Strategy Implementation Framework Used by SMEs in Zimbabwe

Nyamwanza, Tonderai; Mavhiki, Severino

doi:10.12735/jbm.v3i2p01

Cited by 16 publications

(18 citation statements)

References 17 publications

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“…Small restaurants' lack of an established tradition of legitimate human resource activities implies that they often rely on a network of informal personal relations often tied to family connections, friendship and acquiescence. This is in line with Nyamwanza's (2014) view that most small business owners recruit their relatives and church members. With regard to source of information about prospective jobs, Ghanaian small business owners and/or managers tended to rely exclusively on traditional sources, such as relatives and friends (Asiedu-Appiah, Aduse-Poku, & Abeeku-Bamfo, 2013).…”

Section: Introductionsupporting

confidence: 87%

“…The smallness of hospitality businesses such as restaurants has some strong implications for the human resourcing budget and resourcing practices at large (Nyamwanza, 2014). Funding is considered critical for staffing of highly trained personnel with critical skills and competencies vital to http://www.sajhrm.co.za Open Access organisational success.…”

Section: Constraints Of Firm Sizementioning

confidence: 99%

“…Extant literature on small business performance (Fatoki, 2011;Matchaba-Hove & Vambe, 2014;Mbizi et al, 2013;Radipere & Dhliwayo, 2014) has not adequately included other factors, such as employee resourcing strategies, which is about the acquisition, retention, development and effective utilisation of people that a business needs (Armstrong, 2011). The reason why employee resourcing strategies have not been of concern to small businesses is because human resources functions are usually not given prominence in this sector, yet they take place daily (Nyamwanza, 2014). The interest in small restaurants stems from the background that, like other small businesses in other sectors, in South Africa, the sector has grown and is contributing immensely to the country's gross domestic product (GDP) (Zwane, Du Plessis, & Slabbert, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

Mupani

Chipunza

2019

SA j. hum. resour. manag.

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Orientation: Small businesses’ contribution to economic growth and employment creation cannot be disputed in South Africa, amid operating in an environment that is highly competitive and reports of small and medium-sized enterprise (SME) high failure rates, in general. In view of this, and to our knowledge, no known theoretical study has been conducted in South Africa examining how certain environmental factors might influence the use of appropriate resourcing strategies for improved small businesses’ performance.Research purpose: This theoretical article investigates the relationships between environmental influences, employee resourcing strategies and business performance among South African small restaurants.Motivation for the study: There is a paucity of literature that has explored whether a relationship exists between the three variables among small restaurant businesses in South Africa, justifying the need for such an investigation.Research approach/design and method: This article, which is conceptual in nature, adopted a systematic literature review which entails combining all existing research literature related to the three variables so as to arrive at logical inferences.Main findings: The research contends that a relationship exists between the three variables.Practical/managerial implications: Small businesses need to be aware of the environmental influences that may contribute to business failure so that they attune employee resourcing strategies to the environment to achieve high performance.Contribution/value add: The article contributes to extant literature on the interplay between environmental factors, resourcing strategies and firm performance in small restaurant businesses of emerging economies.

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Section: Introductionsupporting

confidence: 87%

Section: Constraints Of Firm Sizementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

Mupani

Chipunza

2019

SA j. hum. resour. manag.

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“…The conveniently sampled population is indicated in Table 3, conveniently sampled population of Botswana SMEs. Using convenience sampling allowed comparison with other similar previous studies (Sandada, 2015, Nyamwanza & Mavhiki, 2014and Mosoti & Kamau, 2014) that adopted the same technique.…”

Section: Sampling Proceduresmentioning

confidence: 95%

Strategic Planning in Small and Medium Enterprises (SMEs): A Case Study of Botswana SMEs

Majama¹,

Magang²

2017

JMS

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Although small and medium enterprises contribute immensely to the economy of a country, they are characterised by low performance and high failure rate which is often blamed on lack of resources such as funds, land and skilled labour. Many business management specialists argue that even on the availability of such resources, some SMEs still fail due to lack of strategic planning. Extent literature indicates that formal strategic planning improves business performance as it involves deriving a game plan that enables SMEs to anticipate and respond to the turbulent market by arranging their resources and capabilities accordingly.As such, this research investigates the status of strategic planning by SMEs in Botswana. The study also investigates the perceived value of Strategic Planning by SME owner managers, and the extent of planning as well as identifying the barriers that prevent effective strategic planning. Using semi-structured interviews of 36 Small and Medium firms selected across several sectors, the study finds that strategic planning efforts do exist within SMEs but most of these firms engage in strategic planning activities to a limited extent. The study also finds several barriers, which contribute to lack of strategic planning. For instance, the study finds that most SME owner/managers have limited knowledge in the area of strategic planning. Some indicated that they do not plan because of the size of the business. Whereas some admitted that they still possess the traditional based thinking where most business decisions are based on intuition. The findings of this study have implications for policy decision makers and SME owner managers.

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“…Effective implementation of superior strategy plays the important role of aligning organizational distinctive competencies to opportunities in the competitive environment while at the same time warding off competitive threats. However, strategy implementation is an iterative process because changes in the competitive environment have implications on the implementation process (Nyamwanza & Mavhiki, 2014). Strategy represents the reflections of top management team mental maps designed to outwit competition (Sterling, 2003) and to sustain the firm's competitive advantage in the long term.…”

Section: Introductionmentioning

confidence: 99%

Top Management Team Characteristics, Competitive Environment and Strategy Implementation

Mayende¹,

Owino²

2020

IJBM

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Competing favorably in the market requires finding a perfect fit between a firm’s resources and the business environment. Strategy is the stewardship by top management that aligns organizational resources and capabilities to the environment with the ultimate goal of achieving superior and sustainable performance. The current study was designed to determine the influence of competitive environment on the relationship between top management team characteristics and strategy implementation. The study adopted the descriptive cross-sectional survey design. Data was obtained by administering structured questionnaire mailed to top managers in tea factory companies in Kenya. The moderation test was carried out using the product term of the standardized scores for top management team characteristics and competitive environment respectively. Data was processed through regression analysis. While we demonstrate that top management team characteristics had significant influence on strategy implementation, the results of moderation tests were not statistically significant. Consequently, our hypothesized moderating influence of competitive environment on the relationship between top management team characteristics and strategy implementation was not supported. Our findings raise theoretical questions on whether competitive environment is more relevant during strategy formulation process or execution stage. We conclude that companies implementing strategy in stable competitive environment have predictable implementation of planned strategy. We further conclude that external insulation from competition by umbrella marketing agency reduces the influence of factors within the competitive environment on the relationship between top management team characteristics and strategy implementation. However, the temporary insulation of the firm from competition exposes it to competitive disadvantage in the event that the marketing agency is destabilized by forces both from within and external to it.

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Strategy Implementation Framework Used by SMEs in Zimbabwe

Cited by 16 publications

References 17 publications

Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

Environmental influences, employee resourcing strategies and small and medium-sized enterprises performance: Case of South African small restaurants

Strategic Planning in Small and Medium Enterprises (SMEs): A Case Study of Botswana SMEs

Top Management Team Characteristics, Competitive Environment and Strategy Implementation

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