Paul Kiyingi Kibuuka is currently the Director Economic and Business Research of the Bureau of Market Research (Pty) Ltd at the University of South Africa (Unisa). Prof Kibuuka worked for a total of almost 30 years for government, nine years of which were served in the Civil Service and 20 years in a Regional Development Finance Institution up to the level of Managing Director. He served as a visiting Academic Research Fellow and Senior Lecturer at the University of Witwatersrand, the University of Pretoria and as an Associate Professor of Development Finance at the University of Stellenbosch Business School respectively. He is a director of the Southern Africa Marketing Research Association, Droids Engineering and the former chairperson of the Liberty Community Trust Fund.
The development of entrepreneurship and formal business activities may hold a key to South Africa’s economic growth path and addressing job creation. Although many estimates are available, there is no certainty regarding the size and distribution of formal businesses in South Africa. The University of South Africa Bureau of Market Research (BMR) Business Research Unit (BRU) was established in an effort to conduct in-depth research into the formal business corpographics and dynamics in South Africa. Making use of available secondary data sources (SARS Tax Statistics, Stats SA GDP and GVA numbers, Stats SA QLFS, and Stats SA Liquidations and Insolvencies Statistics) the BRU constructed estimates for the number of businesses in South Africa by economic sector. Expanding on these estimates, the BRU derived estimates for the number of businesses by province and business size for the years 2016 to 2020 and conducted a forecast for 2021. The results of the analysis are presented in this paper with a focus only on the formal business sector, that is businesses registered and liable for some or other form of tax – mainly corporate income tax (CIT – companies) and personal income tax (PIT – entrepreneurs). Value added tax (VAT) registrations are not considered as qualification for inclusion in the business estimates, since it includes other non-business entities such as universities, trust funds, municipalities, etc. Non-registered businesses generally found in the informal economy are also not included in these estimates. In the study the BRU defines a business at an “enterprise” level and not an “establishment” level with the enterprise concept referring to a legal/tax entity while establishment to business activities occurring at a plant, branch, franchise or sub-enterprise level. In the context of the South African formal business sector, the paper most critically highlights trends in global risks and major drivers but also international, national and subnational framework for assessing business vulnerability. Global business vulnerabilities, transmission, causes and implications are discussed in the face of the prevailing global game changers and cascaded to the South Africa retail sector vulnerability in sales, consumption and expenditure. The outcome of the formal sector estimates are presented in terms of the prevailing vulnerabilities trends by sector, size, province and local government. The paper winds with a forecast of South Africa business vulnerabilities potential impact on sustainable business and economic growth.
Mostafa Elashmawy is Senior BIM & GIS Manager at WSP Middle East, working for Project Management Services Business Unit providing Digital Delivery Management for some of the most significant construction projects in the Middle East. Mostafa was graduated as a Civil/Structural engineer and worked as a coordinator for other disciplines. Hence, he has in-depth knowledge of Architectural, Landscape, and MEP works, which helped him work as a global BIM Manager. He worked at many of the most significant construction projects in the Middle East during the last ten years delivering, coordinating, and managing BIM, GIS, CAD deliverables. Mostafa has a Master’s Degree in Global BIM Management and is certified in Information Management by many respectful organisations. He also has a deep academic knowledge of International Standards, Methods, and Procedures related to Information Management. He uses his knowledge and experience to implement BIM and provide digitisation strategies for his organisation and clients.
