 2008) Van Zyl, ChrisThe characteristics that enable some small tourism entrepreneurs to succeed, while others fail.Item Exploring a conceptual Small Tourism Enterprise Performance Model.(Zylplex Training Pty Ltd., 2008) Van Zyl, ChrisThe tourism industry in South Africa is a growth industry. Small tourism enterprises are mainly run by owner-managers who are the key decision-makers. Owner-managers therefore need to possess key qualities in order to establish and maintain their performing enterprises. Self-leadership; ethical orientation and entrepreneurial proclivity characteristics have been identified to be important for owner-managers of performing tourism enterprises. It is in this context that this paper considers the Van Zyl and Mathur-Helm (2007) conceptual model. This model also contains market orientation and relationship marketing orientation as strategic orientations which are used to link the enterprise to the external environment where customer satisfaction plays an important role. This paper applies a systems perspective to contextualise the contributions of the owner-manager as entrepreneur; the customers from within the transactional environment and some internal organisational variables to enterprise performance. Customer satisfaction assessment models like SERVQUAL and ECSI are considered while the number of tourists; number of employees; the profitability and the turnover of the venture are found to be reliable indicators of tourism enterprise performance.