Browsing by Author "Sibindi, Ntandoyenkosi"

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Digital transformation : The case of Cape Town based SMEs in the manufacturing sector
    (University of the Western Cape, 2024) Tyali, Alutha Thandolwethu; Sibindi, Ntandoyenkosi
    The era of digitisation is accelerating the pace of digital transformation in manufacturing SMEs. Research has demonstrated that various challenges originate from within and outside the SME business level such as, among many, company culture and strategy, business processes, financial resources, and government support continue to hinder the way manufacturing SMEs adopt digital transformation. The underpinning research problem is the understanding of how these challenges impact the digital transformation adoption in the established context with limited research to practically address them by jointly engaging scholarship and recent field data. Through the application of a multiple case study method, it is established that manufacturing SMEs in Cape town are digitally transforming. The study is qualitative in nature and used the interpretive methodology which allowed the researcher to apply the DREAMY model, capture the subjective SME experiences as outlined in the conceptual framework and aligns with the importance of the research through the determined research questions.
  • Thumbnail Image
    Item
    Dynamic managerial capabilities as antecedent of corporate entrepreneurship: A conceptual model
    (University of Western Cape, 2021) Sibindi, Ntandoyenkosi
    Current studies on Corporate Entrepreneurship (CE) present organisational boundaries, discretionary time, rewards/reinforcements, work discretion and management support as antecedents of CE. This ignores the fact that all these variables are a managerial function in organisations. Furthermore, considering these variables at the same predictor level as management support, has contributed to entrepreneurship coordination challenges for organisations. To address this predicament through the lens of dynamic capabilities, we submit a conceptual model that considers dynamic managerial capabilities as antecedents of CE.