Abstract:

References:

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Abstract:

This study aimed to investigate a positive approach to mining innovation and growth, as well as the effectiveness of open strategy as a practical solution to strategic management in South Africa. Through mixed-method research design, both qualitative and quantitative data analysis were performed using NVivo and SPSS software. The sampling frame included 20 interviews with highly knowledgeable participants and 205 online survey responses collected from participants established in medium to large size mining companies, shareholders, government /DMRE (Department of Mineral resources and Energy), MCSA (Mineral Council of South Africa), mines employees. The findings revealed that there was a statistically significant positive correlation between mining employee engagement and perceived advantages of open strategy (p<0.01), stakeholders' and workers' perspectives on open strategy, and how it may create transparency among them. Perceptions of open strategy have a significant association with the mining industry's ability for economic growth and job creation, as well as its relevance in ensuring organizational continuity. Many mines are ‘spreadsheet’ wealth driven. Most of which started with a plan and then been drawn into operational minutiae for the drive of self-sustaining operations-driven cash flow and losing sight of the strategic imperatives, with no or little reference to employee insights let alone anyone outside the organization. The open strategy calls on and seeks outside influence. Conclusively, this study gave relevant evidence that the mining industry should adopt an open strategy to increase worker participation, success, and economic growth while reducing false assumptions.

References:

[1]  Burger, F.J., Pelser, T.G. and Ellis, S., 2019. Organizational alignment of South African mining organizations. South African Journal of Business Management, 50(1), 1-14.

[2]  Winkler, H. and Black, A., 2021. Creating employment and reducing emissions: Options for South Africa. SARCHl Industrial Development Working Paper, 2021-06.

[3]  Bersin, J., 2013, Building A Strong Talent Pipeline for The Global Economic Recovery-Time for Innovative and Integrated Talent and HR Strategies Predictions for 2014. Date of Access 04-12-2023 www.bersin.com/membership.

[4]  Lane, A., Guzek, J. and van Antwerpen, W. 2015, Tough choices facing the South African mining industry. Journal of the Southern African Institute of Mining and Metallurgy, [Online] 115(6), pp. 471–479. Available at: http://www.scielo.org.za/scielo.php?pid=S2225-62532015000600006&script=sci_abstract

[5]  [Accessed 28 Dec. 2023].

[6]  Michener, G. and Bersch, K. 2013. Identifying Transparency. [online] Ssrn.com. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3290813 [Accessed 28 Dec. 2023].

[7]  Meijer, A., T Hart, P. and Worthy, B. 2015. Assessing Government Transparency: An Interpretive Framework. Administration & Society, 50(4), pp.501–526. DOI: https://doi.org/10.1177/0095399715598341.

[8]  Parris, D. L., Dapko, J. L., Arnold, R. W. and Arnold, D. 2016, Exploring transparency: a New Framework for Responsible Business Management. Management Decision, 54(1), pp. 222–247. https://www.emerald.com/insight/content/doi/10.1108/MD-07-2015-0279/full/html.

[9]  Akadiri, P. O. and Olomolaiye, P. O., 2012. Development of sustainable assessment criteria for building materials selection. Engineering, Construction and Architectural Management, 19(6), pp. 666–687. DOI: https://doi.org/10.1108/09699981211277568.

[10] Friis, O., Uhrskov, I. and Holmgren, J., 2023. Aalborg Universitet Open strategy Effects of inclusion Open strategy: Effects of inclusion, Vol. 31. https://vbn.aau.dk/ws/portalfiles/portal/267518708/EGOS2017CPH_st50_full_Friis_Ole_open_strategy.pdf.

[11] South African Institute of International Affairs 2023. SADC Futures of Mining: Implications of Large-Scale EV Adoption on JSTOR. [Online] Jstor.org. Available at: https://www.jstor.org/stable/resrep29535.

[12] Sánchez, F. and Hartlieb, P. 2020. Innovation in the Mining Industry: Technological Trends and a Case Study of the Challenges of Disruptive Innovation. Mining, Metallurgy & Exploration, 37. DOI: https://doi.org/10.1007/s42461-020-00262-1.

[13] Mariappanadar, S., Maurer, I., Kramar, R. and Muller-Camen, M. 2021. Is it a sententious claim? An examination of the quality of occupational health, safety and well-being disclosures in global reporting initiative reports across industries and countries. International Business Review, p. 101922. DOI: https://doi.org/10.1016/j.ibusrev.2021.101922.

[14] Haumer, F., Schlicker, L., Murschetz, P. C. and Kolo, C, 2021. Tailor the message and change will happen. An experimental study of message tailoring as an effective communication strategy for organizational change. Journal of Strategy and Management, 14 (4), pp. 426-443. DOI: https://doi.org/10.1108/jsma-08-2020-0207.

[15] Urbinati, A., Landoni, P., Cococcioni, F. and De Giudici, L. 2020. Stakeholder management in open innovation projects: a multiple case study analysis. European Journal of Innovation Management, 24 (5), pp. 1595-1624. DOI: https://doi.org/10.1108/ejim-03-2020-0076.

[16] Maponga, O.P. and Musa, C. 2020. Domestication of the role of the mining sector in Southern Africa through local content requirements. The Extractive Industries and Society. 8 (1), pp 195-210, DOI: https://doi.org/10.1016/j.exis.2020.06.001.

[17] Li, W., Yigitcanlar, T., Browne, W. and Nili, A. 2023. The Making of Responsible Innovation and Technology: An Overview and Framework. Smart Cities, [Online] 6(4), pp.1996–2034. DOI: https://doi.org/10.3390/smartcities6040093.

[18] Weigt-Rohrbeck, J. and Linneberg, M. S. 2019. Democratizing innovation processes: personal initiative in bottom-up eco-innovation. European Journal of Innovation Management, 22(5), pp. 821–844. DOI: https://doi.org/10.1108/ejim-12-2018-0278.

