i-manager Publications

Volume 18 Issue 4 April - June 2024

Research Article

Navigating the Chasm: Customer Experience Innovation in South Africa

Mboungou Mouyabi Seke*

University of the Witwatersrand, Johannesburg, Republic of South Africa.

Seke, M. M. (2024). Navigating the Chasm: Customer Experience Innovation in South Africa. i-manager’s Journal on Management, 18(4), 1-11. https://doi.org/10.26634/jmgt.18.4.20673

Abstract

This study aims to explore the current state of customer experience (CX) innovation in South Africa and its position within the chasm of the innovation curve. In a diverse market characterized by cultural and varying consumer preferences, the focus on CX innovation is essential for creating unique, memorable interactions between customers and brands. The paper explores the transformative journey from product-centric to customer-centric business strategies within the South African context, emphasizing the impact of organizational culture on customer interactions. By examining various industries and sectors, this paper seeks to identify key challenges, opportunities, and strategies for bridging the gap between early adopters and mainstream market acceptance. The insights gathered from direct observations and indepth interviews with industry leaders will inform recommendations for fostering a culture of customer-centric innovation in South Africa.

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Research Paper

The Effect of Story-Telling in Coaching and Mentoring Engagement

Adedayo Ogunleye*

Adedayo Ogunleye Business Coaching Academy (AOBC), Oyo State, Nigeria.

Ogunleye, A. (2024). The Effect of Story-Telling in Coaching and Mentoring Engagement. i-manager’s Journal on Management, 18(4), 12-23. https://doi.org/10.26634/jmgt.18.4.20890

Abstract

This paper examines the impact of storytelling on coaching and mentoring engagements, exploring how narrative techniques can enhance the effectiveness of these developmental relationships. This study investigates the role of storytelling in fostering a deeper connection between coach or mentor and mentee, facilitating personal and professional growth, and improving communication and understanding. Utilizing a mixed-methods approach, this paper combines qualitative interviews with quantitative surveys to gather insights from both coaches and mentees across various industries. The findings suggest that storytelling significantly enriches the coaching and mentoring experience by providing relatable examples, inspiring motivation, and offering practical lessons. This paper discusses the implications of these findings for practitioners and organizations, recommending strategies for incorporating storytelling into coaching and mentoring programs to maximize their impact.

References

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Research Paper

The Effect of Positive Psychology on Business

Adedayo Ogunleye*

Adedayo Ogunleye Business Coaching Academy (AOBC), Oyo State, Nigeria.

Ogunleye, A. (2024). The Effect of Positive Psychology on Business. i-manager’s Journal on Management, 18(4), 24-30. https://doi.org/10.26634/jmgt.18.4.20917

Abstract

This paper explores and establishes a link between positive psychology coaching and business outcomes by investigating the benefits to employees, their well-being, job satisfaction, and organizational performance. The mixed-methods research design involved a quantitative survey involving 200 employees from various industries and qualitative input through semi-structured interviews with 20 managers. The study sought to establish empirical evidence (through statistical data and measurement scales) to support the benefits of positive psychology coaching in business through meeting key criteria and to illustrate the impact of positive psychology coaching on business outcomes both quantitatively and qualitatively. Generally, the findings indicate that there is a strong and positive benefit to implementing positive psychology coaching in the workplace environment, evidently enhancing employee well-being (mean score of 4.2), job satisfaction (mean score of 4.0), and organizational performance (mean score of 4.1). The qualitative analysis provided deeper insights into the process and types of positive psychology coaching interventions that stood out and were more effective. This strategy of thematic analysis on interview transcripts revealed that strengths-based development and goal-setting seemed to be key positive psychological interventions. The findings support existing literature and key theoretical models, such as the PERMA model and the Broaden-and-Build Theory.

References

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Research Paper

E-Government Implementation and Service Delivery in Rural Malawi

Mike FM Chungu*

Andhra University, Visakhapatnam, Andhra Pradesh, India.

