Log in

Relevant bibliographies by topics / Success in business – Namibia / Journal articles

To see the other types of publications on this topic, follow the link: Success in business – Namibia.

Journal articles on the topic 'Success in business – Namibia'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Success in business – Namibia.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Dobler, Gregor. "Chinese Shops and the Formation of a Chinese Expatriate Community in Namibia." China Quarterly 199 (September 2009): 707–27. http://dx.doi.org/10.1017/s0305741009990178.

Full text

Abstract:

AbstractThe first Chinese migrants came to the Namibian border boom town Oshikango in 1999. Today, there are over 100 shops which sell Chinese goods to Angolan traders in that town of only around 10,000 inhabitants. This article describes their way of doing business and the economic interactions between migrants and the host society. By reacting to the host society's reaction to them, Chinese shopkeepers in Namibia are gradually developing into a migrant society with a distinct social structure. In an increasingly hostile political climate, Chinese entrepreneurs are faced with stronger regulation. This has not had the intended effect of pushing shopkeepers into manufacturing. Instead, it has sharpened social stratification among migrants, with traders better connected to Namibian authorities using their connections as an additional resource. In an optimistic view, the alliance between successful Chinese and Namibian actors could be the germ for a spill-over of Chinese entrepreneurial success; in a pessimistic view, it will create additional rents for some Namibians and give migrants the leverage to evade regulations.

APA, Harvard, Vancouver, ISO, and other styles

2

Ågren, Janet, Carita Nyyssölä, and Jesper Stage. "The potential for monopoly rents from Etosha National Park, Namibia." South African Journal of Economic and Management Sciences 6, no. 3 (September 30, 2003): 459–72. http://dx.doi.org/10.4102/sajems.v6i3.3300.

Full text

Abstract:

This paper reports on a survey carried out among visitors to Etosha, Namibia, in May 2002. We use the contingent valuation method to estimate foreign tourists willingness to pay for visiting the park. We find that the Namibian government could raise park fees substantially and increase profits from foreign tourists by approximately N$ 2,3 million per year. If fees were raised in collusion with other governments, in order to avoid competition between countries in the region, profits could presumably be increased even further. However, the survey used to collect data on tourists willingness to pay also indicated dissatisfaction with current management of in-park resorts, and improved management of these resorts would probably be crucial for the success of any new tariff scheme.

APA, Harvard, Vancouver, ISO, and other styles

3

Baporikar, Neeta, Geoffrey Nambira, and Geroldine Gomxos. "Exploring factors hindering SMEs’ growth: evidence from Nambia." Journal of Science and Technology Policy Management 7, no. 2 (July 4, 2016): 190–211. http://dx.doi.org/10.1108/jstpm-11-2015-0036.

Full text

Abstract:

Purpose This study aims to explore factors hindering small and medium-sized enterprises' (SMEs) growth in Khomas region in Nambia. Methodology/design/approach Methodology adopted is qualitative approach with a case study research design including in-depth interviews and deep observations. Findings Findings indicate that these SMEs experience stealing, security problems and fights from the customers, which hinder business growth. In addition, though they understand the importance of technology in boosting business growth, they are not able to keep the pace with changing technology, which impacts their business development. It was further found that access to finance, appropriate marketing strategies, lack of skilled manpower and poor customer service also hinder their business growth. Research limitations/implications The special aspect of case study design is that it defines the delimitation of the research study and may find it necessary to adjust the boundaries that in any case have initially been determined arbitrarily. Being a case approach, it may be difficult to generalize for all kinds of SMEs. Practical implications The problem faced by business owners as explored in this study brings a further dimension to the current literature on factors that hinder growth of SMEs. According to literature studies on factors hindering business growth, especially for SMEs selling alcoholic beverages, factors such as fighting, stealing and insulting as found in this study provide a new dimension on popular businesses especially in high-density areas or locations as they are popularly known in Namibia. Originality/value The originality of this study is the line of business - SMEs selling alcoholic beverages. This line of business is very popular and many venture into this because of the demand and profitability but because there are no studies, this paper will contribute and provide a framework to ensure success and business growth for future entrepreneurs in this line of business.