[19] Cabrera Alvarado, S. 2023, The Importance of ALCE’s Role as a Political Actor Rather Than a Coordinator of Regional Space Activities. Space Policy, [Online] p. 101578. DOI: https://doi.org/10.1016/j.spacepol.2023.101578.

[20] Phaladi, M. and Ngulube, P. 2022, Mitigating risks of tacit knowledge loss in state-owned enterprises in South Africa through knowledge management practices. SA Journal of Information Management, 24(1). DOI: https://doi.org/10.4102/sajim.v24i1.1462.

[21] Wang, M., Yan, H., Ciabuschi, F. and Su, C., 2023. Facilitator or inhibitor? The effect of host-country intellectual property rights protection on China’s technology-driven acquisitions. International Business Review, 32 (6), p. 102165. DOI: https://doi.org/10.1016/j.ibusrev.2023.102165.

Abstract:

The study sought to contribute to the general body of knowledge and research work in primary business value system (PBVS). The research work also aimed to establish the most prominent types of values from the literature and ascertain how PBVS elements are interconnected, their disclosure and impact on business performance. The concept of business values as a system is relatively new. However, this paper’s purpose is to bridge the various pieces of PBVS knowledge in literature by systematically reviewing a collection of articles on the subject and drawing valuable conclusions relating to the various paradigms or schools of thought. The researcher, for this study, identified and critically reviewed thirty (30) old and recent articles on PBVS that were gathered from highly recognized and profiled research databases, including Google Scholar, Research Gate and Elsevier (database), Persistent themes on the prevalent forms of BVS, their interconnectedness in a business establishment. It became clear that defining PBVS exists because of the systematic connectedness of the core values. There is enough evidence from the literature that when implemented well, PBVS yields effective connectedness of the core values to render a company a unity whole and consequently, make business sense.

References:

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[2]  Barney, J. and Hesterly, W., 2015, Strategic Management and Competitive Advantage Concepts and Cases. 5th ed. Essex, England Pearson Education.

[3]  TAU, 2021b, Business, and Industrial Market Structure - Module for PhD. in Management. Guyana, TAU. Retrieved from https://dblplms.tauedu.org/course/view.php?

[4]  Pearce J A., 2009, Strategic Management, 10Ed. McGraw-Hill Education, India. Boston: McGraw-Hill Irwin, c2009

[5]  Osupile, K. and Makambe, U., 2021, "The nexus between organisational culture and knowledge sharing in a government department in Botswana", International Journal of Public Sector Management, Vol. 34 No. 2, pp. 118-136. https://doi.org/10.1108/IJPSM-06-2020-0149 [Accessed: 27/07/21]

[6]  Young Mudavanhu. (2017). Quality of literature review and discussion of findings in selected papers on integration of ICT in teaching, the role of mentors, and teaching science through science, technology, engineering, and mathematics (STEM). Educational Research and Reviews, Academic Journals, Vol.12(4), pp. 189-201.

[7]  Palmatier, R. W., Houston, M. B. & Hulland, J. Review articles: Purpose, process, and structure. J. of the Acad. Mark. Sci. 46, 1–5 (2018). https://doi.org/10.1007/s11747-017-0563-4.

[8]  Nworgu, B. G., 2006, Educational research: Basic issues and methodology. Nsukka: University Trust Publishers, 2006.

[9]  Cherunilam F., 2018, Business Environment 1st Ed. Himalaya Publishing House Pvt ltd.

[10]   Dias, António; Rodrigues, Lúcia Lima; and Craig, Russell., 2017, Corporate Governance Effects on Social Responsibility Disclosures, Australasian Accounting, Business and Finance Journal, 11(2), 2017, 3-22. DOI: 10.14453/aabfj.v11i2.2.

[11]   Ssegawa, J., 2013, ‘Developing a strategic perspective for construction industry of Botswana’, Australasian Journal of Construction Economics and Building, 13 (3) 157-172

[12]   Paul, J., 2010, Business Environment: Text and cases, McGraw-Hill Education, 3rd Edition.

[13]   Keebine G., 2018, Business Botswana: Strategic Plan 2018-2023. Gaborone.

[14]   O'Donovan, K., 2017, 20 Inspiring Vision Statement Examples (2017 Updated). Retrieved August 01, 2022 from http://www.lifehack.org/articles/work/20-sample-vision-statement-for-the-new-startup.html.

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[16]   TAU, 2021d Strategic Management - Module for PhD. in Management. Guyana, TAU. Retrieved from https://dblplms.tauedu.org/course/view.php?

[17]   Moroka, K., 2009, Innovative corporate social responsibility in Botswana: The Debswana mining company study case. Wuhan University of Technology, Hubei, China.

[18]   Gray, R., Kouhy, R., and Lavers, S., 1995, “Corporate social and environmental reporting: a review of the literature and a longitudinal study of UK disclosure”, Accounting, Auditing & Accountability Journal, Vol. 8 No. 2, pp. 47-77. https://doi.org/10.1108/09513579510146996.

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[20]   Hitt, M., Ireland, R., and Hoskisson, R., 2009, Strategic management. 8th ed. Australia: South- South-Western Cengage Learning.

[21]   David, F., 2011, Strategic management. Upper Saddle River, New Jersey: Prentice Hall.

[22]   Pratama I., Adam N. C., Kamardi H., 2019, Corporate Social Responsibility Disclosure (CSRD) Quality in Indonesian Public Listed Companies, Polish Journal of Management Studies, Vol. 20 No. 1, DOI: 10.17512/pjms.2019.20.1.31.

[23]   Gaetsewe, T., 2018, Determinants of Informal Sector Business Success in Botswana. Gaborone, BIDPA.

[24]   Carroll, A. B., 1999, Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268-295.

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[28]   OECD, 2004, Principles of corporate governance, OECD, Paris.

