Managerial Pro-Activeness, Digital Transformation And Business Resilience Of Small And Medium Enterprises In Uganda:

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dc.contributor.authorKwesiga Solomon Bikamba
dc.date.accessioned2026-07-14T11:01:50Z
dc.date.available2026-07-14T11:01:50Z
dc.date.issued2025-11-13
dc.descriptionThis is a master's thesis.
dc.description.abstractThe research study analyzed the relationship between managerial proactiveness and the resilience of SMEs in Kampala, the relationship between digital transformation and the resilience of SMEs in Kampala, and the synergistic impact of managerial proactiveness and digital transformation on the resilience of SMEs in Kampala. A cross-sectional study design and quantitative methods were employed to gather data via a questionnaire from a sample of 291 respondents, resulting in a response rate of 75.8%. The analysis utilized the Statistical Package for Social Scientists (V23), indicating a significant positive correlation of 0.546 between management proactiveness and SME resilience. A significant positive association was identified between digital transformation and the resilience of SMEs in Kampala [0.633]. Managerial proactiveness and digital transformation contribute to 43.5% of the variance in the resilience of SMEs in Kampala. Furthermore, the results demonstrate that digital transformation is a more substantial predictor of the resilience of SMEs in Kampala than managerial proactiveness. The study recommends that SME management to prioritize digital transformation to improve resilience. This entails investing in resilient technology infrastructure, enhancing digital literacy, cultivating skill development, and guaranteeing accessible to digital technologies to fortify enterprise resilience. SMEs should promote managerial proactiveness by fostering managers' willingness, strategic foresight, and capacity for collaboration. By cultivating a proactive management culture, SMEs can improve decision-making and reactivity, thus enhancing organizational resilience. Additional research may be undertaken on other aspects that elucidate the resilience of SMEs in Kampala, as the independent variables accounted for only 43.5% of the prediction.
dc.description.sponsorshipDr. Mugambwa Joshua (Makerere University Business School) & Mr. Orichom Geresem (Makerere University Business School)
dc.identifier.citationKwesiga, S.B (2025). Managerial Pro-Activeness, Digital Transformation and Business Resilience of Small and Medium Enterprises in Uganda: A Case of Kampala District (Unpublished master's dissertation). Makerere University Business School, Kampala, Uganda.
dc.identifier.urihttp://hdl.handle.net/20.500.12282/5870
dc.language.isoen
dc.publisherMakerere University Business School
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United Statesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/
dc.titleManagerial Pro-Activeness, Digital Transformation And Business Resilience Of Small And Medium Enterprises In Uganda:
dc.title.alternativeA Case Of Kampala District
dc.typeThesis
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