APA, Harvard, Vancouver, ISO, and other styles

4

de Reuck, Shelley, and Geoff Bick. "Kauai: Extending a fast-food brand into traditional retail as a growth strategy." Case Writing Centre, University of Cape Town, Graduate School of Business 2020, no. 1 (February 1, 2020): 1–25. http://dx.doi.org/10.1108/caseuct-2020-000002.

Full text

Abstract:

Subject area of the teaching case The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a growth strategy employed by an existing brand to secure additional revenue channels and customer touch points. Student level This teaching case is aimed at postgraduate business students such as Master's degrees in Business Administration degrees, postgraduate diplomas, executive education, or specialist Master's degrees. Brief overview of the teaching case Kauai is a health restaurant with 150 stores across South Africa, Namibia and Botswana, more than 50% of which are franchise-owned. An acquisition of the original Kauai quick-service restaurant (QSR) chain by Real Foods in 2015 leads to a complete rebrand and overhaul of its product offering and store experience. Since the acquisition, the business operates as a startup with few formal processes and KPIs in place to drive performance. Despite the obvious success the team is battling with the factors that need to be considered to ensure that they can scale adequately to realise full potential. Plus how should they position the existing brand effectively within the FMCG space to maximise the contribution of brand equity to its success? Expected learning outcomes –The understanding around the business model of a strong, existing brand entering a highly competitive and price-sensitive FMCG. –Analysing the marketing strategy and brand identity approaches that could be used. –An understanding of the brand extension strategy that could be implemented in light of various challenges. –Understanding how retail marketing works in an emerging market context.

APA, Harvard, Vancouver, ISO, and other styles

5

Kishor, Nanda. "Unfinished Business: Democracy in Namibia." Africa Review 6, no. 2 (May 14, 2014): 153–56. http://dx.doi.org/10.1080/09744053.2014.916848.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Boyer, Cheryl M. "Business Success." Journal of Continuing Education in Nursing 18, no. 4 (July 1987): 140. http://dx.doi.org/10.3928/0022-0124-19870701-11.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Howard, L. M. "UN Peace Implementation in Namibia: The Causes of Success." International Peacekeeping 9, no. 1 (March 2002): 99–132. http://dx.doi.org/10.1080/714002698.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Vashro, Layne, and Elizabeth Cashdan. "Spatial cognition, mobility, and reproductive success in northwestern Namibia." Evolution and Human Behavior 36, no. 2 (March 2015): 123–29. http://dx.doi.org/10.1016/j.evolhumbehav.2014.09.009.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Savic, Ljiljana, Vladimir Radovanovic, and Ljubinko Savic. "Business success management." Mining and Metallurgy Engineering Bor, no. 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Houghton, Martin G. "Small business success." European Management Journal 7, no. 2 (June 1989): 221–22. http://dx.doi.org/10.1016/0263-2373(89)90066-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Eita, Joel Hinaunye. "Determinants of investment in Namibia." Corporate Ownership and Control 10, no. 4 (2013): 21–30. http://dx.doi.org/10.22495/cocv10i4art2.

Full text

Abstract:

This paper presents an analysis of the determinants of investment in Namibia for the period 1971 to 2010. The results indicate that investment in Namibia can be raised by increasing real GDP, openness and financial development, and by decreasing the user cost of capital. Although saving has an expected positive coefficient, it is statistically insignificant. This suggests that saving is necessary, but not sufficient to accelerate investment in Namibia. The positive effect of effect of openness implies that increase in exports generated foreign exchange earnings necessary to purchase the imported capital goods and expand the market for domestic products. Increase in imports enabled the country to have greater access to investment goods in the international market and accelerates investment. A positive impact of financial development suggests that the financial sector is important in facilitating the channeling of resources from savers to investment activities that offer high return. The negative effect of user cost of capital implies that investment in Namibia can be accelerated by reducing the cost of capital.