[29]   Jamali, D., Safieddine, A., and Rabbath, M., 2008, “Corporate governance and corporate social responsibility synergies and interrelationships”, Corporate Governance: An International Review, Vol. 16 No. 5, pp. 443-459. https://doi.org/10.1111/j.1467-8683.2008.00702.x

[30]   Solomon, J., 2007, Corporate Governance and Accountability, Wiley, Chichester, UK. Vo, T., 2010, “To be or not to be both CEO and Board Chair”, Brooklyn Law Review, Vol. 76, pp. 65-129.

[31]   Michelon, G., and Parbonetti, A., 2012, “The effect of corporate governance on sustainability disclosure”, Journal of Management and Governance, Vol. 16 No. 3, pp. 477-509. https://doi.org/10.1007/s10997-010-9160-3

Abstract:

The purpose of this study is to identify factors that hinders the implementation of Quality Management Systems(QMS)in selected Public Health Laboratories. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors and their respective elements was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors were rated by a group of questions using a five point Likert scale method. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten success factors were deemed critical but four of the critical factors had elements that were regarded as barriers to QMS implementation. The ten critical success factors identified were;Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus and Information analysis. On the contrary, four critical success factors had elements that scored less than 3.5 mean, so the elements were regarded as barriers to QMS implementation; Effective communication between management and employees, Staff compensation not linked to achieving quality goals, Employees are rewarded for their performance and Employees not taking part in evaluating suppliers.

References:

[1]  Global Village Publishing, Best of Botswana Magazine Volume 4, 1-4, www.magzter.com, www.gov.bw

[2]  Wikipedia, Botswana (2023),
1-2, https://en.wikipedia.org>wiki>Botswana

[3]  [British Standard Institute (2012) Medical Laboratories-Requirements of Quality and Competence (ISO 15189:2012), 2-10.

[4]  Technical Working Group, 2015, Botswana National Laboratory Strategic Plan (2015-2019), 11-16.

[5]  Irfan, S. M., & Kee, M. H., 2013, Critical Success Factors of TQM and its Impact on Increased Service Quality. A Case from Service Sector of Pakistan. Middle East Journal of Scientific Research, 15 (1), 61-74.

[6]  Nitin, S., Dinesh, K., & Paul, S. T., 2011, TQM for Manufacturing Excellence: Factors to Success. International Journal of Applied Engineering Research, Dindigul, 2(1) 219-233

[7]   Sajjad, F., & Amjad, S., 2011, Assessment of Total Quality Management Practices and Organizational Development. (The case of Telecom Services Sector of Pakistan). Mediterranean Journal of Social Sciences, 2 (2), 321-330.

[8]  Shahin, A., & Dabestani, R., 2010, A feasibility study of the implementation of total quality management based on soft factor. Journal of Industrial Engineering and Management, 4(2), 258-280.

[9]  Mosadeghrad, A. M., 2013, Obstacles to TQM success in healthcare systems. International Journal of Healthcare and Quality Assurance, 26 (2), 174-173.

[10]   Samson, D., & Terziovski, M., 1999, The relationship between total quality management practices and operational performance. Journal of Operations Management 17(4), 393-409.

[11]   Jaafreh, A., & Al-abedallat, A. Z., 2013, The Effect of Quality Management Practices on Organizational Performance in Jordan: An Empirical Study. International Journal of Financial Research, 4(1), 93-109.

[12]   Jamali, G., Ebrahimi, M., & Abbaszadeh, M. A., 2010, TQM Implementation: An Investigation of Critical Success Factors. 2010 International Conference on Education and Management Technology, 112-116.

[13]   Talib, F., Rahman. Z., & Qureshi, M. N., 2010, Pareto Analysis of Total Quality Management Factors Critical to Success for Service Industries. International Journal for Quality research, 4 (2), 155-168.

[14]   Montasser, W.Y., & Manhawy, A. A. A., 2013, TQM critical success factors in hospitality industry and their impact on customer loyalty, a theoretical model. International Journal of Scientific and Engineering Research, 4 (1), 1-15.

[15]   Talib, F., 2013, An Overview of Total Quality Management: Understanding the Fundamentals in Service Organization. International Journal of Advanced Quality Management 2013, 1(1), 1-20.

[16]   Sun, H., & Cheng, T., 2002, Comparing Reasons, Practices and Effects of ISO 9000 Certifi

[17]   Soltani, E., Lai, P., & Gharneh, N. S., 2005, Breaking Through Barriers to TQM Effectiveness: Lack of Commitment of Upper-Level Management. Total Quality Management, 16(8–9), 1009

[18]   Irani, Z., Bekese, A., & Love, P. E. D., 2004, Total quality management and corporate culture. Constructs Of Organisational Excellence, 24, 643–650.

[19]   Kalra, N., Pant, A., 2013, Critical Success Factors of Total Quality Management in the Indian Automotive Industry (NCR). International Journal of Economy, Management and Social Sciences, 2(8), 620-625.

[20]   Ismail, K., Khurram, W., & Jari, S. K. A., 2011, Role of Leaders’ Behavioral Integrity in Determining Successful TQM Implementation and Organizational Performance. A Study on Public Hospitals of Pakistan. International Journal of Humanities and Social Science, 1(10), 236-241.

Abstract:

This paper assesses financial intermediation in Nigeria and how it has impacted economic growth. The study sourced time series data between 1996 and 2022 from the Central Bank of Nigeria and utilized econometric techniques using Ordinary least square regression, Error correction model, and Pairwise Causality to assess the impact of the financial intermediation institutions on the growth of the nation's Gross Domestic Product. The paper focused on banks, capital markets, and the insurance industry being significant institutions in the financial system. The GDP is the dependent variable, while Credit to the Private Sector as a percentage of GDP (CPS/GDP) and Total Savings as a percentage of GDP (TS/GDP) were used as proxies for assessing banks' contributions to economic growth. Stock market capitalization was used as a proxy for the contribution of the capital market to economic growth, and Insurance industry assets were used as a proxy for the insurance industry's contribution to economic growth. The study revealed no co-integration and long-term relationship between economic growth and the financial intermediation variables. There was, however, a unidirectional causal relationship between economic growth and the banks and the capital markets. There was no causality between economic growth and insurance. We recommend that policymakers undertake periodic reforms to deepen the capacity of the institutions to support de-risking and funding small and medium enterprises and the agricultural value chain, which are vital channels for diversifying the economy. The regulatory authorities are pivotal in upscaling the institutions' contribution to economic development.

