Search results

Organisational resilience is a strategic resource within the contingencies of organising in Small and Micro businesses (SMEs). In this regard, the notion of resilient human capital in propelling a resilient organisation has come to dominate the contemporary discourse on the performance of SMEs. Drawing on human capital theory as a meta-theoretical lens, we examine the cumulative effect of managerial training on managers’ performance in the context of relatively underdeveloped institutions and markets. Employing a quantitative research methodology, data for our empirical inquiry comes from a survey of 506 Ghanaian SMEs operating in diverse sectors of the economy. Following SMEs being at the convergence point of resource constraint, we show why some firm managers are more likely to exhibit managerial resilience than those in other firms. Our data evidence suggests that targeted managerial training, in practice, has the potential to strengthen organisational resilience. Nevertheless, the content, efficiency and frequency of the training received, we argue, accounts for the differential performance of managers within the contingencies of everyday organising. We conclude by delineating some relevant implications of our study for the theory and practice of managerial resilience nurturing in organising.

The chapter examines the simultaneous rise of a new spirit of isolationism amid the increasing role of globalization of business and economic activity. It focuses on the competing claims regarding whether Africa could be better off or not in the light of the current isolationist views being expressed by some world leaders and countries. The chapter’s importancve lies in the fact that it contributes to a discussion which has been of considerable concern to many people of late. Whilst it is still too early to predict the long-term effect on the current isolationist policies by some developed countries, it is quite clear that Africa will lose the attention of the world in view of the recent happenings. Ironically, the uncertainty and disruption underway could also provide the needed impetus that can propel the continent to assume responsibility for itself and thereby strife to develop itself more efficiently and effectively than it has ever done.

For the last two decades economics literature and debates have increasingly referred to institutions as the answers to the long-lasting queries regarding how stock market performance rises and what policies can be implement to encourage best outcomes in terms of stock market performances in Malaysia so that the analysis of the institutional basis under which any stock market functions has now converted an essential issue of investigation. This study attempts to capture the relationship between stock market movements and institutional quality (IQ) using autoregressive distributed lag bounds testing approach, over 33 years during the period of 1984–2016. The finding suggests that IQ positively and significantly affects stock market performance. Moreover, it is also showing that there is, in fact, a causal relationship between institutions and stock market performance. The findings are robust to changes in specification and a host of transparency measures.

Social enterprises are increasingly recognized as a new form of organization (combining social and business goals) providing innovative and scalable solutions to widespread and complex socioenvironmental problems. Yet, they often struggle to keep themselves afloat due to the difficulty in accessing required resources. Networking approaches provide social enterprises with cost-effective ways to fulfill these resource requirements. Such approaches, although useful, give rise to dilemmas while building ties with both financial and non-financial actors. Although much research has been conducted on social enterprise networking or partnerships, little is known about how social enterprises address such dilemmas. This chapter explores how do social entrepreneurs address moral dilemmas while networking with key stakeholders? To answer this question, we analyze the existing literature to understand the networking strategies adopted and the moral dilemmas experienced by the social entrepreneurs. Based on our review of literature, we present four kinds of social enterprises in terms of their networking situations and choices: (1) secluded saints (less known and less connected; high on moral values); (2) secluded devils (less known and less connected; low on moral values); (3) saints waving at the devils (well known and well connected; low on moral values); (4) saints in the pack of devils (well known and well connected; high on moral values). These categories are used to explain how social enterprises with different values, interact with and use their networks for different purposes. We discuss the possible consequences of each strategy and keep the question, how to reach the state of “successful saints,” open for future research. By presenting these different networking situations, our matrix sheds new lights on different social entrepreneurial networking options and their possible outcomes. This can act as a guide and a cautionary note, not only for the social enterprises but also for any hybrid organizations dealing with conflicting networking choices.