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As a crisis communication strategy, silence has received scant scholarly attention. This study, guided by an expanded version of the Image Repair Theory, where silence is a sixth strategy—alongside denial, evasion of responsibility, reducing offensiveness, corrective action and mortification—draws on semi-structured interviews with 12 South African public relations (PR) consultants—explores the consultants’ perception of this long-neglected crisis communication strategy. The findings demonstrate that crisis-affected organisations frequently apply silence to buy time for legal consultations, fact verification and internal messaging alignment. However, when used to avoid stakeholders or hide the unfolding crisis from them, it is reputationally risky. The study introduces the “Three-Clock Model”, comprising legal, organisational and media timelines, which, when aligned, enhance credibility and reputation. Theoretically, the study is an addition to the burgeoning body of work reconceptualising silence as a deliberate rhetorical strategy. Empirically, it enriches the under-developed literature on strategic silence and PR consulting.

This research investigates how dynamic capabilities contribute to improving public sector performance and the degree to which strategic management facilitates their implementation. This research employs Dynamic Capabilities Theory (DCT) to assess the impact of sensing (identifying and interpreting opportunities and threats), seizing (mobilising resources to capitalise on opportunities), and transformation (realigning structures, processes, and assets to adapt to change) on organisational performance. A quantitative, non-experimental correlational research design was utilised, employing structured surveys from 193 respondents in key public energy sector enterprises in Malawi. The findings indicate that sensing and transformation capabilities substantially improve performance, while seizing capability alone does not exert a direct influence unless combined with other strategic processes. The interplay between sensing and seizing underscores the necessity for public enterprises to both identify opportunities and implement effective actions in response. Organisational capability has emerged as a vital factor, highlighting the significance of workforce competence and institutional adaptability in enhancing performance. This study advances the theory of DCT by illustrating its relevance in public sector governance constraints and presents a quantitative framework for evaluating dynamic capabilities. Policy recommendations involve enhancing seizing capability by overcoming internal bureaucratic obstacles, promoting an adaptive organisational culture, advancing leadership development, and incorporating data-driven decision-making. These measures aim to empower public enterprises to effectively manage complexity, increase responsiveness, and attain

This purely qualitative study is about the perceptions of growth for Wood Processing SMEs at Lusaka’s Buseko and Mandevu-Chaisa markets. The first objective was to highlight factors that can contribute to the growth of wood processing SMEs at Buseko and Mandevu-Chaisa markets to grow into viable commercial ventures. The second objective was to ascertain the challenges SMEs in the wood processing industry were facing. The third objective was to explore the strategies that can be implemented by the wood processing SMEs to ensure profitability and growth of wood processing business ventures. An interpretivism paradigm was adopted targeting a sample size of 20 SMEs that were identified using a snowball sampling method from a population 82 SMEs. The information was collected using semi structured interview guides and analysed using an inductive thematic approach. The findings revealed that there was available market for wood products and there was evidence of some SMEs in wood processing at the two markets growing into commercial ventures. Lack of specialized commercial equipment, lack of government support towards SMEs in wood processing and lack of formal training in wood processing were identified as challenges. Access to commercial equipment, taking wood processing industry as a quick method of employment creation and marketing wood products were identified as strategies that can be implemented to ensure profitability and growth of wood processing SMEs. The study recommended access to commercial equipment through cooperative loans and promoting training of more youths in carpentry and joinery in order to alleviate employment shortage.