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The dawn of the 21st Century has witnessed a tremendous increase in trade pacts among nations, resulting in renewed hopes for sustainable enterprise development in emerging economies worldwide. Ghana and other sub- Saharan African (SSA) countries have signed onto several North-South and South-South free trade agreements with the hope of strengthening their presence in the international trade arena, and to promote economic growth in SSA. For over two decades, however, very little has changed, and many have dashed their high hopes as enterprises continue to struggle in SSA. Not even the African Continental Free Trade Agreement (AfCFTA) could renew the hopes of sceptics. Several studies opined that enterprises in SSA could improve their domestic and international competitiveness by establishing mutually beneficial partnerships with their counterparts from the Global North and South. This study delved into the issues that affect North-South and South-South business collaborations and recommends key success factors that could help promote mutually beneficial cross-border business partnerships. The research includes both literature and empirical information on the key success factors of business partnerships between African enterprises as well as between African enterprises and firms from the Global North. We approached the study qualitatively using a phenomenological research design. Research participants included important stakeholders in Africa and Europe's international trade and sustainable enterprise development ecosystem. The study identified several challenges with the current business collaborations and recommended new ways of making such partnerships more beneficial.
Many workers experience their jobs as effortful or even stressful, which can result in strain. Although recovery from work would be an adaptive strategy to prevent the adverse effects of work-related strain, many workers face problems finding enough time to rest and to mentally disconnect from work during nonwork time. What goes on in workers’ minds after a stressful workday? What is it about their jobs that makes them think about their work? This special issue aims to bridge the gap between research on recovery processes mainly examined in Occupational Health Psychology, and research on work stress and working hours, often investigated in the field of Human Resource Management. We first summarize conceptual and theoretical streams from both fields of research. In the following, we discuss the contributions of the five special issue papers and conclude with key messages and directions for further research.
Kenya, like all other developing countries in the world, is faced with the task of working strategically towards the achievement of the Sustained Development Goals (SDGs) 2030. These goals whose due date of accomplishment coincides with those of the national development blueprint, namely, the Kenya Vision 2030, have become a major focus of attention in the country. Conferences, workshops, and seminars are organized throughout the country on regular bases by joint multiplicity of organizations to address modalities of ensuring a timely achievement of SDGs in the country. Universities either individually or jointly are working towards this same target. More specifically, there are great areas of concern or priority areas that the country is focusing on as a strategic focus towards the achievement of the Kenya Vision 2030 and SDGs 2030. These strategic areas of focus have been isolated and declared by the President of the Republic of Kenya, His Excellency Uhuru Kenyatta, as the country’s “big four priority areas”, namely, affordable housing, affordable health care, food security, and manufacturing as a grandiose effort towards achievement of the SDGs, Kenya Vision 2030 as well as job and wealth creation. Similarly, Mount Kenya University’s top management established the Graduate Enterprise Academy (GEA) in 2013 under the direct Patronage of the university’s Founder with the primary aim of assisting graduates to be job and wealth creators rather than being job seekers. So far, over twenty start-ups are running throughout the country under Graduate Enterprise Academy (GEA). Incidentally, although the Graduate Enterprise Academy’s diverse areas of focus extend beyond the President of Kenya’s “Big Four” to include ICT and creative arts, among others, there are justifiable cases to indicate that GEA’s activities are also in support of the national “Big Four” agenda. This paper gives an exposition of different start-ups under MKU’s Graduate Enterprise Academy and are show-cased as evidence of MKU’s support towards the achievement of the national “Big Four” agenda. The paper covers a part of an ongoing program through desk-top analyses of reports, with an objective of show-casing MKU’s contribution to the national agenda through the Graduate Enterprise Academy for possible scale - up.
The Decision Tree Procedure
(2024)
Channels of distribution are important factors in the connection between goods and services produced for the final consumer and, therefore, determine the effectiveness with which they are delivered and ultimately availed to the final consumers. Globally, studies show that channels of distribution and sales play an essential role in building bonds between manufacturers, retailers, wholesalers and their consumers. The main purpose of this study is to examine the influence of distribution channels and networks on customer choice of fast-moving consumer goods (FCMG) in the Upper East Region of Ghana. The study adopted a quantitative approach and questionnaires were used to collect primary data from 110 customers of Unilever Ghana Limited in the Upper East Region of Ghana. The findings reveal that product-related factors, such as the price of products, perishability of products, size and weight of products, promote the effective distribution of Unilever goods and services, whilst consumer-related factors, such as the number of customers and increased consumer base, promote effective distribution channels. The study also established a positive influence of factors, such as incentives, receiving feedback and sales performance, on customer choice of fast-moving consumer goods (FMCG). Managers and producers in the FMCGs industry should implement reward and incentive programmes and policies to boost the sale and distribution of fast-moving consumer goods and services in the retail industry in Ghana.