APA, Harvard, Vancouver, ISO, and other styles

12

De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

Full text

Abstract:

This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.

APA, Harvard, Vancouver, ISO, and other styles

13

Rena, Ravinder. "The Geopolitical Environment in Namibia: Business Challenges and Opportunities." Journal of Human Ecology 43, no. 3 (September 2013): 203–14. http://dx.doi.org/10.1080/09709274.2013.11906628.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Braby, J., L. G. Underhill, and R. E. Simmons. "Prey capture success and chick diet of Damara ternsSterna balaenarumin Namibia." African Journal of Marine Science 33, no. 2 (August 2011): 247–54. http://dx.doi.org/10.2989/1814232x.2011.600296.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Kibuule, Dan, Roger K. Verbeeck, Ruswa Nunurai, Farai Mavhunga, Ette Ene, Brian Godman, and Timothy W. Rennie. "Predictors of tuberculosis treatment success under the DOTS program in Namibia." Expert Review of Respiratory Medicine 12, no. 11 (October 4, 2018): 979–87. http://dx.doi.org/10.1080/17476348.2018.1520637.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Schnegg, Michael, Michael Bollig, and Theresa Linke. "Moral equality and success of common-pool water governance in Namibia." Ambio 45, no. 5 (February 16, 2016): 581–90. http://dx.doi.org/10.1007/s13280-016-0766-9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Carmona-Márquez, Francisco J., Antonio G. Leal-Millán, Adolfo E. Vázquez-Sánchez, Antonio L. Leal-Rodríguez, and Stephen Eldridge. "TQM and business success." International Journal of Quality & Reliability Management 33, no. 3 (March 7, 2016): 361–79. http://dx.doi.org/10.1108/ijqrm-04-2014-0050.

Full text

Abstract:

Purpose – Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach – The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based structural equation modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program. Findings – The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, the results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance. Research limitations/implications – The first is related to organizational bias. It seems likely that those firms which are not satisfied with their TQM system performance would be less likely to be motivated to contribute to the development of this study. Therefore, the authors have included in the sample a higher proportion of “good” systems than is the case in the population at large. Second, although the authors provide evidence of causality, causality itself has not been proven. Third, this research relies mainly on perceptions and the authors only used a single method to elicit these perceptions. Finally, this research was carried out in a specific geographical setting (Spanish companies) and the authors must be cautious about generalizing these results in other contexts. Practical implications – This study offers a substantial number of practical implications. First firms’ managers should emphasize that continuous improvement, benchmarking and zero-defects mentality is a never-ending process. Especially, they should understand that reliable product/service design is critical to exceed the customers’ expectations, leading to improved business success. The results of this study should also lead managers to seeing a “return on investment” in their efforts to implement a TQM program by first, paying more attention on how to implement the instrumental factors, and second, avoiding the belief that the passage of time and experience-based learning will bring business performance enhancement and success on their own. Social implications – Although, the literature agrees that strategic factors are valuable assets and have a crucial role in the deployment of TQM systems, the study empirically validates this assertion. However, at the same time it shows that this impact on performance is stronger and much more significant by reconfiguring instrumental factors. This implies that strategic and tactical factors do have an effect on business success, but they do so indirectly, by reconfiguring and reinforcing instrumental factors that better fit the stakeholders’ needs and expectations. Originality/value – The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. The study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.

APA, Harvard, Vancouver, ISO, and other styles

18

Doyle, Peter. "Marketing and business success." Journal of Brand Management 1, no. 4 (February 1994): 204–6. http://dx.doi.org/10.1057/bm.1994.1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Bishop FCCA, David, Tony Grundy MA ACA, and Peat Marwick McLintock. "Storming to Business Success." Education + Training 29, no. 2 (February 1987): 16–18. http://dx.doi.org/10.1108/eb017324.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Teagarden, Mary B. "Institutions and Business Success." Thunderbird International Business Review 55, no. 2 (February 15, 2013): 121–22. http://dx.doi.org/10.1002/tie.21530.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Eita, Joel Hinaunye, and Andre C. Jordaan. "Estimating the tourism potential in Namibia." Corporate Ownership and Control 11, no. 4 (2014): 391–98. http://dx.doi.org/10.22495/cocv11i4c4p2.

