Effects of knowledge management on innovation capabilities amongst small and medium enterprises in South Africa: The case of Buffalo City Metropolitan Municipality

Gwena, Courage; Chinyamurindi, Willie T.

doi:10.4102/sajesbm.v10i1.177

Cited by 7 publications

(6 citation statements)

References 41 publications

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“…The participating small businesses come from various industry categories as shown in Table 2, with construction and agriculture being the most popular. In terms of the overall economic outlay of the Eastern Cape Province of South Africa, construction and agriculture are often popular economic activities as also established in previous research (Gwena & Chinyamurindi, 2018;Gomera et al, 2018). In terms of the age of the small business, the majority of the small businesses (46.4%) had been in operation for 10 years of more at the time of the study.…”

Section: Sample and Proceduresmentioning

confidence: 68%

“…For instance, most of the respondents to our study were confined to the construction and agriculture sectors. Despite these being popular sectors of functioning based on the geographic region where the data was collected (Gwena & Chinyamurindi, 2018;Gomera et al, 2018), the skewed sample is a notable limitation of the research. Third, our study relied mosly on responses from small business owners/managers.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

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Mediation of Psychological Capital on Human Resource Management Practices and Firm Financial Performance

Byarugaba

Mafabi²,

Dywili³

et al. 2022

IJBS

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The purpose of the study is to examine the mediating effect of psychological capital on the relationship between human resource management practices and financial performance in small businesses in South Africa. A cross-sectional survey design was utilised to collect data from a sample of 401 small businesses operating within the Eastern Cape Province of South Africa. The findings show that human resource management practices, psychological capital and financial performance are positively correlated to one another. Moreover, through hierarchical regression analyses, psychological capital was found to partially mediate the relationship between human resource management practices and financial performance. Based on the findings of the research, small business owners/managers can use the study results to develop strategies and interventions that can enable their firms to thrive.

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Section: Sample and Proceduresmentioning

confidence: 68%

Section: Limitations and Future Researchmentioning

confidence: 99%

Mediation of Psychological Capital on Human Resource Management Practices and Firm Financial Performance

Byarugaba

Mafabi²,

Dywili³

et al. 2022

IJBS

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“…Definisi ini kemudiannya dikemas kini oleh Zahra dan George (2002) dengan memperincikan pembentukan kapasiti penyerapan melalui empat proses iaitu perolehan, mengasimilasikan, mentransformasikan dan mengeksploitasi pengetahuan. Pengkaji lalu (seperti Biedenbach & Müller, 2012;Fosfuri & Tribó, 2008;Gwena & Chinyamurindi, 2018;Hausberg & Leeflang, 2018;Liu et al, 2013;Nieto & Quevedo, 2005) sepakat dalam menyatakan bahawa kapasiti penyerapan merupakan keupayaan dinamik berasaskan pengetahuan yang berperanan dalam meningkatkan keupayaan inovasi firma. Ini kerana apabila sesebuah firma berkebolehan untuk memperoleh, mengasimilasikan dan mengimplikasi pengetahuan baru yang diperoleh, dijangka firma akan berpotensi untuk merancakkan aktiviti inovasi mereka .…”

Section: Pengenalanunclassified

KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

Kasim

Auzair

Amir

et al. 2021

International Journal of Management Studies

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Kajian ini dijalankan untuk mengenal pasti kesan langsung dan tak langsung yang dimiliki oleh integrasi kelakuan kumpulan pengurusan atasan (KPA) ke atas dua keupayaan dinamik firma iaitu keupayaan pembelajaran dengan keupayaan konfigurasi semula, yang kedua-duanya diterjemahkan melalui pemboleh ubah kapasiti penyerapan dan ketangkasan organisasi. Analisis Partial Least Square ke atas maklum balas soal selidik daripada 159 buah firma perkilangan bersaiz besar dan sederhana di Malaysia menunjukkan terdapat hubungan positif yang signifikan antara integrasi kelakuan KPA dan kedua-dua kapasiti penyerapan serta ketangkasan organisasi. Hasil analisis juga menyokong hipotesis bagi hubungan tak langsung antara integrasi kelakuan KPA dan ketangkasan organisasi dengan kapasiti penyerapan sebagai faktor pengantara. Penemuan kajian ini menggesa KPA agar menonjolkan sikap yang mementingkan tingkah laku berkolaboratif, pertukaran maklumat yang berkualiti dan pembuatan keputusan secara bersama kerana ketiga-tiga aspek ini didapati secara kolektif memberi kesan yang positif kepada keupayaan dinamik firma. Dapatan kajian ini turut memberi isyarat kepada pengurusan atasan kepentingan untuk memastikan ketiga-tiga ciri ini dimiliki oleh calon yang bakal dipilih sebagai ahli KPA. Hasil kajian ini juga mampu menjadi titik rujuk kepada kajian lanjut yang dijalankan secara kualitatif yang dijangka dapat menyediakan gambaran lebih jelas mengenai peranan KPA dalam pembangunan keupayaan dinamik firma di Malaysia. Abstract This study was conducted to examine the direct and indirect effects of top management team (TMT) behavioural integration on two dynamic capabilities, that is, the learning capability and reconfiguration capability which have been translated through the absorptive capacity and organisational agility. The Partial Least Square analysis on the survey responses from 159 large- and medium-sized manufacturing firms in Malaysia shows that there are significant positive relationships between the TMT behavioural integration and both the absorptive capacity and organisational agility. The analysis results also support the hypothesis of an indirect relationship between the TMT behavioural integration and organisational agility with absorptive capacity as the mediator. The findings reveal the need for the TMT to emphasise collaborative behaviour, quality information exchange and collective decision-making as the three aspects are collectively found to have positive impacts on the firm's dynamic capabilities. The TMT also has to ensure that the candidates selected as its team members must have these characteristics. The results of the study can also be a reference point for qualitative studies conducted which can provide a clearer picture of the role of TMT in the development of dynamic capabilities of firms in Malaysia. Keywords: Top management team behavioural integration, absorptive capacity, organisational agility, dynamic capabilities of firms, Malaysia.

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“…Struwig et al , 2019; Chinyamurindi, 2016). The duality of addressing macro-economic challenges (Hakala, 2011) as well as the realisation of individual and social gain for the entrepreneur (Gwena and Chinyamurindi, 2018) places focus on further understanding those aspects related to small business success. Some scholars (Bag et al , 2018) frame the need to continually understand those determinants that influence small business operation and performance.…”

Section: Introductionmentioning

confidence: 99%

Antecedents of small business financial performance: the role of human resource management practices and strategy

Chinyamurindi

Kyogabiirwe

Kabagabe

et al. 2021

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PurposeThere is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.Design/methodology/approachA structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.FindingsThe results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.Practical implicationsTo fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.Originality/valueThe paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

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Effects of knowledge management on innovation capabilities amongst small and medium enterprises in South Africa: The case of Buffalo City Metropolitan Municipality

Cited by 7 publications

References 41 publications

Mediation of Psychological Capital on Human Resource Management Practices and Firm Financial Performance

Mediation of Psychological Capital on Human Resource Management Practices and Firm Financial Performance

KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

Antecedents of small business financial performance: the role of human resource management practices and strategy

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