References:

[1]  Chen, J., 2022, Financial Intermediary: What It Means, How It Works, Examples. https://www.investopedia.com/terms/f/financialintermediary.asp

[2]  Gorton, G., & Winton, A., 2003, Financial intermediation. In: Handbook of the Economics of Finance, Elsevier, 1, 431-552.

[3]  Mark Jackson, D., Timinipre, E. T., Nelson, J., & Okoyan, K., 2017, Impact of Financial Intermediation on Economic Growth in Nigeria: A Disaggregate Approach. Journal of Economics and Sustainable Development, 8(22), 9-14. https://core.ac.uk/download/234648066.pdf

[4]  Oluduro, O. F., 2015, History and evolution of banking in Nigeria. Academy Arena, 9-14.

[5]  Cummins, J. D., & Doherty, N. A., 2006, The economics of insurance intermediaries. Journal Of Risk and Insurance, 73(3), 359-396.

[6]  Babington-Ashaye, F., 2017, Insurance in Practice -All you need to know about Insurance in Nigeria.

[7]  King, R. G., & Levine, R., 1993, Financial intermediation and economic development. Capital Markets and Financial Intermediation, 156–189.

[8]  Pagano, M., 1993, Financial markets and growth: An overview. European Economic Review, 37(2-3), 613–622.

[9]  Drigă, I., & Dura, C., 2014, The financial sector and the role of banks in economic development. In 6th International Multidisciplinary Symposium Universitaria SIMPRO (pp. 10-11).

[10]   Jayaratne, J., & Strahan, P. E., 1996, The finance-growth nexus: Evidence from bank branch deregulation. The Quarterly Journal of Economics, 111(3), 639-670.

[11]   Barakat, M., & Waller, E., 2010, Financial development and growth in Middle Eastern countries. International Business & Economics Research Journal (IBER), 9(11).

[12]   Gromb, D., & Vayanos, D., 2002, Equilibrium and welfare in markets with financially constrained arbitrageurs. Journal of Financial Economics, 66(2-3), 361-407.

[13]   Odedokun, M. O., 1998, Financial intermediation and economic growth in developing countries. Journal of Economic Studies, 25(3), 203-224.

[14]   Stiglitz, J., 2000, Liberalisation, Moral Hazard in Banking and Prudential Regulation. Are Capital Requirements Enough? The World Economic Review, 6, 529–547.

[15]   Shittu, A. I., 2012, Financial intermediation and economic growth in Nigeria. British Journal of Arts and Social Sciences, 4(2), 164-179.

[16]   Gidigbi, M. O., 2017, An assessment of the impact of banking reforms on economic growth and bank performance in Nigeria. CBN Journal of Applied Statistics (Jas), 8(2), 7.

[17]   Oke, M. O., & Adeusi, S. O., 2012, Impact of capital market reforms on economic growth: The Nigerian experience. Australian Journal of Business and Management Research, 2(2), 20.

[18]   Iheanacho, E., 2018, Insurance industry performance and the selected regulatory instruments in Nigeria. Journal of Economics and Finance, 9(6), 67-77.

[19]   Odhiambo, N. M., 2011, Financial intermediaries versus financial markets: A South African experience. International Business & Economics Research Journal (IBER) 10 (2).

[20]   Kagochi, J. M., Nasser, O. M. A., & Kebede, E., 2013, Does financial development hold the key to economic growth? The case of Sub-Saharan Africa. The Journal of Developing Areas, 61-79.

[21]   Pesaran, M. H., Shin, Y., & Smith, R. J., 2001, Bounds testing approaches to the analysis of level relationships. Journal of Applied Econometrics, 16(3), 289-326.

[22]   Pesaran, M. H., & Shin, Y., 1998, Generalized impulse response analysis in linear multivariate models. Economics Letters, 58(1), 17-29.

[23]   Sithole, M. S., 2021, A causal relationship between financial intermediation and economic growth: A case study of South Africa (Doctoral dissertation).

[24]   Asielue, p., 2022, Financial intermediation and economic development in Nigeria: 1987–2020. Journal Of Emerging Management Sciences and Entrepreneurship Trends, 4(1), 307–321.

[25]   Tehrani, R., & Bigelow, J., 2020, Investigating the Role of Financial Intermediation in Member Banks of Tehran Stock Exchange and Its Effective Factors. Journal Of Financial Management Perspective, (29), pp. 39–64.

[26]   El Wassal, K. A., 2013, The development of stock markets: In search of a theory. International Journal of Economics and Financial Issues, 3(3), 606-624.

[27]   Adjasi, C. K., & Biekpe, N. B., 2006, Stock market development and economic growth : The case of selected African countries. African Development Review, 18(1), 144-161.

[28]   Adeniyi, D. J., Adeyinka, A. J., & Babayaro, I., 2019, Insurance companies and the efficiency of financial intermediation in Nigeria. American International Journal of Economics and Finance Research, 1(1), 21-33.

[29]   Olaiya, K. I, Ariyibi, M. E., Akindele, J. A., & Okuneye, B. A., 2023, Financial inclusion and economic growth: The role of insurance sector development. Journal of Academic Research in Economics, 15(1).

[30]   Fadun, O. S., 2021, Nexus between insurance penetration and economic growth: Evidence from Nigeria. Nigeria Journal of Risk and Insurance, 11(1), 20–36.

[31]   Sithole, M. S., 2021, A causal relationship between financial intermediation and economic growth: A case study of South Africa (Doctoral dissertation

[32]   Chukwuma, O. J., 2019, ARDL empirical insights on financial intermediation and economic growth in Nigeria. Business Management and Economics, 7(1), 14-20.

