Christopher Nyanga, Jaloni Pansiri and Delly Chatibura
The purpose of this paper is to demonstrate the relevance of business intelligence (BI) in businesses in general and tourism firms in particular. BI has been hailed as an…
Abstract
Purpose
The purpose of this paper is to demonstrate the relevance of business intelligence (BI) in businesses in general and tourism firms in particular. BI has been hailed as an innovation that can propel businesses that adopt the system to high productivity and efficiency. This paper confirms that view but further adds that BI also enhances a business’s competitiveness.
Design/methodology/approach
This paper reviews literature on the use of BI in tourism. Although current literature is largely fragmented, focusing on BI, the tourism industry and the notion of competitiveness separately, this paper makes an attempt to bring the three sub-themes in the same study and highlights their interconnectedness. The study adopts two environmental analysis models to better analyze this matter. First is the environmental analysis model as based on Downes’s modification of Porter’s five forces framework. The second model used is the resource-based view approach to business environmental analysis.
Findings
This paper affirms that the tourism industry is one of those industries that continue to benefit from the advantages that come with the adoption of a BI system. Literature shows that the tourism industry was one of those that first adopted BI in order to benefit from the benefits that come with its adoption. Such advantages include flexible and user friendly tourists’ data capture, storage, retrieval, processing and analytical capabilities.
Research limitations/implications
This was a largely literature review-based study. There is, therefore, room for strengthening its findings by conducting field work and mixed methods research for more robust results.
Practical implications
This study will surely benefit the tourism industry and business in general from its highly favorable conclusions to the benefits that come with the adoption of a BI system. It can also be used as a reference in to the tourism field, especially aggregating important concepts and literature that can help future practical studies.
Social implications
Society will also benefit from this study in terms of the new knowledge that has been generated. Members of society will then be in a position to demand products and services that are a result of innovation and informed decision making.
Originality/value
Although this paper is largely based on literature, the conclusions reached are those of the authors. A close assessment of the literature in BI and the tourism industry was done, resulting in the conclusions reached by the authors.
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Jaloni Pansiri and Zelealem T. Temtime
This paper aims to examine perceived critical success factors (CSFs) affecting the performance of small to medium‐sized enterprises (SMEs) and their relationship with firm…
Abstract
Purpose
This paper aims to examine perceived critical success factors (CSFs) affecting the performance of small to medium‐sized enterprises (SMEs) and their relationship with firm characteristics. The paper also seeks to investigate the interdependence relationship among the perceived CSFs themselves using correlation coefficients.
Design/methodology/approach
This paper is part of a wider study that was designed to investigate the perceived critical success/failure factors (PCSFs) affecting the development of SMEs. The study is based on a review of the literature, which provided a theoretical understanding of both CSFs and firm characteristics. This theoretical linkage was then tested using primary data that were collected through a two‐page questionnaire survey of 203 SMEs randomly selected from three cities in the Republic of Botswana. Principal component analysis (PCA) with Varimax rotation was used to reduce the data. Analysis of variance (ANOVA) was conducted to test the relationship between firm characteristics and perceived impacts of selected CSFs, and correlations were used to assess the relationships between the CSFs.
Findings
The study identifies ten sets of perceived CSFs affecting the performance of SMEs; statistically significant relationships between the perceived impact of selected CSFs and firm‐specific variables, indicating that the perceived impact of CSFs vary from firm to firm depending on their size, age, industry, and management profile; and statistically significant relationships among the selected CSFs themselves.
Research limitations/implications
The study relies exclusively on a questionnaire as the data collection instrument, and many respondents were unwilling to participate in the survey. Therefore, it took the authors eight months to collect 203 questionnaires. This forced the authors to make some important changes from the original research proposal.
Practical implications
SME managers and advisors should not deal with CSFs individually, but should adopt an integrated and innovative approach to deal with them collectively. This approach should consider SMEs' uniqueness, given that these CSFs are perceived differently depending on firm characteristics. The paper forwards some research and policy implications for designing SME support and promotional interventions.
Originality/value
The paper uses well‐established and researched CSFs in the SME literature. To this end, the paper's originality and value lie in the investigation of these factors in Botswana. However, the findings are applicable to most SMEs, since they continue to suffer from the same problems worldwide.
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Uma D. Jogulu and Jaloni Pansiri
This paper seeks to examine two management doctoral research projects to highlight the advantages in mixed methods as the primary research design.
Abstract
Purpose
This paper seeks to examine two management doctoral research projects to highlight the advantages in mixed methods as the primary research design.
Design/methodology/approach
This paper summarises the methods of data collection and analysis which were used by two doctoral students in their management research. The researchers used mixed methods approaches (quantitative and qualitative) to explore different areas of management.
Findings
The paper supports the view that triangulation of research methods strengthens the findings and inferences made for understanding social phenomena in more depth, compared to using a single method.
