Explore publications.

This study investigates opportunistic behaviour in Public–Private Partnerships (PPPs) within South Africa’s Department of Correctional Services, with a focus on its implications for governance and project performance. While PPPs are used to support infrastructure delivery in the correctional sector, concerns persist regarding the conduct of partnering actors and the effectiveness of oversight mechanisms. A qualitative research design was employed, using semi-structured interviews with officials involved in PPP management. The data were analysed thematically to identify key patterns and institutional challenges. The findings indicate that opportunistic behaviour is driven by information asymmetry, weak transparency practices, and unequal power relations between partners. In addition, gaps in monitoring and accountability systems enable contractual non-compliance and reduce project efficiency. These factors collectively weaken governance and undermine the long-term sustainability of PPP arrangements. The study contributes to the limited empirical literature on PPP governance in correctional services and recommends strengthening institutional oversight, improving transparency, and addressing power imbalances to enhance partnership performance

Sustainability has emerged as a strategic imperative for small manufacturing enterprises, particularly in light of increasing expectations to operate responsibly across economic, social, and environmental domains. This study investigates the interconnectedness of the Triple Bottom Line (TBL) elements and their collective influence on sustainable business practices. Rather than examining these dimensions in isolation, the research adopts a holistic lens to explore how their interplay shapes organisational behaviour and long-term viability within the small manufacturing sector in KwaZulu-Natal, South Africa. Drawing on both theoretical frameworks and empirical evidence, the study offers insights into how enterprises can integrate TBL principles into their strategic orientation to foster resilience and sustained growth. The findings reveal that a balanced and synergistic approach to economic performance, social responsibility, and environmental stewardship enhances the capacity of firms to adapt, innovate, and thrive in complex operating environments. A structured questionnaire was administered to a stratified sample of 450 small manufacturing enterprises, and the resulting data were analysed using correlation techniques to uncover patterns and relationships among key variables. The study contributes practical guidance for business leaders and policymakers seeking to leverage the TBL framework not merely as a reporting mechanism, but as a transformative tool for embedding sustainability into core organisational processes.

The ever-evolving and often higher education system, full of internal and external turbulences within the context of South Africa in the Western Cape provinces, necessitates a strategic leadership process that has resilience, agility and adaptive improvisation in navigating demanding socio-economic, geo-political, and institutional challenges. This study examines the influence of strategic leadership on expediting the executive problem-solving impetus and concomitant decision-making within the pedagogical and academic fraternity, within the higher education institution as a unit of analysis. The study is inspired by the increasing complexities confronting the critical role of higher educational institutions in the broader higher learning ecosystem and stakeholder situational analysis with inclusion, legitimacy, and relevance while navigating through transformation, transition and a paradigmatic shift within the era of breathless speed of technological advancement, innovation, and sustainability. The study is to explore how strategic leadership influences the speed, integrity, and efficiency of organisational decision-making processes. A qualitative semi-structured and open interview utilising a purposive sampling was pursued. Thematic analysis was used to categorize main and sub-themes in the study. The findings illuminate the significance of strategic leadership application within the broader consultative decision-making that is inclusive and participatory, as the key attribute for staff performance and organisational productivity.