Training entrepreneurs and small business enterprises in South Africa: a situational analysis

Nieman, Gideon

doi:10.1108/00400910110411639

Cited by 45 publications

(33 citation statements)

References 2 publications

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“…However, very little, if any, entrepreneurship training is being offered and confusion exists between entrepreneurship training and small business training (Nieman, 2000). 'Entrepreneurship' refers to a process in which entrepreneurs build companies on innovative ideas by harnessing the necessary resources and developing their companies into high-growth businesses (Timmons and Spinelli, 2007).…”

Section: Introductionmentioning

confidence: 99%

“…A possible contributor to this state of affairs could be that traditionally small business research focuses only on the firm, whereas it should also focus on the entrepreneur, the entrepreneurial firm and the external environment (Kiggundu, 2002). Further-more, training efforts should be monitored to identify those that are effective, successful and appropriate (Nieman, 2000;Ladzani and Van Vuuren, 2002).…”

Section: Introductionmentioning

confidence: 99%

“…https://repository.uwc.ac.za/ 4 Entrepreneurial training needs of small businesses Entrepreneurial training nurtures the skills that enhance entrepreneurial performance; a skill is knowledge demonstrated in action (Nieman, 2000). The training needs of entrepreneurs are seldom addressed by service providers (Foxcroft et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

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Can Personal Initiative Training Improve Small Business Success?

Solomon¹,

Friedrich²,

Glaub³

2013

The International Journal of Entrepreneurship and Innovation

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High levels of personal initiative will be required to unlock the potential offered by the many untapped resources in Africa in terms of business opportunities. Significant resources are ploughed into the development of the small business sector by governments in Africa, particularly in South Africa. However, there is little evidence that these efforts are sufficiently effective to produce the desired results. Two issues are addressed in this article: (a) whether or not enhancing the personal initiative of owner-managers improves the performance of small businesses, and (b) the moderation of the content and effectiveness of a short training intervention by means of a longitudinal evaluation study, including a control group. The findings show an increase in the training group's business activities and performance, and also identify the varied contributions of the components of the training.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Can Personal Initiative Training Improve Small Business Success?

Solomon¹,

Friedrich²,

Glaub³

2013

The International Journal of Entrepreneurship and Innovation

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“…Nieman (2001) mentions that the objectives of SMMEs in South Africa (a developing country) include the creation of jobs (to reduce the unemployment rate), the alleviation of poverty and the overall stimulation of the national economy. The South African Small Business Act No.…”

Section: Introductionmentioning

confidence: 99%

Enterprise risk management: A managing partner for business success

Masama¹,

Ndlovu²,

Mambwe³

et al. 2012

Afr. J. Bus. Manage.

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Research has shown that small, micro and medium enterprises (hereafter referred to as SMMEs) are crucial in promoting international economic growth and development; along with the overall reduction in current unemployment levels. In South Africa, this phenomenon is no exception as the concept of SMMEs was introduced to alleviate poverty and improve overall living conditions through job creation in the country. For SMMEs to be successful they have to survive all forms of risk, especially in their start-up phase. The aim of this study was to determine to what extent SMMEs engage in enterprise risk management (ERM) activities. In order to achieve the above empirical research was conducted on nonfranchised retail SMMEs, operating in the Cape Town City Bowl. A questionnaire was used to glean data that was further quantitatively analysed using descriptive statistics. From the findings, relevant recommendations and conclusions were made.

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“…SMMEs are essential in terms of promoting and achieving economic growth, development of the national economy and the widespread creation of wealth and employment (Nieman, 2001). Since 1994 however South Africa has had to face the challenge of re-entering the world markets as a global economy (post-Apartheid era).…”

Section: Introductionmentioning

confidence: 99%

South African informal businesses sustainability in the Cape Town Central Business District: The power of internal financial controls

Young¹,

Schaffers²,

Bruwer³

2012

Afr. J. Bus. Manage.

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Small medium and micro enterprises (SMMEs) are key players in the informal sector which contributes substantially to the development of the economy of South Africa. These firms also play an imperative role in promotion of entrepreneurial survival and entrepreneurial sustainability in a demanding and competitive informal sector. This paper provides insight, as to what extent SMMEs make use of internal financial controls to make ends meet in the informal sector. The key objective of this research was to determine the extent to which internal financial controls are utilised by informal businesses in the Cape Town Central Business District (CBD); and to ascertain the level of understanding owners and/or managers have regarding internal financial controls. To execute this research, empirical research was conducted through means of the positivistic research paradigm. This study was also regarded as a quantitative research study and a questionnaire-tool was used to glean data by means of purposive sampling from respondents with the main intention to obtain rich data. From the data analysed, it was found that though these businesses were in fact aware of the beneficial potential value internal financial controls could have on their business' well-being, however only a minority of these businesses actually had such implemented controls; those who implemented it had limited monitoring over these controls. From the data analysed, relevant recommendations and conclusions were also drawn upon.

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Training entrepreneurs and small business enterprises in South Africa: a situational analysis

Cited by 45 publications

References 2 publications

Can Personal Initiative Training Improve Small Business Success?

Can Personal Initiative Training Improve Small Business Success?

Enterprise risk management: A managing partner for business success

South African informal businesses sustainability in the Cape Town Central Business District: The power of internal financial controls

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