Browsing by Author "Kah, Sally"
Now showing 1 - 13 of 13
Results Per Page
Sort Options
Item Embargo An Analytical Reflection on Conducting Virtual Focus Groups with Young Women Exhibiting Limited to Moderate Digital Literacy Skills(2024-01-20) Kah, SallyFocus group design is a type of group discussion used to explore a group of individuals’ opinions, perceptions, and understanding of a specific topic chosen by the researcher. It requires systematic planning of the research objective, sample strategy, group composition and size, logistics, data analysis, and reporting of the findings that reflect all participant’s contributions. In this case study, I provide an analytical reflection of how I used a virtual focus group for a project that explored the skills developed and the self-perceived impact of a vocational education program from the learners’ perspectives. I suggest focusing on four elements when designing the focus group discussion: adopt a focus group framework. Then how to access and group the participants, engage the comoderator, and analyze the data. Using the micro-interlocutor framework was critical in planning, documenting, and analyzing the focus group data. However, I encountered ethical and practical challenges, such as the power dynamic between the participants and the comoderator. Also, the participants’ limited digital skills meant that I had to pivot on some planned activities during the focus group session. Addressing these challenges meant using problem-solving skills and effective communication at different stages of the research project. Based on my reflections, I propose practical steps for conducting virtual focus groups using DREP/SAPA Framework: define, recruit, establish, prepare, select, administer, promote, and analyze. These steps apply to other forms of group discussion but are specific to my learning experiences from a virtual focus group.Item Open Access Beyond Survival: How Black and Asian-Led Social Enterprises are Responding and Adapting to the UK Cost-of-Living Crisis(Elsevier, 2024-09-27) Kah, Sally; Murithi, William; Ogunmokun, Olapeju Comfort; Osei-Nimo, Samuel; Munawar, MawishThis report provides comprehensive evidence of the impact of the cost-of-living crisis on businesses, individuals, and society, focusing on social enterprises led by Black and Minority Ethnic (BME) individuals in the United Kingdom. It focuses on the innovative strategies adopted for economic crisis whilst acknowledging the barriers facing BME social entrepreneurs, including increased business costs, difficulties with financial planning, and the potential threat of business death. We use a qualitative research design and interviews as the data collection medium to provide evidence of BME-led social enterprises’ response to the cost-of-living crisis and their adaptation strategies. Fourteen founders and directors were interviewed between March 2023 and January 2024. The social enterprises are predominantly micro and small operating in England, tackling various economic and social issues. The analysis of the interviews suggests five main categories of resilience strategies: strategic business planning, working from home, asset optimisation, fuel voucher schemes, and grant diversification. Our findings provide ten practical recommendations for social enterprise decision-makers, funding institutions, and government bodies, which are divided into two parts. Recommendations for social enterprise decision-makers are: 1) financial planning, 2) operational efficiency, 3) diversification of income streams, 4) flexible work arrangements and 5) community engagement. Recommendations for funding institutions and government bodies: 6) flexible funding models, 7) long-term support, 8) collaborative initiatives, 9) capacity-building programmes and 10) policy support and advocacy. Investing in flexible funding and sustainable collaboration between social enterprises and relevant stakeholders, such as social investors, can empower social enterprises to develop resources and capabilities fit for crisis response.Item Embargo Entrepreneurial Motivations, Opportunities, and Challenges: An International Perspective(Taylor and Francis, 2020-10-25) Kah, Sally; O'Brien, Seamus; Kok, Seng; Gallagher, EmerThe current entrepreneurship research has primarily focused on external environmental factors that influence enterprise development in developed economies, whilst studies from developing economies are lagging. Yet, evidence from the World Bank and Global Entrepreneurship Index suggest that entrepreneurship practice in developing economies has peaked. Using semi-structured interview data from 20 entrepreneurs in The Gambia, we examined their motivations for entrepreneurship, the market opportunities and challenges hindering enterprise growth. We found the factors influencing motivation to be individual (necessity, poverty, job creation, personal knowledge, and experience) and contextual (opportunity recognition, ethnic and religious norms). Interestingly, three forms of opportunities were identified: entrepreneurial networks, competitive market, and discovery. Nonetheless, the entrepreneurs faced individual challenges – insufficient finance and unskilled staff – and contextual limitations such as political change, limited