Research limitations/implications
The paper relies excessively on two doctoral research projects which utilise sequential mixed methods. Therefore, arguments made in the paper are specific because other doctoral projects that have used different methods from those employed in the two projects were not considered.
Practical implications
Early researchers, in particular students commencing doctorate studies, should apply mixed methods research because it develops skills in the two most dominant data collection methods used in management research. This paper is a practical guide on how this could be done effectively.
Originality/value
The paper is drawn from two unique doctoral research projects. The paper's originality and value is in providing experiences and practical insights on how mixed methods research is undertaken.
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Jaloni Pansiri and Zelealem T. Temtime
The paper aims to identify perceived critical managerial factors (PCMFs) affecting the performance of SMEs, show the direction and extent of relationship between PCMFs and firm…
Abstract
Purpose
The paper aims to identify perceived critical managerial factors (PCMFs) affecting the performance of SMEs, show the direction and extent of relationship between PCMFs and firm characteristics, and forward some research and policy implications.
Design/methodology/approach
The paper uses a survey questionnaire to collect data on SMEs' perceptions of the degree of impact of selected managerial issues on their performance. The data were factor analyzed (principal component analysis), purified (Varimax rotation) and validated for reliability (Cronbach's α values) to identify the PCMFs. Both descriptive and inferential statistics were used to present and analyze the data.
Findings
The paper identifies and ranks four PCMFs affecting the performance of SMEs in a developing African economy. Important relationships are found between PCMFs and firm characteristics, and among the PCMFs themselves. The paper forwards some research and policy implications.
Research limitations/implications
The paper shows the need to replicate the study in other places to see whether the findings remain consistent. Although based on a mixed sample and limited to examination of perceptions rather than actual problems, the findings are highly relevant in designing business support initiatives and training programmes for SMEs.
Practical implications
Future research should develop a framework for conceptualizing and operationalizing the managerial construct in the context of SMEs. Small business support providers, policy makers and practitioners should identify, prioritize and customize the most influential managerial problems in designing entrepreneurial training and assistance programmes.
Originality/value
Research in the study of PCMFs in SMEs in developing African economies is scarce and lacking. The findings in this paper serve as an addition to the existing limited research output in the area. Moreover, the study adopted a systematic approach to identify, factor analyze, test and validate the measurement instrument for the managerial construct.
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Zelealem T. Temtime and Jaloni Pansiri
The paper investigates the perceived critical managerial factors affecting the performance of small and medium‐sized enterprises (SMEs).
Abstract
Purpose
The paper investigates the perceived critical managerial factors affecting the performance of small and medium‐sized enterprises (SMEs).
Design/methodology/approach
Data were collected from 250 SMEs in Botswana through questionnaire and analyzed using simple descriptive statistics. The respondents were asked to rate the impact of 34 selected items (derived from small business management literature) using a five‐point Likert type scale ranging from very high (5) to very low (1).
Findings
The findings revealed that four factors (managerial action, human resources development, managerial background and organization development) emerged as critical management problems affecting the survival and growth of SMEs in Botswana.
Research limitations/implications
Although the findings are based on perceptions of managers rather than actual impact analysis, they have practical implications for the development of a proactive management development and training and small business support programs in developing economies like Botswana.
Practical implications
The paper promotes the importance of designing management development and support programs based on assessment of the organizational and managerial problems and the objective conditions in which SMEs are operating.
Originality/value
This article discusses SMEs in Botswana.
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The purpose of this paper is to provide a linkage between strategic alliance practice and managerial cognitive base with a view to understanding alliance dynamics better.
Abstract
Purpose
The purpose of this paper is to provide a linkage between strategic alliance practice and managerial cognitive base with a view to understanding alliance dynamics better.
Findings
Brings together two streams of management literature (cognitive base and strategic alliances) in order to provide an alternative to understanding strategic alliances. The analysis found that ever since the work of Hambrick and Mason, Upper echelon (UE) linking managerial characteristics to strategic choice have persistently overlooked strategic alliances as strategic options worth consideration. While on the other hand only a handful of strategic alliance researchers have paid lip‐service to the UE perspective.
Design/methodology/approach
After presenting a strategic alliance model, the paper reviews analysis of reasons for alliance formation, choice of partners, alliance structure and scope and alliance performance. Literature on managerial characteristics is also explored with a view to provide an approach to researching strategic alliances.
Research limitations/implications
The paper cannot claim to have evaluated all the literature on the subject. A claim regarding lack of linkages between the two streams of research is made only in the context of accessed publications.
Practical implications
The paper identifies opportunities for further research that links managerial cognitive base with diverse strategic alliance practices. Borrowing from the work of Carpenter et al. the paper further identify possibilities for further research that links top management teams characteristics to strategic alliance research which also has not been researched before.
Originality/value
The paper uses well‐established and researched management fields to identify gaps in the literature which could be further explored. To this end, the paper's originality and value is within identification of these gaps in the management literature.