Federation Strategy (Formerly: Volume Strategy) forms one of the essential sections while creating a BIM Execution Plan (BEP). Paying good attention and spending efforts on detailing it results in better management of Building Information Models throughout the lifecycle of construction projects. As per International Standards ISO 19650, many aspects need to be considered while segregating BIM models. Firstly, you need to have separate models for each asset and sub-assets in your project. For example, if you have 20 buildings in your project, each should have different models. Secondly, you need to think about the disciplines. So, for each building, you need to have a model for the architecture, structure, Mechanical, etc. However, you may also segregate each discipline into sub-disciplines. For example, you may have concrete structure models and steel structure models. The third aspect is the Task Teams (Whether they are sub-consultants, sub-contractors, or even inhouse teams under the same organisation). This aspect may affect the previous segregations as sometimes you will have different groups modelling parts of the same discipline of the same building. Imagine having a Facade consultant who will be providing their architectural models. The Fourth item to be considered is the level of confidentiality of information. Elements that will have confidential information should be modelled and stored separately. In general, models shall be segregated based on the information’s permissions. The Fifth step is to think about the expected size of your models and slice it based on that. Not only the native file sizes but also the to-beexported formats like .ifc. However, sometimes it’s acceptable that further segregations be done at the model development stage if the size exceeds an agreed size. It would help to leave some vacant file numbers whenever you have additional segregation needed. And that takes us to the final step; Naming Convention. Proper Naming Convention should be used so that the file name/number should reflect the above segregations. It’s also necessary to provide a federated model that combines every segregated group by linking/appending. These federated models are federated layer by layer until you reach the Master federated model for your whole scope of work. Prepare a hierarchy diagram to illustrate this federation so that everybody can understand the relation between models. You need to understand that the purpose of this strategy is to support information security, ease information exchange using smaller file sizes, and, most importantly, facilitate simultaneous modelling by the various teams without coordination issues. Think about it as a puzzle board or a Soma Cube where every task team will be responsible for their puzzle piece with minimal interference with the neighbouring elements.
Thanti is a Senior Lecturer at the Graduate School of Business, University of Cape Town. Thanti teaches Risk Management, Entrepreneurship/Entrepreneurial Finance and Venture Capital. Thanti holds a PhD (Finance) and an MM (Entrepreneurship) from Wits. He is also one of a handful of Professional Risk Manager (PRM™) charter holders in South Africa. Thanti has also published high quality academic articles in top international journals like Research Policy, Technology Analysis & Strategic Management and the Journal of Entrepreneurship and Public Policy.
Developing countries have experienced many challenges in replicating mobile money services (MMS) successes, and the literature suggests that the regulatory environment is a critical barrier to the success of financial services in low-trust and institutionally compromised developing countries. Nevertheless, all models in previous MMS studies seemingly overlook the linkage between the perceived effectiveness of the regulatory environment (PERE) and consumers’ behavioural intention to adopt MMS. To address this gap, we employ covariance-based structural equation modeling (SEM) on a data set comprising 298 responses to investigate whether PERE affects the behavioural intention to adopt MMS in low-trust South Africa. Our results confirm that a new model that integrates PERE and price value (PV) accounts for 91.8% of the variance in consumers’ behavioural intention to adopt MMS; thus, demonstrating a 24.05% improvement in explanatory and predictive power over the unified theory of acceptance and use of technology (UTUAT) model.
Dawie) Bornman is a senior lecturer, post-graduate supervisor and researcher in the Department of Business Management at the University of Pretoria, South Africa. Focusing on Entrepreneurial Creativity, Business Management Innovation and Leadership Communication, he has presented his research at international conferences, doctoral seminars and personal development workshops. Dr Bornman studied and worked at the University of Leipzig in Germany, through the EUROSA grant and acts as a guest lecturer at international universities in Austria and Belgium. He serves as Guardian for the University of Pretoria’s Marketing and Communication Management Student Society (MC Experience), and has received awards such as Best Undergraduate Lecturer (in the Department of Business Management), a Teaching and Learning Excellence Award, and a Real Life Influencer Award (both in the Faculty of Economic and Business Sciences at the University of Pretoria). In 2018 he was named one of seventeen educators in the Mail and Guardian’s Top 200 Young South Africans. He is passionate about youth, ‘artrepreneurship’ and SMME development projects and has worked with UNICEF, PWC, the Mamelodi Business Clinic, SA Cane Growers, the South African National Council for the Blind and the South African Creative Industries Incubator (SACII).
