Thesis & Dissertations(Doctoral & Master)

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Now showing 1 - 5 of 8
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    Cognitive Flexibility, Entrepreneurial Innovativeness and Entrepreneurial Action.
    (2023) Nabirye, Barbara
    Entrepreneurial actions are unearthed during times of turmoil to stimulate business performance. Such actions drive the innovation of new products and services in an organization that awaken demand and keep a firm operational (Furlotti et al., 2019). Since entrepreneurial actions are activities known to be practiced pre start up (innovation) and actual start up, they require the presence of individuals who are flexible in decision-making process in order to keep a firm in a stable state amidst continuous challenges (Giones et al., 2020; Caliskan & Lounsbury, 2022). Entrepreneurial actions enable SMEs to achieve their specified goals as they adapt to the changing environment and reduce the risks that may occur (Sproul et al., 2019). Enhancing entrepreneurial innovativeness and cognitive flexibility among individuals augment the rate of entrepreneurial actions that manifest in organizations (Yinus et al., 2019; Shepherd et al., 2020). In the existence of several scholarly works and the interest of improving entrepreneurial actions in firms, globally issues of SMEs failures are rampant especially during hard times. For example, according to Engidaw (2022), 43% of SMEs worldwide either closed temporarily or permanently because of the hard times as a result of COVID-19 pandemic. Gourinchas et al. (2021) in their study about the 17 European countries established that Italy had the highest failure rate of SMEs at 22.6%. United Nations Conference on Trade and Development Report (2022) shows that SMEs in different regions and countries were hit differently by the pandemic. In Latin America a total of 2.6 million SMEs either permanently or temporarily closed, in America 1/5 of SMEs closed down temporarily and 1/3 closed permanently, in China 80% of SMEs closed down in 2020, Indonesia 49%, Thailand 71% Philippines 61%, UK 24% in 2020, India 47% and Bangladesh 50% of SMEs closed down. In Ethiopia, around 30% of the SMEs were hit severely and were forced to be closed down. In Uganda, more than 55% of SMEs were harshly hit and forced closed down (Kyeyune, 2022).
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    Entrepreneurial Ecosystem Support, Ecosystem Accessibility and Productivity of Incubatees in Kampala-Uganda.
    (2023) Arinda, Albert
    The purpose of the study was to establish the relationship between Ecosystem dimensions and productivity of incubatees in Kampala-Uganda. This study focused on Entrepreneurial ecosystem support and ecosystem accessibility as independent variables. On the other hand, productivity of incubatees was the dependent variable. The study used a cross sectional research design with a sample size of 123 incubatees from 6 business incubators from within Kampala. revealed a significant and positive relationship between entrepreneurial ecosystem support, Ecosystem accessibility and productivity of incubtees. Regression findings revealed that a combination of entrepreneurial ecosystem support and ecosystem accessibility predicated up to 41.9% (adjusted R square = 0.419) of the observed variance in productivity of incubatees. The findings revealed that entrepreneurial ecosystem support enables incubatees to ably identify and develop new markets with ease. Also, Ecosystem accessibility enables incubatees to adopt new technologies in its new product development initiatives. It was recommended that both internal and external incubation support services should be strengthened. Furthermore, the study recommends that the incubation centers should embark on changing the incubatees attitude and mindset towards networking, knowledge about networks and perceived benefits from the network.
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    Entrepreneurial Growth of Micro-Enterprises During the COVID-19 Lockdowns.
