Abstract:In Uganda, small and medium enterprises (SMEs) form the majority of firms in the private sector (90% of the firms in the private sector are SMEs). Their importance in Uganda's economy cannot be under looked because of the contribution that they make to national and economic development. The SMEs employ a high percentage of the non -farming population and contribute 70% of the total GDP (BID Country Guide Series, 2008: Hatega, 2007. SMEs in Uganda however face numerous challenges which affect their performance … Show more
“…The synergy of diversity within the organization bonds moderate the relationship between entrepreneurial orientation with the performance of the organization, as well as the orientation of the high-powered entrepreneurial vast network will improve organizational performance (Ofem, 2014). Information sharing and incentive as predictors of supply chain performance in small and medium enterprises (Eyaa et al, 2010). Human capital resources have a significant effect on international performance, while the collaborative networkhas no significant effect on the performance of international efforts on small and medium-sized high-tech (Kenny, 2011).…”
Section: Relationship Between Collaborative Network and Performancementioning
<p> Creative industries significantly contribute to Indonesia economic development. There are many problems faced especially in improving innovation capabilities and competitive advantages. This study proposes to examine the effect of collaborative networks and entrepreneurial orientation to innovation capabilities, competitivee advantage and performance. Some creative industries located at several cities in the Central Java Province. Sampling methods used in this study is purposive sampling and data is analyzed by the multiple linier regressions. The result of this study shows that entrepreneurial orientation significantly affects both the innovation capability and performance. Collaborative networks significantly affects both the innovation capability and competitive advantage. Furthermore, the result shows that entrepreneurial orientation, innovation capability and competitive advantage significantly affect the performance. Nevertheless, it shows that collaborative networks do not significantly affect the performance.</p>
“…The synergy of diversity within the organization bonds moderate the relationship between entrepreneurial orientation with the performance of the organization, as well as the orientation of the high-powered entrepreneurial vast network will improve organizational performance (Ofem, 2014). Information sharing and incentive as predictors of supply chain performance in small and medium enterprises (Eyaa et al, 2010). Human capital resources have a significant effect on international performance, while the collaborative networkhas no significant effect on the performance of international efforts on small and medium-sized high-tech (Kenny, 2011).…”
Section: Relationship Between Collaborative Network and Performancementioning
<p> Creative industries significantly contribute to Indonesia economic development. There are many problems faced especially in improving innovation capabilities and competitive advantages. This study proposes to examine the effect of collaborative networks and entrepreneurial orientation to innovation capabilities, competitivee advantage and performance. Some creative industries located at several cities in the Central Java Province. Sampling methods used in this study is purposive sampling and data is analyzed by the multiple linier regressions. The result of this study shows that entrepreneurial orientation significantly affects both the innovation capability and performance. Collaborative networks significantly affects both the innovation capability and competitive advantage. Furthermore, the result shows that entrepreneurial orientation, innovation capability and competitive advantage significantly affect the performance. Nevertheless, it shows that collaborative networks do not significantly affect the performance.</p>
“…According to Emuze and Smallwood (2014) and Kumar and Banerjee (2014), collaborative practice in construction refers to the ability of firms or entities, project teams, and individuals to agree upon mutual goals, decision-making processes and troubleshooting systems while focusing on specific improvements to their normal performance objectives in a project undertaking. Eyaa et al (2010) highlight the key dimensions of collaborative practice as including information sharing, incentive alignment and decision coordination. Anumba et al (2002) outlined four models of collaborative practices that focus on sharing of information and the manner of participation in the project process.…”
Section: Collaborative Working and Practice In Constructionmentioning
“…The prescriptive literature on contract management tends to offer step-by-step procedures for procurement managers and other stakeholders. In the process of ensuring that contract management successfully takes the right course, all the parties involved must keenly pay attention to all provisions in the contract (Sanders et al, 2007;Laratta, 2009;Saunders, 2000;Eyaa et al, 2010). Successful and efficient contract management practices must meet stakeholders' needs, achieves best value for money, manages the potential risks and liabilities and improves service delivery.…”
Section: Determinants Of Effective Contract Managementmentioning
The purpose of this paper is to examine the determinants and constraints of effective contract management and its implications on service delivery since public procurement authority has persistently reported low compliance levels as far as contract management is concerned. Empirical research in this area is relatively sparse. Data was collected using a closed ended questionnaire. Significant predictors of determinants for effective contract management were: clear definition of processes and having in place contract management plans, appropriate methods of capturing key lessons from contract management process, accurate definition of roles and having a knowledgeable contract manager. While the major constraints were found to be: lack of political will to monitor contracts; inadequate capacity and lack of integrity. These findings offer a useful foundation for policy and practical improvement in this important area in Uganda.
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