government reforms, high taxes, high business cost, and market uncertainty. We offer critical insights into individual and contextual motivations for entrepreneurship, extending the current discourse. In addition, we expose specific dynamic market influences for enterprise development in a developing economy.Item Embargo Evaluation of social impact measurement tools and techniques: a systematic review of the literature(Emerald, 2020-10-14) Kah, Sally; Akenroye, Temidayo OPurpose – In spite of the availability of metrics for measuring social impact (SI), it can be difficult for organisations to select tools that fit their precise needs. To address this challenge, this study conducts a systematic literature review by using legitimacy theory as a point of departure. It examines tools that capture three dimensions of sustainability – social, economic and environmental (SEE) – and firm size. Design/methodology/approach – Top four journal databases in the social sciences from the FT50 review were searched to identify articles published in peer-reviewed journals in the 2009-2019 period, using keywords to conceptualise the construct. For comprehensive assessment, this study adopted a method that requires the logic synthesis of concepts and evidence emerging from the literature to address the research aim. Findings – The results show that most of the articles developed tools or frameworks to measure SI based on the triple bottom line of sustainability – SEE – and firm size. However, there is insufficient evidence of their integration into practice. Research limitations/implications – This work contributes to the legitimisation of social enterprises (SEs) by using validated tools and frameworks to develop practical suggestions for SI measurement (SIM). Originality/value – As legitimacy is an important rationale for SIM, this study adds value through the development of a suitability framework. The framework enables SEs to identify the most appropriate tool for their purpose and size to establish legitimacy through impact measurement and reporting.Item Open Access How small organisations develop sustainability-oriented strategies: evidence from northwest Himalayas(Emerald, 2023-05-17) Gonibeed, Aparna; Kah, Sally; Wanjiru, RoselinePurpose – Using Gibson and Tarrant’s (2010) resilience triangle model, this study explores how small northwest Himalayan organisations respond to contextual challenges and opportunities and embed sustainability strategies in the organisations’ operational values. Design/methodology/approach – A qualitative exploratory design through individual and group interviews with owner-managers and employees was held in five small northwest Himalayan organisations. Findings – The findings reveal multiple contextual challenges facing small organisations in northwest Himalayas, including ecological conditions, remoteness, underdeveloped infrastructure and human competencies. The investigated organisations respond to these challenges through reactive and innovation based services like eco-tourism, conservation and educational initiatives. The organisations engage communities through participatory and educational activities. Owner-managers adjust the respective vision and mission statements, train employees on sustainability values and lobby the government on policy changes to embed sustainability strategies. Some organisations invest in resources and capabilities and others in process capabilities. Practical implications – Small organisations can improve how the organisations predict contextual issues by developing the organisations’ process capabilities, specifically by creating practical tools with parameters relevant to ecological conditions. These organisations can set the tools through participatory actions with the broader communities to ensure the (un)intended consequences of environmental issues are considered. Furthermore, improvements in process and human capabilities will provide new approaches to raising business opportunities, especially in post-pandemic business environments. Originality/value – This study develops a framework that enhances the understanding of how process capabilities, leadership, people and knowledge capabilities are critical to developing and embedding sustainability strategies in small organisations.Item Open Access How the ecosystem can enable social enterprises to build back better(Social Enterprise Mark, 2020-08-24) Kah, SallyBuild Back Better should win the popular slogan of the year. In fact, we should call 2020: We Failed, But We Will Build Back Better. Now that we are slowly coming out of lockdown, how might we begin to build back better? What do we need to do to build back better? In the context of social business, what mechanisms are required to build back better? These are critical questions we must answer if we are truly going to build the local and regional economies back better.Item Open Access How well is HRD meeting the needs of those it is intending to serve? From diffusion to confusion.