The influence of certain factors on South African Small and medium-sized enterprises towards export propensity

Staden, L.J. Van

doi:10.1080/0376835x.2021.2019573

Cited by 6 publications

(4 citation statements)

References 26 publications

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“…These findings are consistent with those of Fernando et al (2017), Haddoud et al (2018 for OF; Krammer et al (2018), Manzanares (2019);and Staden (2022) for EF, Reis and Fortel (2014) for IF that contradict Osano (2019) in Kenya, who found no significant impact, and Sanyal et al (2020) for MF. The empirical implications of this study are that export performance is achieved by a combination of factors and rarely by a single factor.…”

Section: Discussionsupporting

confidence: 89%

“…Managers with more years of experience in foreign markets and better knowledge of foreign markets will be more insightful in selecting appropriate export markets (Krammer et al, 2018). In the same vein, a study by Staden (2022) argued that managers' international experience is a key success factor for a firm to compete in a foreign market. What follows from these empirical studies is that when managers understand the value of exporting, the firm is more likely to interact with the international market, hence the second hypothesis of this study: H2.…”

Section: Entrepreneurial Factors and Export Performancementioning

confidence: 99%

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Key factors influencing the export performance of SMEs in Rwanda: evidence from the non-traditional export sector

Kasema

2023

APJIE

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Purpose This study aims to develop and empirically test a model that describes the factors influencing a firm’s export performance; a model that can be adopted by future export researchers, policymakers and practitioners. Specifically, this study aimed to identify the main factors affecting the export performance of manufacturing small- to medium-sized enterprises (SMEs) in Rwanda and determine the extent of influence of each identified factor on export performance. Design/methodology/approach The research design combines both exploratory research and causal research designs to test the proposed model. Interview guide and survey questionnaires were used to collect the raw data. The collected quantitative data were analysed using the structural equation modelling technique with the Analysis of Moment Structures software. Findings The findings revealed that all the factors identified, namely, organisational, entrepreneurial and industrial, and market factors had a significant positive impact on the export performance of SMEs. Moreover, entrepreneurial factors were proven to be the most influencing factors in export performance followed by market-level factors. In this context, the proposed resource-market-based model of export performance was tested and validated in a less developed country, Rwanda, for exporting SMEs. Originality/value The proposed model of export performance extends the existing literature in two ways: firstly, it integrates internal and external factors to explain the export performance of an SME and secondly, it tests the relative importance of these factors in driving and maintaining international performance.

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Section: Discussionsupporting

confidence: 89%

Section: Entrepreneurial Factors and Export Performancementioning

confidence: 99%

Key factors influencing the export performance of SMEs in Rwanda: evidence from the non-traditional export sector

Kasema

2023

APJIE

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“…International Partners: The phenomenon of globalisation has resulted in an expanded market presence for numerous small, medium, and micro enterprises (SMMEs) in Botswana. Various international stakeholders, such as foreign investors, international clients, and worldwide regulatory agencies, have the potential to exert influence on small, medium, and micro enterprises (SMMEs) in Botswana, particularly those engaged in export activities or those actively pursuing foreign direct investments (van Staden, 2022).…”

Section: Stakeholder Theory and Its Implications For Smmes In Botswanamentioning

confidence: 99%

Strategic Foundations: Unravelling the Role of Business Strategy and Structure in Fostering SME Success in Botswana

Fulu

2024

International Journal of Entrepreneurship and Business Innovati

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The study investigated the influence of business strategy and structure on SMMES business success in Botswana. The study was guided by market orientation theory which holds significant importance within the field of marketing research, as it underscores the need for organisations to align their internal processes, products, as well as strategies with the current market conditions. The quantitative research approach was employed, and the Poisson regression employed to analyse the survey data collected. It was found that strategic planning expertise, the application of a corporate strategy, employee inputs, and adherence to rigorous standards are all associated with a large rise in profitability. The results also highlight the value of a cooperative strategy within the company. When staff members participate in decision-making, they develop a sense of ownership and dedication to the company's success, which leads to increased commitment and output. Customer experiences, operational effectiveness, and ultimately the bottom line is all positively impacted by this. The emphasis on adhering to rigid guidelines also emphasises the significance of discipline and uniformity in operations. The study concludes that Botswana's SMMEs should prioritise strategic planning and ongoing skill development to adapt their company operations to changing market needs, so ensuring long-term growth and competitiveness. Policymakers and business support institutions should cultivate a cooperative environment that promotes employee involvement in decision-making and the implementation of strict operational benchmarks to stimulate innovation, productivity, and responsibility within the small, medium, and micro enterprise (SMME) sector.

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“…There are many definitions in the literature that different countries have used to define SMEs (Sibanda et al, 2018;Kademeteme & Twinomurinzi, 2019;Masocha, 2019;Ngibe & Lekhanya, 2019). According to Maduku et al, 2016;Menisha & Wise, 2018;Kademeteme & Twinomurinzi, 2019;Matekenya & Moyo, 2022;van Staden, 2022) in South Africa, the definition of SMEs can be found in the National Business Act (102) of 1996, and they are defined as organizations or enterprises with 1-250 employees and are managed by a single person or more. Therefore, in accordance with the South African definition, in this research study, SMEs are classified as organizations with 1-250 workers, having an annual turnover of two million ZAR (R 2 million), and gross assets of less than ten million ZAR (R10 million) (Maduku et al, 2016;Kademeteme & Twinomurinzi, 2019).…”

Section: Literature Review 21 Small and Medium Enterprises (Smes)mentioning

confidence: 99%

Optimizing Mobile Commerce to Improve Small and Medium Enterprises Markets

Makelana¹,

Swardt²,

Segooa³

2022

ICONIC

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Mobile commerce (m-commerce) enables individuals and organizations to buy and sell products on the internet. Despite the growth of m commerce in developed countries, research studies indicate that Small and Medium Enterprises (SMEs) in developing countries are still far behind in adopting m-commerce. The theory of Diffusion of Innovation (DOI) was adopted to underpin the study. A quantitative approach was used in this study. The researcher collected data from a random sample of 150 SMEs in South Africa, in the Limpopo province. The study used structural equation modeling (SEM) to analyze data. In this study, the results of SEM indicate that trialability is the most significant factor in predicting the adoption of m-commerce in South African SMEs. Furthermore, the findings of this study also show that relative advantage, compatibility, complexity, observability and owner/manager characteristics are not significant in predicting the adoption of m-commerce in South African SMEs.

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The influence of certain factors on South African Small and medium-sized enterprises towards export propensity

Cited by 6 publications

References 26 publications

Key factors influencing the export performance of SMEs in Rwanda: evidence from the non-traditional export sector

Key factors influencing the export performance of SMEs in Rwanda: evidence from the non-traditional export sector

Strategic Foundations: Unravelling the Role of Business Strategy and Structure in Fostering SME Success in Botswana

Optimizing Mobile Commerce to Improve Small and Medium Enterprises Markets

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