Chungu, M. F. (2024). E-Government Implementation and Service Delivery in Rural Malawi. i-manager’s Journal on Management, 18(4), 31-35. https://doi.org/10.26634/jmgt.18.4.20678

Abstract

E-government deployment in rural areas is crucial for improving public service delivery and governance. In Malawi, egovernment initiatives aim to improve transparency, efficiency, and accessibility of public services. This paper examines the implementation of e-government and service delivery in rural Malawi. Despite challenges such as low digital literacy, limited internet connectivity, poor ICT infrastructure, and budget constraints, e-government projects have shown potential to reduce bureaucratic inefficiencies, overcome geographical barriers, and improve responsiveness. This has a positive socio-economic impact, promoting inclusive development, empowerment of marginalized communities, and grassroots good governance practices. By addressing these obstacles and utilizing digital technologies, the Malawian government can realize the transformative potential of e-governance in rural communities.

References

[1]. Choi, H., Chung, C. S., & Cho, Y. (2023). Changes in planning approach: A comparative study of digital government policies in South Korea and Denmark. European Planning Studies, 31(5), 905-924.

[2]. Dwivedi, Y. K., Ismagilova, E., Rana, N. P., & Raman, R. (2023). Social media adoption, usage and impact in business-to-business (B2B) context: A state-of-the-art literature review. Information Systems Frontiers, 25, 971- 993.

[3]. Estevez, E., & Janowski, T. (2013). Electronic governance for sustainable development-conceptual framework and state of research. Government Information Quarterly, 30, S94-S109.

[4]. Heeks, R. (2017). Information and Communication Technology for Development (ICT4D). Routledge.

[5]. Janssen, M., Brous, P., Estevez, E., Barbosa, L. S., & Janowski, T. (2020). Data governance: Organizing data for trustworthy Artificial Intelligence. Government Information Quarterly, 37(3), 101493.

[6]. Kettani, D., & Moulin, B. (2014). E-government for good governance in developing countries: Empirical evidence from the eFez project. Anthem Press.

[7]. Ndou, V. (2004). E-government for developing countries: Opportunities and challenges. Electron. The Electronic Journal on Information Systems in Developing Countries, 18(1), 1-24.

[8]. Nkwe, N. (2012). E-government: Challenges and opportunities in Botswana. International Journal of Humanities and Social Science, 2(17), 39-48.

[9]. Yonazi, E., Kelly, T., Halewood, N., & Blackman, C. (2012). The Transformational use of Information and Communication Technologies in Africa. World Bank.

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Review Paper

Workforce Agility and Employee Performance: A Conceptual Framework

Mansi Makkar* , Neetu Rani**

*-** Institute of Management Studies and Research, Maharshi Dayanand University, Haryana, India.

Makkar, M., and Rani, N. (2024). Workforce Agility and Employee Performance: A Conceptual Framework. i-manager’s Journal on Management, 18(4), 36-41. https://doi.org/10.26634/jmgt.18.4.20527

Abstract

Due to the uncertainty, ambiguity, and volatility of business environments, companies are forced to search for innovative organizational and business models that will enable them to respond quickly and effectively to changes in the market. The answer to this uncertainty and volatility is workforce agility, which is the ability of the individual to continuously use abilities and resources to respond to unforeseen and shifting opportunities for the customer in order to maximize the value of the organization. This study is intended to understand the relationship between employee agility and employee performance. Through a review of the existing literature, this study found that there is a positive and significant relationship between both variables. This study suggests that in order to enhance workforce agility and boost employee performance, organizations should design employee development programs. This study also provides a conceptual framework for workforce agility and employee performance. The study also recommends that the managers of organizations give attention to human resource practices that promote workforce agility.

References

[1]. Alavi, S., & Wahab, D. A. (2013). A review on workforce agility. Research Journal of Applied Sciences, Engineering and Technology, 5(16), 4195-4199.

[2]. Ardian, Z., Alhadi, A. C., & Panji, G. M. (2023, March). Employee performance assessment system based on smart method (case study: Banda Aceh Military Court I- 01). In AIP Conference Proceedings, 2484(1). AIP Publishing.

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