Full text

Abstract:

This paper investigates the determinants of tourism in Namibia for the period 1996 to 2012. The results indicate that an increase in trading partners’ income, depreciation of the exchange rate, improvement in Namibia’s infrastructure, sharing a border with Namibia are associated with an increase in tourist arrivals. Governance indicators such as rule of law, political stability and no violence are also associated with an increase in tourist arrivals to Namibia. The results show that there is unexploited tourism potential from Angola, Austria, Botswana, Germany and South Africa. This suggests that it is important to exploit the tourism potential as this would help to accelerate economic growth and generate the much needed employment

APA, Harvard, Vancouver, ISO, and other styles

22

Egbert, Henrik. "Business Success Through Social Networks? A Comment on Social Networks and Business Success." American Journal of Economics and Sociology 68, no. 3 (July 2009): 665–77. http://dx.doi.org/10.1111/j.1536-7150.2009.00643.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Ziegel, Eric R., A. Elfe, J. Lahey, and R. Launsby. "Process Validation for Business Success." Technometrics 39, no. 1 (February 1997): 111. http://dx.doi.org/10.2307/1270798.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Maltsev, Yu G., D. A. Trukhanov, L. R. Danilov, and N. I. Pavlov. "METHODS OF ASSESSING BUSINESS SUCCESS." Вестник Алтайской академии экономики и права, no. 12 2019 (2019): 89–94. http://dx.doi.org/10.17513/vaael.852.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Kaniški, Ivica, and Ivan Vincek. "Success measurement of business processes." Tehnički glasnik 12, no. 2 (June 28, 2018): 113–19. http://dx.doi.org/10.31803/tg-20170809204554.

Full text

Abstract:

A business process is an activity or set of activities that accomplish a specific goal of an organization. In almost every organization there are three important pillars that keep the whole organization together - people, processes and technology. All three are linked and if one of them does not work well, others can easily collapse. Success Measurement is a complex activity that includes at least four disciplines: economics, IT, management and accounting, implying the process of quantifying the effectiveness and effectiveness of an action. Success Measurement is a dynamic system that supports the decision-making process by collecting and analyzing information.

APA, Harvard, Vancouver, ISO, and other styles

26

REISCH, MARC. "KEYING SCIENCE TO BUSINESS SUCCESS." Chemical & Engineering News Archive 82, no. 37 (September 13, 2004): 16. http://dx.doi.org/10.1021/cen-v082n037.p016.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Rogers, Meredith. "Capabilities for Sustainable Business Success." Australian Journal of Management 29, no. 1 (June 2004): 21–25. http://dx.doi.org/10.1177/031289620402900104.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Fleetham, Charles, and Stacey K. Griesmer. "Leveraging Personality for Business Success." Leadership and Management in Engineering 6, no. 4 (October 2006): 160–63. http://dx.doi.org/10.1061/(asce)1532-6748(2006)6:4(160).

