This study explores the sustainability and growth of small businesses beyond the critical 5-year mark, a pivotal milestone often associated with survival challenges. Active business owners within the United States often shut down their operations due to reduced revenues and operational challenges, including the multifaceted factors influencing long-term success. The study places a particular emphasis on effective training strategies by examining the intersection of sustainability and training to identify actionable insights for owners of small business to enhance their resilience and longevity in today’s dynamic economic landscape.
To maintain market share, telecommunication operators in Nigeria invest in complex, innovative projects with large budgets and tight timelines. Managing the project scope of these endeavors is a challenge, although crucial to ensuring that viable products are released and guaranteeing market share among these firms. This study examined the project scope and market share of selected telecommunication firms in Nigeria through the quantitative method and survey research. The study employed a validated adapted questionnaire, which used a six-point Likert-type scale and was administered to the study participants to collect primary data. The reliability test of the questionnaire was achieved with Cronbach alpha values and was between 0.734 and 0.756. The population for the study consisted of 94 project team members selected from three telecommunication firms; the sample size was total enumeration. Data analysis and test of hypothesis were conducted with descriptive and inferential statistics. Analysis result revealed that project scope had a statistically positive and significant effect on market share of selected telecommunication firms in Nigeria (β = 0.245, t = 5.779, p
The widespread use of information and communication technology in modern workplaces has intensified techno-stress. This study examines the impact of techno-stressors—techno-overload and techno-complexity—on techno-anxiety, its role in driving techno-exhaustion, and the mediating effect of techno-anxiety in this relationship. Data from Indian IT sector employees, collected via snowball sampling, was analyzed using structural equation modeling in AMOS (Version 23). Our findings revealed that techno-overload and techno-complexity significantly heighten techno-anxiety, which, in turn, exacerbates techno-exhaustion. Techno-anxiety serves as a crucial mediator in linking stressors to exhaustion. The study offers theoretical insights and practical implications, and emphasizes managerial strategies, employee support, and socio-technical interventions to mitigate techno-stress and to enhance workplace well-being.
The global expansion of supply chain (SC) networks improves the overall performance of the SC and increases an organization’s susceptibility to disruptions within the chain. This study examines the mediating role of supply chain disruption (SCD) between supply chain resilience practice (SCRP) and competitive advantage (CA) of manufacturing companies in Ethiopia. We employed descriptive and explanatory research designs and analyzed the data collected from 347 participants using SEM methods. The findings show that SCRP significantly affects SCD and CA. Moreover, SCRP significantly influences CA, mediated by SCD. Building and maintaining SC resilience reduces disruptions and enhances competitiveness in the ever-changing business landscape. Therefore, manufacturing firms are suggested to minimize disruptions further and obtain a better CA using SC resilience measures.
Effective Talent management strategies to acquire, develop, and retain employees are essential, as 73% of business leaders in the United States identified that good human resources practices favorably affect the efficiency and effectiveness of business operations. Based on the people capability maturity model and transformational leadership theory, the purpose of this qualitative multiple case study was to explore the successful strategies that leaders of small and medium-size businesses (SMBs) used to acquire, develop, and retain employees. The case population comprised five SMBs’ leaders who had successfully used talent management strategies to acquire, develop, and retain employees for more than 5 years, and four employees who had worked with the SMBs for more than 5 years. The selected leaders participated in face-to-face semistructured interviews while the employees participated in a focus group. The data analysis process followed Yin’s five-phase analysis cycle; entailed an analysis of interview responses from individual interviews, the focus group interview, and a review of related documents. Four themes emerged from the data analysis: conducting management assessments, following recruitment and selection guidelines, empowering and enabling employees, and fostering workplace loyalty. A recommendation is that SMBs’ leaders prepare training manuals from their successful procedures for internal use and benchmarking with other SMBs. The study’s findings could contribute to positive social change by enabling leaders to improve employee development and retention for more productive employees and higher revenues to benefit society through employees becoming mentors and volunteers in local communities.
