Abstract: This paper explored the challenges faced by the
management of a Ghanaian state enterprise in managing conflicts and
disturbances associated with its attempt to implement new work
practices to enhance its capability to operate as a commercial entity.
The purpose was to understand the extent to which organizational
involvement, consistency and adaptability influence employees’
consumption of new work practices in transforming the
organization’s organizational activity system. Using selfadministered
questionnaires, data were collected from one hundred
and eighty (180) employees and analyzed using both descriptive and
inferential statistics. The results showed that constraints in
organizational involvement and adaptability prevented the positive
consumption of new work practices by employees in the
organization. It is also found that the organization’s employees failed
to consume the new practices being implemented, because they
perceived the process as non-involving, and as such, did not
encourage the development of employee capability, empowerment,
and teamwork. The study concluded that the failure of the
organization’s management to create opportunities for organizational
learning constrained its ability to get employees consume the new
work practices, which situation could have facilitated the
organization’s capabilities of operating as a commercial entity.
Abstract: This paper explores competencies that managers of
small firms in Ghana use to enhance operational flexibility towards
the attainment of higher productivity. This is because the requisite
competence required of such managers to be effective performers
continues to be a challenge. Data was collected from managers of
three hundred small firms using a standardized self-completion
questionnaire and analyzed using the Amos-based structural equation
model approach. Findings from factor and confirmatory factor
analyses showed that the only competence exhibited by managers
toward effective performance is realistic practices evident at the
workplace. It is concluded that a manager’s self-confidence and
involvement in areas that he/she is good at, and his/her possession of
skills that enables performance at high capacity are indications of the
manger’s effectiveness. The study outcome provides a knowledge
base helpful to policy-makers, especially in Ghana, in determining
the requisite managerial competences required by small firm
managers for effective performance.
Abstract: This paper examines challenges to the implementation and internalization of benchmarked management practices by research organizations in developing economies as transformative tools towards commercialization. The purpose is to understand the contributing influence of internal organizational factors from both situational and historical perspectives towards the practice implementation constraints, and also to provide theoretical understanding on how systemic formations and transformations in the organizations’ activities influenced the level to which their desired needs are attained. The results showed that the variability in the outcomes of the organizations’ transformation processes was indicative of their (in)ability to deal with the impacts of cumulated tensions in the systemic interfaces of their organizational activity systems. It is concluded that the functionalities of the systemic interfaces influence the functionality of the organizational activity system.