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Dafna, Kariv. "Managerial performance and business success." Journal of Enterprising Communities: People and Places in the Global Economy 2, no. 4 (October 17, 2008): 300–331. http://dx.doi.org/10.1108/17506200810913890.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Birdsall, Connie, and Neil Johnston. "Achieving Brand-Driven Business Success." Design Management Review 19, no. 2 (June 10, 2010): 67–74. http://dx.doi.org/10.1111/j.1948-7169.2008.tb00120.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Lafrance, David. "E-mail for Business Success." Journal - American Water Works Association 104, no. 9 (September 2012): 6. http://dx.doi.org/10.1002/j.1551-8833.2012.tb08841.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Beaver, Graham. "Small business: success and failure." Strategic Change 12, no. 3 (2003): 115–22. http://dx.doi.org/10.1002/jsc.624.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Fairtlough, Gerard. "Biological Models and Business Success." Business Strategy Review 6, no. 3 (September 1995): 27–40. http://dx.doi.org/10.1111/j.1467-8616.1995.tb00097.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Margerison, Charles J. "MANAGING BUSINESS CONVERSATIONS FOR SUCCESS." Industrial and Commercial Training 20, no. 2 (February 1988): 10–14. http://dx.doi.org/10.1108/eb004096.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Bell, Gareth. "Success is a simple business." Strategic Direction 29, no. 1 (December 28, 2012): 33–35. http://dx.doi.org/10.1108/02580541311285429.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Wong, Veronica, and John Saunders. "Business orientations and corporate success." Journal of Strategic Marketing 1, no. 1 (March 1993): 20–40. http://dx.doi.org/10.1080/09652549300000003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Poon Teng Fatt, James. "Nonverbal communication and business success." Management Research News 21, no. 4/5 (May 1998): 1–10. http://dx.doi.org/10.1108/01409179810781464.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

N. Montero, Javier, and Mary L. Lind. "Determining Business Intelligence Usage Success." International Journal of Computer Science and Information Technology 12, no. 6 (December 30, 2020): 45–67. http://dx.doi.org/10.5121/ijcsit.2020.12604.

Full text

Abstract:

Business intelligence systems are highly complex systems that senior executives use to process vast amounts of information when making decisions. Business intelligence systems are rarely used to their full potential due to a poor understanding of the factors that contribute to system success. Organizations using business intelligence systems frequently find that it is not easy to evaluate the effectiveness of these systems, and researchers have noted that there is limited scholarly and practical understanding of how quality factors affect information use within these systems. This quantitative post positivist research used the information system (IS) success model to analyze how information quality and system quality influence information use in business intelligence systems. This study was also designed to investigate the moderating effects of maturity constructs (i.e., data sources and analytical capabilities) on the relationships between quality factors and information use.

APA, Harvard, Vancouver, ISO, and other styles

39

ESWARAN, P. K., S. PRAKASH, DAVID D. FERGUSON, and KATHLEEN NAASZ. "LEVERAGING IP FOR BUSINESS SUCCESS." International Journal of Information Technology & Decision Making 02, no. 04 (December 2003): 641–50. http://dx.doi.org/10.1142/s0219622003000884.

Full text

Abstract:

Businesses are faced today with the challenge of leveraging existing network infrastructures while evolving to technologies that will provide a positive impact on their business performance. Internet Protocol (IP) is a technology foundation that many companies have begun to leverage, but IP requires a more integrated strategy for seamless migration and the achievement of its full benefits. In this paper, we examine the creation of an Enterprise IP Strategy from a business impact and a technology point of view and provide factors to consider when developing this strategy. A framework considering business perspective and technology umbrella is presented to guide businesses to make the right choice for networking needs. IP is a common thread that runs through various systems and networks comprising enterprise IT infrastructure. In the last five years, virtually everyone from shipping clerks to CEOs has been touched by IP's influence. Hence, IP provides a strategic vantage point for building a sound enterprise networking strategy.

APA, Harvard, Vancouver, ISO, and other styles

40

Amoroso, Nicola, Loredana Bellantuono, Alfonso Monaco, Francesco De Nicolò, Ernesto Somma, and Roberto Bellotti. "Economic Interplay Forecasting Business Success." Complexity 2021 (March 19, 2021): 1–12. http://dx.doi.org/10.1155/2021/8861267.

Full text

Abstract:

A startup ecosystem is a dynamic environment in which several actors, such as investors, venture capitalists, angels, and facilitators, are the protagonists of a complex interplay. Most of these interactions involve the flow of capital whose size and direction help to map the intricate system of relationships. This quantity is also considered a good proxy of economic success. Given the complexity of such systems, it would be more desirable to supplement this information with other informative features, and a natural choice is to adopt mathematical measures. In this work, we will specifically consider network centrality measures, borrowed by network theory. In particular, using the largest publicly available dataset for startups, the Crunchbase dataset, we show how centrality measures highlight the importance of particular players, such as angels and accelerators, whose role could be underestimated by focusing on collected funds only. We also provide a quantitative criterion to establish which firms should be considered strategic and rank them. Finally, as funding is a widespread measure for success in economic settings, we investigate to which extent this measure is in agreement with network metrics; the model accurately forecasts which firms will receive the highest funding in future years.