According to Stats SA’s Quarterly Labour Force Survey released on 30 November 2021 the unemployment rate in South Africa reached an alltime high of 34.9% in 2021, which is an increase of 4,1% from 2020 to 2021. The reason for this increase is of course clear as the global Coronavirus pandemic ushered in unimagined complexities (Mhlanga, 2021). The United Nations (UN) Secretary General, António Guterres, has called for the world to react decisively, innovatively and to collaboratively conquer the rise of the virus whilst also responding to the socio-economic devastation that the virus is causing world-wide (UN, 2020). The question surrounding this global problem in terms of its economic impact is therefore not focused on how this problem can be solved, but rather on what the effects of this pandemic have been on entrepreneurs, as well as the general academic landscape of entrepreneurship and business management education in developing countries such as South African (ASSAf, 2022). Individuals studying on a tertiary level in the field of entrepreneurship or business management have always been viewed as being a step ahead of individuals who would want to pursue a career in business, but who do not have the theoretical understanding of concepts or literature. Graduandi however do not necessarily have the technical, practical and on job training knowledge base of individuals who have been working in industry. This has however come to a point where the potential of becoming or being an entrepreneur is no longer linked to the completion of tertiary education, but rather linked to increasing an entrepreneur’s potential, developing a thorough theoretical academic knowledge base and enhancing self-efficacy of entrepreneurs. The question then becomes, what is the gap that has emanated between academia and industry, and how should business research and education be re-aligned toward assisting entrepreneurial development? In order to address this pressing issue, the focus needs to fall on what is currently seen as imperative research being conducted within the field of business management, what is being taught in the academic sphere and which trends are developing. Once this is established, the questions develops into how can academia and industry re-align or amend the current business management landscape into one which is conducive to rectify aspects such as unemployment, poverty or under developed communities or societies (Madondo, 2021; Yende, 2021). Trends within the field of business management research in South Africa that have been growing in popularity include, but are not limited to: networking (Mlotshwa & Msimango-Galawe, 2020), business-to-busienss relationships (Goran, Mercy & Mornay, 2019), the role of leadership (Bornman, 2019), and business sustainability (Gregorio, Pié, & Terceño, 2018). The rapid rise of technology, especially that of the 4IR (Mawere, Mukonza & Kugara, 2021) has also played a major part in re-shaping the business landscape, and even more so in developing countries where there might be a lack of proper infrastructure and current academic know-how to assist growing industry needs.
Khaled Farouk has his experience in research and Development in digitalization of the health process and Quality of Life. His evaluation model is based on practical real world evidence creates new pathways for improving digital systems. He has created this model after years of experience in research, evaluation, teaching and administration both in digital and health institutions. The Model is based on 4G which is a methodology that utilizes the previous generations of evaluation, measurement, description and judgment. It allows for value-pluralism. This approach is responsive to all stakeholders and has a different way of focusing.
Despite growing interest in the potential of digital technologies to enhance co-production and co-creation in public services, there is a lack of hard evidence on their actual impact. Conceptual fuzziness and tech-optimism stand in the way of collecting such evidence. The article suggests an analytical framework that distinguishes between the impacts of different technologies on different elements of co-production and co-creation, and illustrates this in three different areas. It argues that there is no reason to assume that digital technologies will always encourage co-production or co-creation. In fact, they can also be used to bypass interaction with citizens. It is no exaggeration to say that the interest in how digital technologies shape citizen-government relationships has grown immensely. From geriatric rehabilitation robots, through social media, to citizens donating data for public service design and implementation: it is often assumed that new technologies will benefit co-production and co-creation, by making these processes more effective and more efficient and by fundamentally transforming how citizens help shape public services (Lember 2018). It is expected that digital technologies can empower individuals and collectives, and substantially increase the opportunities for more personalized and demand-driven public services (Noveck 2015; Meijer 2012). By extension, they are expected to increase the legitimacy of the state (Kornberger et al. 2017). This could be wonderful – if it happens. However, before we accept such statements for fact, we ought to acknowledge at least four major problems.
Azam Malik has been working as an Assistant Professor in Prince Sattam Bin Abdulaziz University Saudi Arabia. His area of interest is Corporate Social Responsibility and he is also working on the social issues of employees and Society. e.g. Environmental impact on society, social issues of employees. The areas are not limited to CSR, just taking research into the social issues of employees like Work-Life balance and Leadership styles. He also published many papers in national and international journals indexed in Web of Science and Scopus. He also authored two books on Management.