[33]   http://en.wikipedia.org/wiki/History of Nigeria

Abstract:

This paper delves into the multifaceted realm of change management in transitioning from fossil fuels to a sustainable energy mix, spotlighting Guyana's unique position. With a global trend towards renewable energy driven by environmental concerns, countries like Guyana, blessed with significant oil reserves, face opportunities and challenges. Drawing insights from case studies of Denmark, The Kingdom of Norway, and Pakistan, key challenges such as economic barriers, technical complexities, regulatory issues, and social implications were identified. Success stories like Denmark's wind energy dominance and Norway's hydro-centric approach provide valuable lessons. However, challenges faced by countries like Pakistan emphasize the necessity of strategic planning. For Guyana, a nation experiencing explosive GDP growth and on the cusp of an energy revolution, recommendations include establishing clear policy frameworks, engaging stakeholders, promoting technological innovation, and investing in public awareness. Guyana could ensure a balanced, sustainable energy future by integrating these strategies and possibly revisiting its Low Carbon Development Strategy 2030.

References:

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[16]   Ud Din, S., Wimalasiri, R., Ehsan, M., Liang, X., Ning, F., Guo, D., Manzoor, Z., Abu-Alam, T., & Abioui, M., 2023, Assessing public perception and willingness to pay for renewable energy in Pakistan through the theory of planned behavior. Frontiers in Energy Research, 11. https://doi.org/10.3389/fenrg.2023.1088297

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[22]   Wolfgang, O., Haugstad, A., Mo, B., Gjelsvik, A., Wangensteen, I., & Doorman, G., 2009, Hydro Reservoir Handling in Norway before and after deregulation. Energy, 34(10), 1642–1651. https://doi.org/10.1016/j.energy.2009.07.025

[23]   Kamran, M., 2018, Current status and future success of renewable energy in Pakistan. Renewable and Sustainable Energy Reviews, 82, 609–617. https://doi.org/10.1016/j.rser.2017.09.049

[24]   Ahmed, S., Mahmood, A., Hasan, A., Sidhu, G. A., & Butt, M. F., 2016, A comparative review of China, India and Pakistan renewable energy sectors and sharing opportunities. Renewable and Sustainable Energy Reviews, 57, 216–225. https://doi.org/10.1016/j.rser.2015.12.191

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[26]   Pickett, S. T., Burch Jr., W. R., Dalton, S. E., Foresman, T. W., Grove, J. M., & Rowntree, R., 1997, Urban Ecosystems, 1(4), 185–199. https://doi.org/10.1023/a:1018531712889

[27]   IMF., 2019, March 7, Guyana, and the IMF. IMF. https://www.imf.org/en/Countries/GUY

[28]   OilNOW (2023, April 24). Local content proving itself as tool to combat Dutch disease in Guyana. https://oilnow.gy/featured/oil-sector-local-content-accounted-for-5-of-guyanas-gdp-in-2022/

Abstract:

Africa has kept the COVID-19 impact lower than in the other world’s continents despite its challenges of high population with a population density of 45 people per square kilometer, low economic development status, high population, informal settlements, lack of water and sanitation facilities which makes it more difficult to ensure practices that will assure safety such as hand washing and social distancing. These challenges make Africa more vulnerable to the disease, but the continent has remained the least affected. The study aims to unearth factors essential to Africa’s success in managing the CORONA Virus by examining the Covid-19 impact in Africa and the commonly cited hypothetical factors thought to reduce same which include Good Public Support, Young Population, Fewer old age homes, Warm Climate and Good Community Health System. fifty-five countries in Africa were covered in this study. Secondary data was obtained from reputable databases such the world in data, World meter and weather spark. Regression analysis was used to analyze the data. Two dependent variables were identified which include Case infection, case fatality. It also identified five (5) independent variables including public support, old age homes, age, climate, and public health. The findings of the study were that the hypothetical factors have a significant influence on the low impact of COVID-19 in Africa. The study concluded that public support variable has the most positive impact on the reduction of COVID impact in Africa. The study recommends strengthening of data capturing and public support policy for COVID-19 worldwide.

References:

[1]  About the African Union, 2021, Africa overview. https://au.int/en/overview

[2]  Worldometers, 2019, Africa population. https://www.worldometers.info/world-population/africa-population/#google_vignette

[3]  National Geographic Society. https://www.Nationalgeographic.org-encyclopedia

[4]  World Bank , 2021, World Development Report: Data for better lives https://documents1.worldbank.org/curated/en/248201616598597113/pdf/World-Development-Report-2021-Data-for-Better-Lives.pdf

[5]  Fenollar, F., et al., 2018, Emerging infectious diseases in Africa in the 21st century. New Microbes New Infect. S10-S18, 21-26, https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6205565/

[6]  He., W, 2020, Census Bureau, U.S International population reports, Africa Aging: P95/201, US printing office, Washington.

[7]  World Population Review, 2024, Africa Population https://worldpopulationreview.com/continents/africa-population

[8]  The Borgen Project, 2020, The housing crisis in sub-sharan African slums. https://borgenproject.org/sub-saharan-african-slums/

[9]  Kebede, S. et al., 2010, Trends of major disease outbreaks in the African region. East Afr J Public Health. Mar; 7(1), 20-9, 2003-2007. https://www.ajol.info/index.php/eajph/article/view/64672

[10]   Ezeh et al., 2021, the impact of COVID – 19 has been lower in Africa. We explore the reasons.

[11]   Mathieu et al., 2020, Corona Pandemic (COVID 19). Published online at OurWorldonData.org. Retrieved from http://ourworldinData.org/coronavirus (online Resource).

[12]   Worldometers, 2020, COVID 19 Situation Update Worldwide. https://www.worldometers.info/coronavirus/

[13]   PERC, 2021, Center of Disease Control and Prevention, Scientific Brief: SARS-CoV-2 Transmission.

