Jurie Jansen Van Vuuren

Entrepreneurship Training for Emerging SMEs in South Africa

This study analyzes the course content, training methods, and profiles of trainers and trainees of SME service providers in the Northern Province, South Africa. The findings include the need for training as well as the existence of certain deficiencies in the present entrepreneurship training. The conclusion emphasized the importance of a comprehensive entrepreneurship-training program for successful small business enterprises. Recommendations that could help sustain emerging small business enterprises are presented to SME stakeholders.

Critical evaluation of two models for entrepreneurial education: An improved model through integration

Purpose – This paper focuses on the comparison of two models for entrepreneurial education with the aim of potential integration. At this juncture when entrepreneurial development is seen as the core contributor to enhance start‐ups of new ventures and hence facilitate economic growth and development, the best possible education model is required. The creation of more entrepreneurs is at least partially dependent on the creation and advancement of efficient educational models.Design/methodology/approach – First, this paper briefly describes the two independently developed models for entrepreneurial education. Second, an in‐depth qualitative analysis of the individual model constructs is presented to evaluate the contributions and limitations of each. Third, this paper proposes an integrated model that identifies certain weaknesses of each of its building‐blocks, which are eliminated by the integration.Findings – The paper concludes that the integrated model for entrepreneurial education enhances the body ...

The practical application of an entrepreneurial performance training model in South Africa

Purpose – This paper sets out to apply practically the constructs of the entrepreneurial performance training model to three different training interventions, known as the business start‐up, basic entrepreneurship, and advanced entrepreneurship programmes. Furthermore, the paper aims to measure the business performance indicators and skills transfer that took place after the training interventions.Design/methodology/approach – Quantitative research was conducted, using three validated research questionnaires. The research design consists of a pre‐test, post‐test and post‐post test (ten weeks after the training interventions took place). Factor analysis was done, descriptive statistics arising from opinions and expressions are presented and statistical tests such as the Chi‐square test and ANOVA provide inferential statistics.Findings – The business performance indicators improved for all three training groups after they attended the training interventions. Furthermore, it was proved that skills transfer t...

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Despite the growth in number and kind of research emphasizing small and medium-sized enterprises (SMEs), little is known about the relationship between drivers and modes of SMEs’ growth. To address this gap, the paper systematically analyzes the relationship between growth drivers and strategies based on the dynamic resource-based view and proposes munificence contingent growth model. The authors argue that the selection of growth strategy should base on firms resource and environmental munificence settings. Firms can select either organic or inorganic growth strategies based on the abundance or scarcity of certain resources and the accommodative capacity of the economic environment. When the economic environment comes with attractive opportunities SMEs tend to cooperate with other firms either through collaborative framework or diversification strategies. Conversely, when they are faced with very competitive market conditions and the resource availability is limited bootstrapping strategies found to be helpful to maintain competitiveness and thrive. Subsequently, as the resource muscle of the firm develops through bootstrapping strategies SMEs are expected to employ expansion strategies.