(The International Journal of HRD: Practice, Policy and Research, 2022-11-29) Jones, Jenni; Kah, SallyHuman Resource Development (HRD) is broadly concerned with individual and organizational learning and development. However, it is unclear how well HRD is meeting the needs of those it intends to serve and how key stakeholders (i.e., HRD professionals, managers, employees) perceive this function in organizations. This study explored the perception of the HRD function from the perspectives of employees, managers, and HRD professionals in UK public and private sector organizations. Qualitative semi-structured interviews with 30 participants across six organizations provided insights into the perceived role of HRD professionals. Employees and managers acknowledged HRD as a central focus for learning and development, but the HRD function is not perceived as strategic. HRD professionals, on the other hand, claimed that they have a strategic influence and add value through the employee life cycle. The differing views are centred on the perceived value, positioning, and responsiveness of the HRD role. Thus, a framework is developed to illustrate the differing perceptions between HRD professionals and other critical stakeholders. Previous studies have provided extensive evidence of HRD's role and function. This study provides insights from the internal stakeholders on how HRD professionals and the HRD function meet their needs.Item Embargo HRD Practitioner Roles in Organizations: Challenges, Congruence and Changes(Sage, 2024-09-01) Jones, Jenni; Stewart, Jim; Kah, Sally; Hamlin, Bob; Poell, Rob F.; Lundgren, Henriette; Scully-Russ, EllenThis chapter focusses on the HRD roles performed by present day organization-based professional “HRD practitioners” and their respective colleague managers. In the absence of a universally accepted definition of the HRD domain of practice, our thinking was guided by Ruona (2016) who suggests both practitioners and scholars could lean on Hamlin and Stewart’s (2011) assertion that HRD is “in essence, a process or activity that helps or enables individuals, groups, organizations or host systems to learn, develop, and change behaviour for the purpose of improving or enhancing their competence, effectiveness, performance and growth” (p. 213). We have used their conceptualization of HRD to inform our thinking for this chapter. Little is known about the extent to which HRD organizational practitioners perform the core roles of HRD practice because, as Garavan et al. (2020) claim: (i) there is a dearth of research on such roles and the associated competencies; and (ii) there has been very limited progress in the alignment and strategic impact of HRD as advocated by HRD scholars and professional bodies, over the past 25 years. Research shows that many HRD practitioners lack credibility in the eyes of line managers (Thornhill et al., 2000; Hamlin, 2001; Torraco & Lundgren, 2020) with many line managers perceiving them as lacking the necessary business-related competencies to be an effective “strategic partner” (Garavan et al., 2020). Research also shows that many line managers fail to appreciate the critical importance of their own role within the HRD domain, supported by HRD practitioners, bringing about effective organizational change, development, and sustainable business success (Hamlin, 2016). In short, HRD research shows that there is a discrepancy between what HRD is doing, and what HRD should be doing (Torraco & Lundgren, 2020). In response to the above lack of research and role misunderstanding, the purpose of this chapter is to explore the HRD roles and activities performed by HRD practitioners and managers within organizational contexts, to clarify HRDs contribution and highlight areas to build future credibility. This is achieved by discussing previous and current research including the results of a recent HRD role-related cross-case/cross-nation comparative study using empirical data previously collected in the USA, the UK, and the NL, respectively (Stewart et al., 2022). The specific research question addressed was as follows: To what extent is there congruence in role expectations of organization-based HRD practitioners and their colleague/line managers?Item Open Access Local Solutions for National Problems: How Nonprofit Organisations Tackle the Sustainable Development Goals(Social Innovations Partners, 2023-08-09) Kah, SallyThere are many studies on several actors (including organizations) attempting to tackle the United Nations Sustainable Development Goals, especially at the strategic level. However, attempts by local actors in developing economies are often underexplored. Through multiple in-depth interviews with nonprofit organizations, this article provides evidence of how nonprofit founders develop solutions for national problems using local resources. The findings from multiple interviews with the founders revealed that they demonstrate pro-social behaviour but have distinct personal experiences and backgrounds that shaped their nonprofit model. Interestingly, both founders utilize knowledge of the local environment, grants from international NGOs, educational hubs, and local community actors to enact activities (and actions) to end period poverty, vocational skills gap, and gender inequality.Item Embargo Mind the Gap – A Comparative Analysis of (In-)Congruences in HRD Role Perception(Routledge, 2023-08-29) Lundgren, Henriette; Stewart, Jim; Kah, Sally; Jones, Jenni; Poell, Rob F.; Hamlin, Robert G.; Scully-Russ, EllenInspired by role