[14]   African development Bank, 2022, Strategy for quality health infrastructure in Africa. https://www.afdb.org/sites/default/files/documents/publications/strategy_for_quality_health_infrastructure_in_africa_2022-2030.pdf

[15]   WHO, 2021, World health Organisation, African Regional Report. https://www.afro.who.int/sites/default/files/2017- 06/african_regional_health_report2006_0.pdf

[16]   Worldometer, 2023, Age, Sex, Existing Conditions of COVID-19 Cases and Deaths.

[17]   Menebo, M. M., 2020, Temperature and precipitation associate with Covid-19 new daily cases: A correlation study between weather and Covid-19 pandemic in Oslo, Norway. Sci Total Environ.139659, 1-737. https://doi.org/10.1016/j.scitotenv.2020.139659

[18]   Thompson, D. C. et al., 2020, "The Impact of COVID-19 Pandemic on Long-Term Care Facilities Worldwide: An Overview on International Issues", BioMed Research International. 2020, 7, 2020. https://doi.org/10.1155/2020/8870249

Abstract:

The main objective of this study was to demonstrate the impacts of the creation of strategic alliances on the digital transformation of firms and how it improves their innovative power. Transforming business operations is not an easy task since it is costly hence through strategic partnerships, a firm can acquire the capital and resources required for digital transformation. Due to the advancing business environments, firms are operating in highly competitive markets, and without competitive advantages, firms are easily pushed out of the market. Today, technological needs in the Kingdom of Saudi Arabia are witnessing significant growth. Businesses in the manufacturing sector are looking for opportunities to enhance their digital capabilities leading to production efficiency. In this essence, firms are taking advantage of strategic partnerships to acquire technological capabilities and improve their innovation strength. Firms are aiming at tapping into new technologies, innovations, and potential that strategic partnership brings. The strategic partnership acts as a critical source of knowledge that can be used to improve organizational performance and promote effective operations. Through strategic partnerships, small enterprises can come together to solve these issues. A strategic partnership should be built on trust and collaboration and meeting the contractual agreement to ensure all parties benefit.

References:

[1]  Emami, A., Welsh, D. H., Davari, A., & Rezazadeh, A., 2022, Examining the relationship between strategic alliances and the performance of small entrepreneurial firms in telecommunications. International Entrepreneurship and Management Journal, 1-26.

[2]  He, Q., Meadows, M., Angwin, D., Gomes, E., & Child, J.,  2020, Strategic alliance research in the era of digital transformation: Perspectives on future research. British Journal of Management, 31(3), 589-617. https://doi.org/10.1111/1467-8551.12406

[3]  Mati, A., & Rehman, S., 2023, Saudi Arabia's Economy Grows as it Diversifies. IMF. https://www.imf.org/en/News/Articles/2023/09/28/cf-saudi-arabias-economy-grows-as-it-diversifies

[4]  Alotaibi, H., 2021, Knowledge positioning and innovation in strategic alignment for SESCO and Saudi Arabia's economy based on its 2030 vision. African Journal of Business Management, 15(9), 232-241.

[5]  Herab, A., Al-Ghamdi, A., Alzahrani, K., Elhindi, K. M., Muddassir, M., & Kassem, H. S., 2022,  A Framework for Quantifying the Strength of Partnerships between Agricultural Cooperatives and Development Actors: A Case Study in Saudi Arabia. International Journal of Environmental Research and Public Health, 20(1), 364.

[6]  Hitt, M. A., Ahlstrom, D., Dacin, M. T., Levitas, E., & Svobodina, L., 2004, The institutional effects on strategic alliance partner selection in transition economies: China vs. Russia. Organization Science, 15(2), 173-185. https://doi.org/10.1287/orsc.1030.0045

[7]  Arab News, 2023, November 13, Saudi Manufacturing Sector Fast Adopting New Technologies, Says Alkhorayef. https://www.arabnews.com/node/2408086/business-economy

[8]  Mahnashi, I., Salah, B., & Ragab, A. E., 2023, Industry 4.0 framework based on organizational diagnostics and plan–CheckAct cycle for the Saudi Arabian cement sector. Sustainability, 15(14), 11261. https://doi.org/10.3390/su151411261

[9]  Ferreira, A., & Franco, M., 2017, The mediating effect of intellectual capital in the relationship between strategic alliances and organizational performance in Portuguese technology‐based SMEs. European Management Review, 14(3), 303-318.

[10]   Latif, A. S., Azman Ali, N., Ishan, Z., Jaharuddin, N. S., Hassan, R., & Abdul Latif, A., 2023, Effects of Contract Governance on the Relation of Partnership Critical Success Factors and the Performance of Malaysia Public-Private Partnership Initiatives. International Journal of Financial Studies, 11(3), 109.

[11]   Tarigan, Z., & Siagian, H., 2021, The effects of strategic planning, purchasing strategy, and strategic partnership on operational performance. Uncertain Supply Chain Management, 9(2), 363-372.

[12]   Yue, L., Ye, M., & Chen, Q., 2022, The Impact of Partnerships and Information Sharing on Corporate Sustainable Performance: A Mediation Model Moderated by Government Support. Frontiers in Psychology, 13, 942279.

[13]   Muthoka, R., Kilika, J., & Muathe, S., 2022, What Sustains Performance in A Strategic Alliance? The Role of Level of Collaboration. Journal of Business and Management Sciences, 10(3), 113-123.

[14]   Boone, A. L., & Ivanov, V. I., 2012, Bankruptcy spillover effects on strategic alliance partners. Journal of Financial Economics, 103(3), 551-569.

[15]   Li, H., & Atuahene-Gima, K. 2001. Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal 44(6): 1123-1134.

[16]   Chen, F.-H., Hsu, T.-S., and Tzeng, G.-H., 2011, A balanced scorecard approach to establish a performance evaluation and relationship model for hot spring hotels based on a hybrid MCDM model combining DEMATEL and ANP. International Journal of Hospitality Management 30(4): 908-932.

