Browsing by Author "Kibirango, Moses M."
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Item Critique does not equate to rebellion: Positive deviance and entrepreneurial networking among small and medium enterprises in Uganda(African Journal of Business Management, 2019) Mayanja, Samuel; Ntayi, Joseph M.; Munene, J. C.; Wasswa, Balunywa; Kibirango, Moses M.This paper examines the relationship between positive deviance and entrepreneurial networking among small and medium enterprises (SMEs). Using a mixed method approach combined self-administered questionnaires and interview guide covering 228 SMEs in Uganda, the cross-sectional nature of this study revealed key nuances about SMEs. The research findings confirmed a significant positive relationship between positive deviance and entrepreneurial networking among SMEs in Uganda. The findings also revealed that: SME owner/ managers should create enabling environment for people with divergent views to interact with each other to innovate new practices, such as accessing resources from the networks; managers should initiate new policies for error management to allow employees room to learn from mistakes; managers should acquire new skills of leadership skills to manage and utilize the knowledge and skills of positive deviants. This research therefore contributes to existing scholarship by providing nuances in the study of positive deviance and entrepreneurial networking among SMEs in Uganda through employing a complexity approach that transcends previous academic focus on social network theory.Item Makerere University Business School Co-Evolution Journey: The Role Of Extraordinary Performers(Emerald Emerging Markets Case Studies, 2018) Kibirango, Moses M.; Munene, John C.; Mutumba, AbbeyFor over 20 years, Makerere University Business School (MUBS)’s source of sustainable competitive advantage happened to be associated with a few forerunner employees’ unusual acts in solving prevailing challenges. Correspondingly, their leadership exhibited adaptability tendencies along with the ability to nurture generated ideas. Waswa Balunywa, one of the long-serving employees, joined the institution at its infancy in 1983 at the age of 28 years immediately after graduating with a Masters ofBusiness Administration (MBA) from the Faculty of Management Studies, University of Delhi. In the early 1980s, the Department of Commerce at Makerere University was small, with less than 100 students, compared to the current MUBS of more than 16,000 students. Balunywa was impressed with the way the Indian education sector supported private students and optimally used the existing infrastructure by letting private students attend classes during off-peak hours. In contrast, the Makerere University model, at that time when Balunywa joined, was based on having classes from 07:30 a.m. to 11:30 a.m. This meant all of the university’s classrooms remained idle from lunch time up to late in the evening across all its faculties. Moreover, by then, after the end of civil wars in 1986, Uganda was experiencing an emerging corporate world which attracted globally appealing business graduates to competitively administer their organisations. From 1987, Uganda’s leading local media (newspapers, TV and radio stations) and organisational notice boards were hyping the country’s scarcity of skilled graduates to take up business administration roles in accounting, marketing, human resource management and other corporate functions. In the early 1990s, a single company like Uganda Breweries Limited or the MadhvaniGroup of Companies, among other large private sector investor companies in the Ugandan industry, had a demand for over 50 graduates to perform in such corporate areas for its market competitiveness. Yet, Makerere University, the only university at that time, could produce only 40 business administration graduates because of its rigid 7:30 a.m. to 11:30 a.m. classes. The existing classes’ morning hours at that time did not cater to the corporate and working class who were craving to upgrade their respective qualifications through the same university. This, consequently, stimulated the University’s Department of Commerce to schedule evening classes, where Balunywa was just starting his career. Local radio/TV talk show moderators and guests were increasingly voicing their complaints against the university’s exclusive admission of only the top-performing applicants for the few government scholarship vacancies. In the same period (early 1990s), according to the literature, the university was experiencing numerous anomalies: gross underfunding; reductions in and late staff remunerations;infrastructure messiness and suffocation of academic program developments (Mamdani, 2007; Musisi and Muwanga, 2003; Gregorian et al., 2003; Court, 1999). Many of these hiccups were the consequences of the 1970-1990 political and economic turbulence in Uganda (Makerere University Stakeholders Consultative Meeting, 2006).Item Symbiotic Resonance, Nexus of Generative Influence, Ecologies of Innovation and Opportunity Exploitation among Small and Medium Enterprises(Journal of African Business, 2022) Mayanja, Samuel; Ntayi, Joseph M.; Omeke, Michael; Kibirango, Moses M.; Mutebi, HenryThis paper used a quantitative cross-sectional survey design to collect data from 228 small and medium enterprises (SMEs) in Uganda to test the mediating role ecologies of innovation in the relationship between symbiotic resonance, nexus of generative influence and opportunity exploitation, but also, the moderating role of firm size in the relationship between symbiotic resonance and ecologies of innovation. The mediated – moderated hypotheses were tested through Partial Least Square Structural Equation Modeling (PLS-SEM) using SmartPLS version 3.3.0. The study found that ecologies of innovation positively and significantly mediate the relationship between nexus of generative influence and opportunity exploitation. Additionally, we confirmed that firm size moderates the relationship between symbiotic resonance and ecologies of innovation. Managers of SMEs and policy makers should pay more attention to situations where the owner/manager can act as a leader to influence employees positively, create an enabling environment, provide feedback, allow employee to deviate from norms.