APA, Harvard, Vancouver, ISO, and other styles

41

Rajesh, K., and D. Saravanan. "Critical success factors: the success of business intelligence systems." International Journal of Management Concepts and Philosophy 10, no. 3 (2017): 334. http://dx.doi.org/10.1504/ijmcp.2017.085839.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Saravanan, D., and K. Rajesh. "Critical success factors: the success of business intelligence systems." International Journal of Management Concepts and Philosophy 10, no. 3 (2017): 334. http://dx.doi.org/10.1504/ijmcp.2017.10006970.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Matson, Tammie K., Anne W. Goldizen, and Peter J. Jarman. "Factors affecting the success of translocations of the black-faced impala in Namibia." Biological Conservation 116, no. 3 (April 2004): 359–65. http://dx.doi.org/10.1016/s0006-3207(03)00229-5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Kibuule, D., T. W. Rennie, N. Ruswa, F. Mavhunga, A. Thomas, R. Amutenya, M. R. Law, et al. "Effectiveness of community-based DOTS strategy on tuberculosis treatment success rates in Namibia." International Journal of Tuberculosis and Lung Disease 23, no. 4 (April 1, 2019): 441–49. http://dx.doi.org/10.5588/ijtld.17.0785.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Mukata, C. M., and E. Swanepoel. "Business problems encountered when developing an own business in a financially constrained environment: The north-eastern regions of Namibia." Southern African Business Review 19, no. 2 (February 26, 2019): 74–98. http://dx.doi.org/10.25159/1998-8125/5906.

Full text

Abstract:

The purpose of this paper is to examine the macroeconomic environment of the poorest areas in Namibia, the Caprivi and Kavango regions, and to empirically investigate the problems experienced in developing an own business, specifically in the two largest towns Katima Mulilo and Rundu. First, a macroeconomic analysis of the Caprivi and Kavango regions was conducted to determine the potential for SME growth. It was found that there was no database of businesses in the two largest towns. Subsequently, a census of all the businesses (972) was conducted, from which a random sample of 176 businesses was drawn. The Mann- Whitney, Goodman and Kruskal’s tau and Kendall’s tau-b tests were used to test for differences in problems between the two towns. The major problems encountered in developing businesses were a lack of technical training, a lack of management training, a lack of credit for working capital, low demand and a lack of customers. Significant differences were found between the two towns with regard to major problems encountered. This is the first paper exploring problems experienced by SMEs in the remote regions of Namibia. Interventions such as a training centre for small business management training should be established in the two towns.

APA, Harvard, Vancouver, ISO, and other styles

46

Nengomasha, Cathrine Tambudzai, and Alfred Chikomba. "Status of EDRMS implementation in the public sector in Namibia and Zimbabwe." Records Management Journal 28, no. 3 (November 19, 2018): 252–64. http://dx.doi.org/10.1108/rmj-08-2017-0023.

Full text

Abstract:

Purpose The purpose of this study was to investigate the adoption and use of electronic document and records management system (EDRMS) in the public service in Namibia and Zimbabwe with the aim of establishing barriers and enablers, and best practices which each country could adopt from the other. Design/methodology/approach This multi-case study was informed by an interpretivist paradigm. Qualitative in nature, the study applied face-to-face interviews as the data collection method, supplemented by documents analysis. The study population was Namibia and Zimbabwe’s public sectors with units of analysis, being the governments’ ministries, offices and agencies which have implemented EDRMS. Findings The paper provides the state of EDRMS implementation in Namibia and Zimbabwe. It establishes how the two countries have implemented EDRMS and factors that have contributed to the success/failure of the implementation in both countries. Originality/value The paper is a response to the need for further research studies on the implementation of EDRMS in various countries.