[17]  Kaplan, R. S., and Norton, D. P. 2001. The strategy-focused organization. Boston, MA: Harvard Business School Press.

Abstract:

The aim of this study was to unveil the relationship between digital transformation and customer satisfaction with Standard Chartered Bank Zimbabwe as the case study. The study employed qualitative research design, using semi structured interviews with customers, staff, and management of Standard Chartered Bank of Zimbabwe. To unearth the key themes and trends between digital transformation and customer satisfaction thematic analysis was applied. The findings clearly indicated that Standard Chartered Bank of Zimbabwe implemented well their digital transformation journey to the satisfaction of their customers and employees. The research found that simplified digital transformation that makes the transacting customers get convenience has far reaching implications such as customer loyalty, retention, lifetime value while transacting more. Employee engagement, retention and brand reputation are increased as employees move away from routine processes daily. The research concluded that for companies that need to increase their customer satisfaction digital transformation should be one of the key pillars to company`s broad strategy and continuous improvement should be the order of the day. The study recommendations set the tone for other banks that would want to initiate digital transformation while contributing to the body of knowledge on digital transformation and customer satisfaction.

References:

[1]  Tao, F., 2014. Customer Relationship management based on Increasing Customer Satisfaction. International Journal of Business and Social Science, Volume. 5, Issue 5, pp. 256-263.

[2]  Brunner, T. A., Stöcklin, M. & Opwis, K., 2008, Satisfaction, image, and loyalty: New versus experienced customers. European Journal of Marketing, Volume 42, pp 1095-1105.

[3]  Baiyere, A., Salmela, H., & Tapanainen, T., 2020, Digital transformation and the new logics of business process management. European Journal of Information Systems, 29(3), 238–259

[4]  Vial, G., 2019, Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems

[5]  Vavra, G. T. 2002, Customer satisfaction measurement simplified. Wisconsin: ASQ Quality Press

[6]  Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C., 2021, A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159–1197.

[7]  Westerman, G., and Bonnet, D. 2015., "Revamping Your Business through Digital Transformation," MIT Sloan Management Review (56:3), p. 10.

[8]  Klaus, P., 2013, The case of Arnazon.com: towards a conceptual framework of online customer service experience (OCSE) using the emerging consensus technique (ECT). Journal of Services Marketing, 27(6), 443–457.

[9]  Adeleke, R., 2020, ‘Digital divide in Nigeria: the role of regional differentials’, Africa Journal of Science, Technology, Innovation and Development, 13(3), pp. 333–346. https:// doi.org/10.1080/20421338.2020.1748335

[10]   Rosenberg, J. L.& Czepiel, A. J. 2017. Journal of Consumer Marketing: A marketing approach customer retention. United Kingdom: MCB UP Limited.

[11]   Davenport, T. H., 2013. Process Innovation: Reengineering Work through Information Technology. Harvard Business Press.

[12]   Joshi, S., 2014, Customer Experience Management: An Exploratory Study on the Parameters Affecting Customer Experience for Cellular Mobile Services of a Telecom.

[13]   Zeithaml, V. A., Bitner, M. J. & Gremler, D. 2009., Services Marketing - Integrating Customers Focus across the Firm, Fifth Edition, Boston: McGraw-Hill.

[14]   Bharadwaj, A., 2000, A resource-based perspective on information technology capability and firm performance: An empirical investigation. MIS Quarterly, 24(1), 169–196.

[15]   Norton, D. W., & Pine II, B. J., 2013, Using the customer journey to road test and refine the business model. Strategy & Leadership, 41(2), 12–17.

[16]   Gurski, D., 2014, Customer Experiences affect Customer Loyalty An Empirical Investigation of the Starbucks Experience using. Anchor Academic Publishing.

[17]   Abimbola, O., Aggad, F. and Ndzendze, B., 2021, ‘What is Africa’s digital agenda?’, Berlin: Africa Policy Research Institute. Available at: https://afripoli.org/what-is-africas-digital-agenda (Accessed: 30 March 2022).

[18]   Saunders, M., Lewis, P. & Thornhill, A., 2009, Research methods for business students. Fifth Edition. Pearson Education Limited. Harlow. England.

[19]   Creswell J. W., 2018, Research Design: Qualitative, Quantitative and Mixed Methods Approaches (3rd ed.). London: Sage Publications Ltd.

Roller, M. R., & Lavrakas, P. J., 2015,  Applied Qualitative Research Design: A Total Quality Framework Approach. New York: The Guilford Press

Abstract:

The paper examines agribusiness risk management in Nigeria and discusses its role in transforming food production practices to attain food security and sustainable economic development. Risk is inherent in all the segments of the agricultural value chain. It is the responsibility of farmers to manage the adverse consequences of taking risks involved in food production, while financial institutions, governments, and donor agencies in developing nations play notable roles in ameliorating disasters considered beyond the control of the farmer. The reward for investing in agricultural business and bearing the risk is profit. The paper analysed the concept of agribusiness, various risks inherent in food production and ways to manage them effectively. It is recommended that the stakeholders in risk management, such as the farmer/producer, government, financial institutions, and donor agencies prevalent in developing nations, must work assiduously to identify, mitigate, transfer or cope with the risks in agribusiness to ensure food security in the country.

References:

[1]  Nigeria is at a critical juncture, charting a new course. Presentation by Shubham Chaudhuri. World Bank Director Nigeria at the Symposium on economic opportunity pathways to navigating post-reform challenges in Nigeria University of Ibadan August 16, 2023.

[2]  GFSI, 2022, https://impact.economist.com/sustainability/project/food-security-index/reports/Economist_Impact_GFSI_2022_Global_Report_Sep_2022.pdf

[3]  Erhun, M. O., 2019, A Legal Framework for Sustainable Agricultural Practice in Nigeria. https://doi.org/10.3968/11307 https://docs.specollective.org/introduction/knowledge-base/applied-sciences/sustainable-agriculture

[4]  Agriculture | SEAGROW. https://www.seagrow2u.com/agriculture-1

[5]  Goldberg, R. A., & Davis, J. H., 1957, A concept of agribusiness. Harvard University, Boston.