    (2023) Amongin, Juliet
    The purpose of the study was to examine entrepreneurial growth of micro enterprises during the Covid 19 Lockdowns with Soroti City as a case study. The researcher used a cross sectional survey alongside the mixed research design. This involved integrating the quantitative and qualitative analytical procedures in the study and conclusions were done after the data collection. Data was collected in the month of November 2022. The sample size was 346 micro enterprises and the selection was done by convenient sampling within Soroti City. Out of the 346 interviews, only 276 were considered, putting the response rate to 80%. Personal interviews using structured and semi-structured interview guide to collect quantitative data and qualitative data respectively. Quantitative data was analysed using SPSS and while content analysis was done for qualitative data. The findings of the study revealed a significant and positive relationship between access to capital and entrepreneurial growth of Soroti City micro enterprise during the COVID-19 lockdowns (r=.536, P<.01). This implies that access to capital is very substantial to the growth of Soroti City micro enterprises. In addition, there was also a significant and positive relationship between market expansion and entrepreneurial growth of Soroti City micro enterprise during the COVID-19 lockdowns (R=.809, P<.01). Finally, the findings of the study equally revealed that, there was a significant and positive relationship between innovation and entrepreneurial growth of Soroti City micro enterprise during the COVID-19 lockdowns (R=.540, P<.01). The regression results showed that access to capital, market expansion and innovation were significant predictors of entrepreneurial growth during the lockdowns explaining 55.9% variance. From the study, it was recommended that to achieve entrepreneurial growth during the time of business shocks, micro enterprises should build business models to help them survive during business shocks and crises.
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    Effectiveness of agency banking in bank of Africa
    (Makerere University Business School, 2020-12-03) Ndyamuhaki, Anita
    The purpose of this study was to examine the effectiveness of Agency Banking in Bank of Africa Uganda Ltd. The research opportunity was that agency banking carries several benefits which include reducing congestion, reducing costs of setting up fully fledged bank branches, allowing customers to have full time access to the banking services in convenient and nearby locations. The objectives were to identify costs associated with agency banking in Bank of Africa, to establish the level of customer growth in Bank of Africa and to establish the benefits of Agency banking to Bank of Africa. The study adopted a cross sectional research design and the use of a quantitative approach as the main means of data collection. A sample of 205 employees was selected using simple random sampling approach. Data was collected from primary sources using a questionnaire. Findings show that the respondents agreed that the introduction of agency banking directly contributed to the customers’ reduction of cost when accessing banking services. Secondly, agent banking has greatly influenced the customer growth in Bank of Africa. It was also found that agency banking has directly contributed to better service delivery due to ease of access. On that basis it was recommended that Bank of Africa should fully adopt the agency banking model given its effect on the bottom line, clear policies and procedures, which are subject to regular (preferably bi-annual) review should be developed, Bank of Africa needs to go all in for agency banking which will attract customers to use its service hence expanding its savings base and loan portfolio, and the bank should consider partnership agreements with agents.
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    An evaluation of customer retention strategies at UAP old mutual insurance
    (Makerere University Business School, 2021-10-20) Bisikwa, Brenda, Koloto
    This dissertation focused on an evaluation of the customer retention strategies at UAP Old Mutual basing on the three main objectives that included; examining the customer retention strategies used at UAP Old Mutual Insurance, examining the challenges that UAP Old Mutual faces in retaining their customers and suggesting ways of improving customer retention at UAP Old Mutual Insurance. The study adopted a cross-sectional research design particularly evaluating the customer retention strategies at UAP Old Mutual Insurance taking an employee perspective. In addition to this, the study used both quantitative and qualitative design to arrive at the study conclusions. The population of the study included 400 employees of UAP Old Mutual Insurance (The Human Resource annual report 2019) and they will be chosen from the departments of Sales and Marketing, Business Development (includes top management-decision makers) and the Customer Care department. The study concludes that UAP Old Mutual has several Customer Retention Strategies in place and these included Improving Perceived Value of the Brand which they do through several public awareness, branding and advertising. The firm also continuously improves its services through offering quality services and products, application of standards and measuring their performance to ensure consistence in what they do. In addition, UAP Old Mutual ensures customer satisfaction, continuously gathers customer feedback and provides flexible ways to customers while using their products and services. Furthermore, the anticipated challenges that may hamper the retention of customers at UAP seem not to be very strong since respondents were not sure of these as challenges to the firm. This meant that UAP should continuously strengthen and increase its visibility to customers especially through increasing trust of the brand among customers, increase the usage of Information Communication Technology by customers, manage customer expectations and stand out among the competitors. The study also found out that for UAP Old Mutual to strengthen and increase its customer retention rates, the firm should build a strong reputation of trustworthiness among its customers, focus on establishing a customer care culture in the organization through recruiting customer centric employees, continuous training and of the employees and creation of standards and procedures that are customer oriented.