Scielo RSS <![CDATA[Acta Commercii]]> http://www.scielo.org.za/rss.php?pid=1684-199920190001&lang=en vol. 19 num. 1 lang. en <![CDATA[SciELO Logo]]> http://www.scielo.org.za/img/en/fbpelogp.gif http://www.scielo.org.za <![CDATA[<b>Entrepreneurial development in South Africa through innovation: A model for poverty alleviation</b>]]> http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S1684-19992019000100001&lng=en&nrm=iso&tlng=en ORIENTATION: The development agency could be equipped with a model that will assist them in supporting mobile application development entrepreneurs towards enhanced competitiveness that could assist in alleviating poverty and reducing economic inequality RESEARCH PURPOSE: The purpose of this study is to explore the evolution of a model to support mobile application development entrepreneurs towards enhanced competitiveness MOTIVATION FOR THE STUDY: This study was motivated by the views on black economic empowerment where little has been done to impact the lives of black people on a larger scale. Broader participation of black people in the formal economy is required to achieve sustainable development and prosperity. Studies suggest that innovation through technology transfer is regarded as a contributor to economic growth. RESEARCH DESIGN, APPROACH AND METHOD: This study adopted the Critical Realist Methodology Model via an inductive research approach. Focused interviews with academics, small and medium-sized enterprises in the innovation and technology industry and development agencies were conducted. MAIN FINDINGS: There is business potential in mobile applications, but entrepreneurs have difficulty in commercialising these. They could be assisted with a model that would transform their applications into real business opportunities PRACTICAL/MANAGERIAL IMPLICATIONS: The antidote to disruptive innovation is a management response. What is required from management is that it needs to bring about a paradigm shift in the way that the whole notion of a business is remodelled. CONTRIBUTION/VALUE-ADD: This study reveals a multi-factorial strategy model in the form of the Disruptive Innovation State Response Model that could support mobile application development entrepreneurs towards enhanced competitiveness. <![CDATA[<b>An exploration of supply chain risk management in the South African third-party logistics industry</b>]]> http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S1684-19992019000100002&lng=en&nrm=iso&tlng=en ORIENTATION: The management of supply chain risks, disruptions and vulnerabilities has become a significant issue in supply chain management research in recent times. RESEARCH PURPOSE: The purpose of this study was threefold, namely to (1) determine whether there is a clear understanding of supply chain risk management (SCRM) within the South African third-party logistics service providers (3PL) industry, (2) investigate the primary sources that lead to disruptions and vulnerabilities within the supply chains of South African 3PL organisations and (3) establish the current tools or methods used by supply chain practitioners to mitigate supply chain risks within the 3PL industry in South Africa. MOTIVATION FOR THE STUDY: Supply chain risks are ever increasing and evolving which may have a substantial influence on organisational and supply chain performance. RESEARCH DESIGN, APPROACH AND METHOD: A generic qualitative research method was used to gather data. A total of 20 purposively selected participants drawn from 20 3PL organisations with headquarters located in Gauteng province participated in semi-structured interviews. MAIN FINDINGS: The findings indicate a juxtaposition regarding South African 3PL supply chain practitioners' understanding of SCRM compared to literature, as the participants were found to only identify certain tenets of SCRM with no single participant comprehensively describing SCRM according to the literature. External disruptions, namely customer- and supply-side disruptions within the South African 3PL industry were found to be the primary sources of supply chain disruptions. The findings further indicate that supply chain vulnerabilities emanate predominantly from labour strikes and cyberattacks PRACTICAL/MANAGERIAL IMPLICATIONS: The implementation of SCRM is constrained by the high costs of implementation, the unwillingness of supply chain partners to buy into SCRM, power imbalances in supply chain relationships and other uncontrollable factors between different supply chain members. CONTRIBUTION/VALUE-ADD: Supply chain practitioners in the 3PL industry should realise the significance of effective SCRM practices, as well as the positive impact proactive SCRM practices could have on their organisations as well as on supply chain partners. <![CDATA[<b>The rivalry between online and direct selling - Is there a winner?</b>]]> http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S1684-19992019000100003&lng=en&nrm=iso&tlng=en ORIENTATION: With the advancement of technology and intense competition, many traditional direct selling companies have had to include an online sales channel to their offerings. RESEARCH PURPOSE: This study investigated the adoption of technology concerning online selling in the direct selling environment. Motivation for the study: This study investigated whether there is a 'winner' between direct selling and online selling, as well as identifying the threats, impact and future of online selling in the direct selling environment. RESEARCH DESIGN, APPROACH AND METHOD: The study adopted a qualitative approach. A postcard-type, open-ended questionnaire was used to collect data from the directors of the direct selling companies. The collected data was analysed using inductive content analysis. MAIN FINDINGS: The main results indicate that online selling is here to stay and there is no winner between these two forms of selling. PRACTICAL/MANAGERIAL IMPLICATIONS: Managers should adopt a flexible approach to multichannel retailing as consumers dictate the consumption of sales channels in a multichannel sales arena. CONTRIBUTION/VALUE-ADD: Although this paper contributes on three levels - namely, theoretical, methodological and practical - it is the practical contribution that adds the biggest value and there is no golden formula in the structure of this multichannel sales system.