[6]  Chidiebere‐Mark, Nneka M., et al., 2014, "Factors Influencing the Disbursements of Loans from Selected Commercial Banks to Small-scale and Medium-scale Agro-based Enterprises in Imo State, Nigeria." Agricultura Tropica Et Subtropica, 2014, https://doi.org/10.2478/ats-2014-0010.\

[7]  Porter, M. E., 2001, The value chain and competitive advantage. Understanding Business Processes, 2, 50-66.

[8]  Agriculture SPEC. https://docs.specollective.org/introduction/knowledge-base/applied-sciences/sustainable-agriculture

[9]  Amusat, A. S., Oyedokun, M. O., Omisope, E. T., & Egbetokun, O. A., 2023, Risk Management in Agricultural Business: Insurance as a Viable Option in Nigeria. Journal of Experimental Agriculture International, 45(8), 49-53.

[10]   Jagtap, Sandeep, Hana Trollman, Frank Trollman, Guillermo Garcia-Garcia, Carlos Parra-López, Linh Duong, Wayne Martindale et al., 2022, “The Russia-Ukraine conflict: Its implications for the global food supply chains." Foods 11, no. 14 (2022): 2098.

[11]   Huirne, R. B., Meuwissen, M. P., Hardaker, J. B., & Anderson, J. R., 2000, Risk and risk management in agriculture: an overview and empirical results. International Journal of Risk Assessment and Management, 1(1-2), 125–136.

[12]   Brealey, R. A., Myers, S. C., & Marcus, A. J., 2023, Fundamentals of Corporate Finance. McGraw-Hill.

[13]   Kay, R. D., Edwards, W. M., & Duffy, P. A., 2023, Farm Management. Mcgraw Hill, 2012 Edition

[14]   Agbola, A. I., 2014, Agricultural Finance: A practical guide for lenders and entrepreneurs. Published by the Chartered Institute of Bankers of Nigeria Press Limited Hardaker, J. B., Lien, G.,

[15]   Duong, T. T., Brewer, T., Luck, J., & Zander, K., 2019, A global review of farmers' perceptions of agricultural risks and risk management strategies. Agriculture, 9(1), 10.

[16]   Fadun, O. S., 2021, Nexus between insurance penetration and economic growth: Evidence from Nigeria. Nigeria Journal of Risk and Insurance, 11(1), 20–36.

Stephen, O. B., Odum, E. E. B., & Matthew, A. O., 2021, Production Efficiencies of the Nigerian Agricultural Insurance Corporation (NAIC) Insured and Non-NAIC Insured Livestock Farmers in Kwara State, Nigeria. Turkish Journal of Agriculture-Food Science and Technology, 9(1), 50–55.

Abstract:

The purpose of this study was to glean key learnings from the use of artificial intelligence on customer experience with emphasis on Zimbabwean telecoms companies. The study employed qualitative research design, using semi structured interviews with customers, staff, and management of the telecoms companies in Zimbabwe. To unearth the key themes and trends and insights between artificial intelligence and customer experience thematic analysis was applied.  The research evaluated the models employed by the Zimbabwean telecoms companies in transforming the customer experience landscape and hurdles they face in moving customers to the new channels. The challenges experienced in the new trajectory were explicitly highlighted. Case studies of other telecoms companies who explored the same avenue were chronicled. The various merits and skepticism of artificial intelligence on customer experience were clearly evacuated paving way for future research areas to completely harness the potential in the discipline of customer experience and its contribution to competitiveness.

References:

[1]  Lee, S., & Lee, D., 2019, “Untact”: A new customer service strategy in the digital age, Serv Bus, 13(1),1-22.

[2]  Dash, R., McMurtrey, M., Rebman, C., & Kar, K., 2019, Application of artificial intelligence in automation of supply chain management, Journal of Strategic Innovation and Sustainability, 14(3), 33-42. https://doi.org/10.33423/jsis.v14i3.2105rupa

[3]  Fandy, T., & Chandra, G., 2015, Service quality dan Satisfaction, fourth edition. Andi Yogyakarta.

[4]  Akaka, M. A., & Schau, H. J., 2019, Value creation in consumption journeys: Recursive reflexivity and practice continuity, Journal of the Academy of Marketing Science, 47(3), 499-515.

[5]  Alzaidi, A., 2018, Impact of Artificial intelligence on performance of banking industry in Middle East. International Journal of Computer Science and Network Security, 18(10), 140-148.

[6]  Jaakkola, E., & Terho, H., 2021, Service journey quality: Conceptualization, measurement, and customer outcomes. Journal of Service Management, in press.

[7]  Bagana, D., Irsad, I, & Santoso, H., 2021, Artificial intelligence as a human substitution? customer's perception of the conversational user interface in banking industry based on Utaut concept, Review of Management and Entrepreneurship, 5(1), 35-44.

[8]  Alexander, L. W. & Cheryl, A., 2015, Big data driven supply chain management: A game changer. American Journal of Economics and Business Administration, February 2015, 1–9. https://doi.org/10.3844/ajebasp.2015.60.67

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[10]   Arunachalam, D., Kumar, N., & Kawalek, J. P., 2018, Understanding big data analytics capabilities in supply chain management: Unravelling the issues, challenges, and implications for practice. Transportation Research Part E: Logistics and Transportation Review, 114, 416-436.

[11]   Becker, L., Jaakkola, E., & Halinen, A., 2020, Toward a goal-oriented view of customer journeys. Journal of Service Management, 31(4), 767-790.

[12]   Chavez, R., Yu, W., Jacobs, M.A., Feng, M., 2017, Data-driven supply chains, manufacturing capability and customer satisfaction, Production Planning and Control, 28(11/12), 906-918.

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