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Purpose The purpose of this study is to examine the relationship between entrepreneurial alertness, personal initiative and social entrepreneurial venture creation and to examine the mediating role of personal initiative in the relationship between entrepreneurial alertness and social entrepreneurial venture creation among social ventures in Uganda. Design/methodology/approach The study adopts a quantitative approach where hypotheses were statistically tested using structural equation modeling based on survey data (n = 243) from community-based organization owner-managers in Uganda. Findings Results show that both entrepreneurial alertness and social personal initiative are positively and significantly associated with social entrepreneurial venture creation. Results further indicate that personal initiative partially mediates the relationship between entrepreneurial alertness and social entrepreneurial venture creation. Originality/value To the authors’ knowledge, this study provides a shred of initial empirical evidence on the relationship between entrepreneurial alertness, entrepreneurial personal initiative and social entrepreneurial venture creation using evidence from Uganda, a developing country. Mostly, this study provides initial evidence of the mediating role of personal initiative in the relationship between entrepreneurial alertness and social entrepreneurial venture creation in an under-researched developing country – Uganda.

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Purpose/Objectives: The purpose of this study was to determine the ideal contract compliance process in Uganda from a state department perspective. Design/Methodology/Approach: In conducting this study, the interpretivist approach using the qualitative methodology was employed. Telephonic interviews and focus group discussions via the Zoom online platform with semi-structured interviews were conducted among 29 procurement officers, heads of finance departments, heads of procurement departments, auditors and accounting officers. The interviews explored matters concerning what is regarded as the ideal contract compliance process. Findings: The findings indicate that the ideal contract compliance involves the following nine stages: understanding the law; procurement planning; requisitioning; establishing funds availability for the items procured; sourcing providers; contract awarding; appointing contract managers; monitoring deliveries; and payment. Practical Implications: Studies such as the current one widen the management scope and suggest that state departments should read the mind of society and continuously engage with them; make SMART plans and budgets; streamline processes; involve technical people; legally assess the contract; and follow the existing laws. Originality/Value: The cost of contract non-compliance is high and could lead to missed deadlines; delays in executing contracts; litigation and even cancellation of contracts. This could result in a lack of transparency and accountability; poor performance; inefficiency; and poor resource usage. To prevent these negative impacts, state departments could add policy recommendations to implement an effective contract compliance process.

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