conceptualisations and calls to rethink and reshape activities and competencies of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship.Item Embargo A Practical Approach to Conducting Systematic Inquiry in Social Entrepreneurship Research(SAGE, 2023-03-21) Kah, Sally; Murithi, WilliamExplanatory research design is used to examine how or why a phenomenon occurs. It is used to understand a given topic and predict future themes in a subject area. This design can be used for both primary and secondary research that adopt either quantitative or qualitative methodology. The characteristics of explanatory research design allows insights into the studied phenomenon. In this case study, we provide insight into four key areas: selection of research design, sources of data collection, data analysis and practicalities of conducting secondary research. In the first part, we explain why we adopted a systematic literature review of articles as the source of data. The research discussed in this case study is on social entrepreneurship from an understudied context. Then we discussed the criteria for selecting the articles, the databases searched and how we organised the data using a synthesis matrix. This was followed by how we analysed the articles, the forms of analysis undertaken, and how this addressed our research questions. Although the design was suitable for the research, working together as a team was a critical part of the research outcome. We provide our complementary skills and how we dealt with some challenges, such as the exit of a data analyst mid-research process. Finally, we propose using DADA steps-Define, Assess, Design, Analyse- to conduct secondary research. These steps apply to all forms of secondary research but are specific to our learning experiences from a systematic inquiry.Item Embargo A taxonomy of barriers to the adoption of sustainable practices in the coffee farming process(Elsevier, 2021-06-03) Akenroye, Temidayo O; Dora, Manoj; Kumar, Mukesh; Elbaz, Jamal; Kah, Sally; Jebli, FedwaThis paper examines the barriers to adoption of Sustainable Agricultural Practices (SAPs) in smallholder coffee farming in Kenya. Previous studies identify several barriers, but there is limited research on where these barriers exist at different stages of the coffee farming operation processes i.e. nurseries for seed germination, planting, growing, and harvesting. The study seeks to examine whether barriers to SAPs adoption differ for different stages of coffee farming process, and if so, how. Drawing on semi-structured interviews with 32 small-scale coffee farmers in the Nyeri county in Kenya, a qualitative investigation was performed, from which several themes emerged depicting key barriers to adoption of SAPs. Based on our findings, we develop a classification system (taxonomy) illustrating the barrier types that hinder the adoption of different SAPs at different stages of the coffee farming process. Such distinctions can help policymakers, NGOs and researchers recommend interventions tailored to help increase adoption of sustainable practices in coffee farming.Item Embargo Tuskys Supermarket: The good, The Bad, The Ugly in the Kago Family Business(Edward Elgar Publishing, 2024-07-01) Murithi, William; Kah, SallyThe case discusses the rise and fall of the Kago family as founders and owners of Tuskys (formerly known as Tusker Mattresses) a business that started as a small retail store selling mattresses in Rongai, and later diversified to groceries and other consumer goods, on the outskirts of Nakuru Town located in the Rift Valley in East Africa. The supermarket chain was started by Mzee Kago, and later joined by his five sons, who helped grow the business to a leading retail store in Kenya and beyond. The exit of Mzee Kago in the early 2000s, and his passing on in 2002 dealt a blow to the family. However, the business seemed to be chatting and in good hands, as Sitivio took the reins of the family business. For the next decade, Tuskys enjoyed a growth period that rivaled their competitor Nakumatt supermarket, which was the leading retail chain both in assets and market reach. However, trouble started in 2012 when one of the siblings Yosefu, Director of Sales and Marketing, accused his brothers Sitivo, the managing director and Gachiwe, of financial mismanagement and fraud. Yosefu alleged that the two siblings had siphoned over KES 1.64 billion ($20.88 million) and transferred to subsidiaries and privately owned businesses without the knowledge of the directors. These accusations did not go well with Mr Sitivo, and when his brother failed to withdraw a case he had filed seeking the courts and criminal investigation departments (CID) to investigate the allegation, he punched him in the face. The battles for control among the siblings went full throttle after this incident. Any efforts to reconcile the siblings failed. Several attempts were made to rescue the leading retailer but the capital injection in the form of merchandise from the suppliers and efforts to bring investors failed. At the press conference, Mr Sitivo admitted that the Kago family has contributed to some of the woes that have faced the supermarket chains. But the question is, will the siblings be able to bury the hatchet to save the family business?