Explore publications.

Small and Medium-sized Enterprises (SMEs) in South Africa’s tourism sector increasingly rely on business excellence practices to enhance competitiveness and performance. This study examines how employees in Cape Town tourism SMEs perceive business excellence, using a mixed-methods approach, combining quantitative survey data with qualitative thematic insights. The findings identify key critical success factors underpinning business excellence, namely customer and employee satisfaction, operational efficiency, and organisational growth, with satisfaction emerging as the most dominant driver of performance. Additional enabling factors include strong leadership, continuous employee training, effective communication, and the implementation of quality management practices. While most employees indicated the presence of quality plans, gaps in understanding formal business excellence frameworks were evident, suggesting a disconnect between practice and conceptual awareness. These findings reinforce the importance of service quality as central to achieving sustained competitiveness in tourism SMEs. The study contributes to the effective and efficient adaptation of business excellence in both existing and future strategies for tourism SMEs' organizational development. The study contributes empirically to the limited South African literature on business excellence in SMEs and highlights the relevance of employee-centred performance dimensions. Practically, the results suggest that tourism SMEs should prioritise staff development, embed quality management systems, and foster a culture of continuous improvement, while policymakers and industry stakeholders should support SMEs through targeted training and capacity-building initiatives to enhance the effective adoption of business excellence frameworks. The main implication of the study results is that when business excellence principles are implemented, success and better results are easily achieved.

Quality Management frameworks (QMF) are structured systems driving the quality performance of the product or services that ensure products, services in project journey to excellence. Most of the extension project in HLIs in Rwanda are affected by the sub standardized implementation that leads to the close of HLI in the country. The purpose of the study was to establish the effect of quality management frameworks of Total Quality Management, Lean framework, ISO 9001 and Six Sigma on performance of Higher Learning Institution’s extension projects in Rwanda. The study was grounded on Total quality, Crosby’s Theory of Quality and Institutional theory. The study used descriptive survey and correlational research designs. Structured questionnaires and interview guide were used to collect data from 110 participants, selected through stratified, random and purposive sampling, from a target population of 167 stakeholders. The pilot study involved 12 respondents, representing 10% of the sample size. Validity was confirmed through expert evaluation, yielding a content validity index of 0.78 while Reliability was established using the split-half technique, achieving a Cronbach’s alpha coefficient of 0.79. Descriptive and inferential statistics of Correlation and Regression were done at a significance level of 0.05 using SPSS version 30 while thematic content analysis of qualitative data was done for triangulation. The findings for four hypotheses were tested at ?=0.05 level of significance and the results were: Total Quality Management Framework (P=0.000<0.05); Lean Framework (P=0.000<0.05); Six Sigma Framework (P=0.000<0.05) and; ISO 9001 Framework (P=0.000<0.05) have no significant influence on performance of HLI extension projects were rejected. The study concludes that implementing a structured quality management framework significantly enhances the performance of campus extension projects. TQM contributes by fostering continuous improvement, stakeholder engagement, and employee involvement, ensuring quality service delivery. Lean methodologies help minimize inefficiencies and optimize resource utilization, leading to cost-effective project execution. Six Sigma’s emphasis on process control and data-driven decision-making enhances reliability, while ISO 9001 ensures adherence to internationally recognized quality standards, reinforcing institutional credibility and transparency. It is recommended to explore the comparative effectiveness of different quality management frameworks across higher learning institutions and assess the impact of digital transformation on quality management processes. Further research should also investigate the long-term sustainability of these frameworks and their influence on stakeholder satisfaction in institutional projects.

Quality has long been an issue, even in terms of African traditional winemakers, they would go as far as meticulously producing high-quality alcohols to assure that they produce delightful drinks in celebration. However, in modern times, focus on health and economic pressures, has compromised quality in liquor production mostly motivated by profit and dilution measures. The study intends to investigate the effect of Quality Management Practices (QMPs) on performance of liquor production projects in Rulindo District, Rwanda, specifically, top management commitment, Stakeholder involvement, Customer focus and Employee empowerment. The study was grounded on two theories of Quality Management Theory and Performance Theory. A descriptive survey and correlation research designs were employed. The target population was 293 respondents, including Top Management representatives, Key regulatory bodies’ officers (RSB, RRA), Project Partners and Stakeholders (PSF, Rulindo district community leaders), Safety and Health Officers, out of which a sample size of 169 respondents was drawn using Solvin’s formula. Questionnaire, interview, and documentary analysis were used for data collection. A pilot study involving 17 participants was done. Validity was assessed using the Content Validity Index that yielded a value of 0.76 while reliability was measured through Cronbach’s Alpha, yielding a coefficient value of 0.76 which was above the minimum threshold of 0.7. Descriptive and inferential statistics of correlation and regression analysis were done at a significant level of 0.05 using SPSS version 28. The study adhered to ethical consideration, emphasizing on informed consent from participants, maintaining confidentiality, and ensuring anonymity throughout the research process. The findings for four hypotheses were tested at a significance level of ?=0.05, and the results were as follows: top management (P=0.000<0.05); stakeholder involvement (P=0.000<0.05); customer focus (P=0.000<0.05) and; employee empowerment (p=0.000<0.05) does not significantly influence project performance were all rejected. The study concludes that liquor production projects in Rulindo District benefit from top management commitment, stakeholder involvement, customer focus, and employee empowerment, which collectively drive performance improvements. The study recommended that liquor production projects emphasize leadership commitment, inclusive stakeholder participation, customer feedback mechanisms, and regular employee empowerment initiatives to sustain performance. Future research could explore qualitative insights, the long-term impact of these practices, and their applicability to other regions or industries.