APA, Harvard, Vancouver, ISO, and other styles

47

Shopati, Abner Kukeyinge, Kabwebwe Honore Mitonga, and Lydia Penomuntu Aipinge. "Implementing success factors for effective strategic plans implementation in public health facilities, in Namibia." International Journal Of Community Medicine And Public Health 5, no. 2 (January 24, 2018): 430. http://dx.doi.org/10.18203/2394-6040.ijcmph20180215.

Full text

Abstract:

Background: Public healthcare organizations are implementing strategic plans modelling with the supposition that the outcome will be enhancing organizational effectiveness, efficiency and delivered superior healthcare services to its clientele. However, in Practices, a good strategy shall be a call for both actions and blueprint for success in responsive to the need it was formulated to address. The aim of this research is to develop implementation success factors model (ISF) for effective strategic plan implementation in public healthcare organization in developing countries.Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure and applies the SPSS 23 AMOS plugins, pattern matrix model builder (PMMB), master validity (MV), model fit measures (MFM) to validate and determine the interrelationships between variables.Results: Reviewing the literature, 20 variables were identified and implementing success factor (ISF) model with two major factors was developed, CSFs for strategic plan formulation and CSFs for strategic plan implementation. This model, in the order of effect, identified CSFs for strategic plan formulation: structural dimension (0.95), content dimension (0.75), operational dimension (0.34) and context dimension (0.23), CSFs for strategic plan implementation: operational dimension (0.70), structural dimension (0.47), contextual dimension (0.46), content (0.37).Conclusions: The research shows that developing implementation success factors model for effective strategic plan implementation in public healthcare organization in developing countries, it will be plausible to consider CSFs for strategic plan formulation and CSFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic CSFs in this research.

APA, Harvard, Vancouver, ISO, and other styles

48

April, Wilfred Isak, and Andrew Matonga. "Entrepreneurial orientation in Namibia: the Dolam community." International Journal of Entrepreneurship and Small Business 35, no. 2 (2018): 187. http://dx.doi.org/10.1504/ijesb.2018.094966.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

April, Wilfred Isak, and Andrew Matonga. "Entrepreneurial orientation in Namibia: the Dolam community." International Journal of Entrepreneurship and Small Business 35, no. 2 (2018): 187. http://dx.doi.org/10.1504/ijesb.2018.10016253.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Ganamotse, Gaofetoge Ntshadi, Mikael Samuelsson, Ruth, M. Abankwah, Tibaingana Anthony, and Thuso Mphela. "The Emerging Properties of Business Accelerators: The Case of Botswana, Namibia and Uganda Global Business Labs." Journal of Entrepreneurship and Innovation in Emerging Economies 3, no. 1 (January 2017): 16–40. http://dx.doi.org/10.1177/2393957516684469.

Full text

Abstract:

Entrepreneurship is an engine for economic development worldwide ( Kelley, Singer, & Herrington 2016 ). For developing economies, the importance of entrepreneurship is associated with increased productivity and reduction in the rising unemployment rates, particularly among the youths. Consequently, several models and support programmes have been designed to facilitate successful entrepreneurial activities amongst youth. The article discusses the business acceleration model of the Global Business Labs (GBL) which is replicated in Botswana, Namibia and Uganda based on a Swedish model, between 2012 and 2015 but failed in Mozambique and Zambia. Using a multiple case study method, this article presents the results of a cross-country case analysis of the GBL programme with a view to understand the emergence of a business accelerator. Despite replication of the programme in respect of concepts, materials and operational systems, the cases reveal variations in operational experiences and acceleration performance across the five countries. Using the emergence theory, the article highlights these differences. The major contribution of the study to theory, in determining how business accelerators come into being, includes the duality of intentions and exchange between key stakeholders and the resource burst as a triggering mechanism in developing countries. The study further informs development of a model for successful business acceleration launch and subsequent performance for developing economies.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!