There is a general consensus among public policy makers, academics and researchers that entrepreneurship is a vital route to economic advancement for both developed and developing economies. As a result, a host of small business assistance programs are conducted by public, private and nonprofit organizations. Although the need for integrating these programs has always been a high priority on the national agenda for public policy and research in entrepreneurship, their implementation particularly in developing economies is characterized by fragmentation and lack of coordination. Small business assistance will be meaningful if they are designed in a holistic and systematic way and implemented with a view to achieve long term sustainable development. This paper offers a conceptual framework for designing an integrated model of small business assistance. The paper identifies the major characteristics of small firms and potential small business assistance programs, and presents a decision tree model that matches the characteristics of firms with appropriate assistance program(s). A case study of small business assistance programs in the Republic of Botswana was conducted to provide an empirical evidence of the need for an integrated design or model. Finally, conclusions, discussions and the implications of the model for policy makers, practitioners and further research are presented.
This article analyzes the strategic use of microcomputers and software packages in corporate planning and decision making in SMEs. Data were collected from 44 SMEs from three cities in the Republic of Botswana to study their perceptions about the use of computer‐based technology to solve managerial problems, and analysed using simple descriptive statistics. The findings indicate that SMEs conduct both strategic and operational planning activities. However, microcomputers and software packages were used primarily for operational and administrative tasks rather than for strategic planning. SMEs perceive that strategic planning is costly and time‐consuming, and hence appropriate only for large firms. The study also showed that firm size and strategic orientation are related to the use of computer technology for strategic decision making. The major implication of the findings for future research has been identified and presented.
Purpose The purpose of this paper is to explore the factors that may be related to a career choice in the public vs the private sector in a developing African country. Design/methodology/approach Using a sample of graduate management students, the authors tested reward preferences and altruism, elements of public service motivation, on their generalizability to a developing country in Africa. The authors also examine the role of career attitudes, individual personality factors, and cultural values on a career choice in public service. Findings The authors find that not all the factors associated with the choice of sector (public or private) found in previous studies apply in the Botswana context. Research limitations/implications Perry and Wise (1990) developed the concept of public service motivation to explain why individuals may be motivated to serve the public. However, two of the factors associated with public service, intrinsic motivation, and altruism, were not predictive of a career choice in the public sector in Botswana, and thus may limit its generalizability outside of western developed countries. Practical implications In Botswana and other developing economies, government jobs are considered to provide lucrative and stable employment, and attract educated citizens regardless of motivations. However, as the private-for-profit sector is emerging, these countries could soon be facing serious competition for top university students, and will need to develop a strategy for attracting the best talents to choose employment in the public sector over career options in the private sector. Originality/value The present study seeks to further the understanding on how individuals make a career choice between public vs private sector management in a developing country.
The process of entrepreneurship is identifying and exploiting opportunities. Entrepreneurial action can also result in forming, rather than merely encountering opportunities. Researchers, like Alvarez and Barney (2007), also distinguish two approaches to entrepreneurial action, discovery and creation. In opportunity creation, opportunities for entrepreneurial profit are formed endogenously through action.Effectuation processes focus on what can be done, given the capacity to influence and means at hand, to move toward a future endpoint. Effectuation was developed in the context of entrepreneurship and it assumes that an opportunity may arise through control-based strategies.Bricolage was initially described by Levi-Strauss (1967) as ‘making do with what’s on hand’. This was extended by Baker and Nelson (2005) and applied to the process of value creation. They observed that some entrepreneurs prefer to engage in a process of “making do by applying combinations of resources at hand to new problems and opportunities”.These are new concepts to most entrepreneurship researchers, yet extremely useful in the understanding of opportunity creation. This conceptual paper will assist in the understanding of these concepts, and clarify the roles of effectuation and bricolage in the opportunity creation framework. A discussion section should attempt to bring the concepts to reality by highlighting realistic examples.
PurposeThe purpose of this conceptual paper is to discuss the concept of bricolage. It defines the term bricolage and its personified form 'bricoleur'. The paper attempts to identify some measures of bricolage that can assist to relate that concept to either growth of enterprises or their performance. The paper also relates bricoleurs to entrepreneurs. Lastly, the paper asks whether bricoleurs are born or made.
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