A company's Corporate Social Responsibility (CSR) efforts not only maximize the good impact on communities’ in-and-around corporate operations and beyond, but they also represent "the manner of doing business." "The manner of conducting business" draws attention not only to a company's attitude toward society beyond business, but also to its workers' responsible social viewpoint, which helps the organization optimize its social influence. Sustainability initiatives that aren't closely connected to the company's main business obstruct the best use of the company's knowledge, which is a missed opportunity for both the company and society. CSR initiatives not only allow businesses to give back to society, but they also provide a platform for them to come up with innovative solutions to common business problems. Despite the fact that businesses recognize the importance of CSR, many find it difficult to form mutually beneficial partnerships: small-scale projects provide little tangible benefit to either the company or society, and corporate donations frequently leave the donating company out of the benefits equation. To achieve a sustainable positioning of their corporate brand and long-term positive benefits for society, organizations should strategically embrace CSR. CSR initiatives should emerge from core business processes and focus on the benefits the company can provide to society, creating a win-win scenario for both the organization and the community. Companies may interact with consumers and workers, raise brand recognition, inspire innovation, and save operational expenses by implementing CSR.
Jose Mario da Silva is an economist and business manager. For more than thirty years he has managed Angolan public companies. Now, he is dedicated to give consultancy in the arias of general management. He holds a master's degree in management and finance at Economics Faculty of the University Agostinho Neto, Angola, MBA in management at Fundacao Getulio Vargas, Brazil and a postgraduate degree in Administration and Finance at Technical Institute of Turin, Italy. He is passionate about creating conditions for Angola's economic development and improving the living conditions of its people.
This article focuses on theoretical reflection on the need to study administrative decision-making models carried out by Angolan companies and public bodies. In this study, the specifications of the theoretical decision-making methods are addressed, as well as inconsistencies between these and the realities of certain organizations are pointed out. The adopted methodology consisted of theoretical research, articulated through a review of the literature on decision-making processes and descriptive research with which it was possible to describe the theoretical-practical inconsistencies pointed out by researchers in the field of decision, studied through bibliographical and documental consultation in archives of private and public companies. The main result concerns the need for field research in large companies and public bodies in order to identify their decision-making processes and analyze them in the light of the decision-making literature scrolls, correlating them with the purpose of attaining new knowledge and refining existing models and/or developing new models and decision theories.
Nicolas Ortiz Esaine is currently working at Universidad de Lima, Peru. He has published many papers in renowned internatioanl journals.
Hela Ben Soltane is an Assistant professor at the College of Business Administration in the University of Hail (Kingdom of Saudi Arabia). She is a doctor in Finance. She is has also a diploma of financial engineering. Héla has 7 years of practice as a lecturer in public universities before becoming assistant professor. She has supervised research dissertations for students in a bachelor’s degree in finance. She published researches in several journals (international journal of Finance and Economics, International Journal of Advanced and Applied Sciences, journal of Public Affairs, etc). She also participated in international conferences, as a speaker in the 7th Asia International Conference 2021, as a presenter in 22nd Conference on International Economics in Spain, in 1st Week Conference of Group ESC-PAU in France and others. Hela is an editorial board member in “Understanding Contexts of Business in Western Asia”, and member in AEEFI the Spanish Association of International Economics and Finance.
B.M.A.S. Anaconda Bangkara is currently working at President University, Indonesia. He has 19 years of working experience and over 12 years of experience in teaching.
Considering the Covid-19 pandemic, which has not yet been fully controlled, it certainly has an impact on various fields, including the tourism industry. The drastic decline of foreign tourists, as a consequence of movement restrictions, is still very much needed. However, this has resulted in tourism activities, to be increasingly disturbed. Thus, local tourists must be able to become a mainstay for tourism destinations, including in Alas Kedaton. This study aims to identify destination attributes (6A from Buhalis) that are considered important by local tourists.. Data collection was carried out through questionnaires, distributed to local tourists who has visited Alas Kedaton in 2019. 263 questionnaires can be collected and analyzed by using PLSSEM. The results exhibited that the destination attribute that became a priority for local tourists was health and safety facilities. This is match with the attention of the world today and deserves to be made a priority.
Dirvi Surya Abbas is currently working at Department of Management Studies, Universitas Muhammadiyah Tangerang, Indonesia. His area of interest includes Accounting Research, Accounting Education, Financial Audit, Tax Equity andFiscal Responsibility Act, Auditing, Accounting, Tax.
The goal of this research is to see if profitability and business size have an impact on capital structure. Profitability, firm size, and capital structure are the variables considered. The data used spans the years 2015 through 2020. This study used a sample of six cable companies. Data collecting using secondary data using a sampling methodology that uses a purposeful sampling method. Multiple regression was employed in the data analysis procedure. According to the findings of the study, profitability has a considerable negative impact on capital structure, whereas company size has a positive impact.