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    <dc:date>2026-08-04T07:47:23Z</dc:date>
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  <item rdf:about="http://institutionalrepository/xmlui/handle/123456789/32">
    <title>Micro small business innovation recovery performance</title>
    <link>http://institutionalrepository/xmlui/handle/123456789/32</link>
    <description>Title: Micro small business innovation recovery performance
Authors: Dzogbenuku, Robert Kwame; Doe, Joshua Kofi; Heer, Felicia de; Bulley, Cynthia A.
Abstract: Purpose – Grounded in dynamic capabilities theory (DCT), this study investigates the mechanisms linking&#xD;
innovation strategy to post-COVID-19 recovery performance of micro-, small- and medium-sized enterprises&#xD;
(MSMEs) in Ghana. It critically teststhe presumed mediating roles of three micro-foundations, namely business&#xD;
agility (seizing), new idea search (sensing) and frugal spending (transforming), in a resource-constrained, postcrisis context.&#xD;
Design/methodology/approach – A survey was administered to 243 owners and managers of Ghanaian&#xD;
MSMEsin the manufacturing and service sectors during the post-pandemic recovery period. Data were analysed&#xD;
using covariance-based structural equation modelling (SEM) to test the hypothesised mediation model.&#xD;
Findings – Innovation strategy has a significant positive direct effect on MSME recovery performance. However,&#xD;
contrary to expectations derived from literature on constrained environments, only business agility significantly&#xD;
mediates this relationship. New idea search and frugal spending show no significant mediating effects.&#xD;
Originality/value – This study provides a critical contextual refinement of DCT. First, it reveals a temporal&#xD;
hierarchy of dynamic capabilities in post-crisis recovery, in which the seizing function (agility) is paramount&#xD;
oversensing (search) or transforming (frugal reconfiguration). Second, it challengesthe narrative of frugality as&#xD;
a key dynamic capability in such settings, positing it instead as a universal “hygiene factor” rather than a&#xD;
performance-differentiating mediator. Third, it demonstrates that, in this context, agility is enacted through&#xD;
informal, tactical adjustments rather than formal strategic planning. These findings advance theory by&#xD;
delineating boundary conditions for DCT’s micro-foundations and offer counter-intuitive insights for MSME&#xD;
support in an emerging economy. Finally, the study translates these insights into targeted policy actions for&#xD;
MSME recovery in emerging economies, directly linking entrepreneurial capability to economic development&#xD;
strategy.</description>
    <dc:date>2026-01-01T00:00:00Z</dc:date>
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  <item rdf:about="http://institutionalrepository/xmlui/handle/123456789/31">
    <title>Does humane leadership influence customer service orientation of financial institutions?</title>
    <link>http://institutionalrepository/xmlui/handle/123456789/31</link>
    <description>Title: Does humane leadership influence customer service orientation of financial institutions?
Authors: Dzogbenuku, Robert Kwame; Sokro, Evans; Dartey-Baah, Kwasi
Abstract: Purpose – This study seeks to assess how a humane leadership style affects customer service orientation among casual employees of financial service institutions in Ghana. Using job satisfaction as a moderator, this&#xD;
study predicts that a humane leadership style influences casual employees’ customer service orientation.&#xD;
Design/methodology/approach – Survey data were obtained from 328 frontline casual employees of&#xD;
financial service firms. The structural equation modelling technique of partial least squares was used to test the&#xD;
hypothesised relationships.&#xD;
Findings – The study found that a humane leadership style positively and significantly drives customer&#xD;
service behaviour. Job satisfaction also had a positive effect on customer service orientation among casual&#xD;
employees.&#xD;
Originality/value – The study appears to be the first of its kind to explore the moderating role of job&#xD;
satisfaction in the connection between humane leadership and customer service orientation from the&#xD;
perspective of casual employees. The study highlights insightful practical implications for corporate&#xD;
managers, HR practitioners and marketing academics.</description>
    <dc:date>2025-01-01T00:00:00Z</dc:date>
  </item>
  <item rdf:about="http://institutionalrepository/xmlui/handle/123456789/30">
    <title>The realities about corporate social responsibility activities of mobile telecommunication firms in Ghana.</title>
    <link>http://institutionalrepository/xmlui/handle/123456789/30</link>
    <description>Title: The realities about corporate social responsibility activities of mobile telecommunication firms in Ghana.
Authors: Amoako, George K; Agbola, Ruby Melody; Sokro, Evans; Dzogbenuku, Robert K
Abstract: Purpose: The purpose of this paper is to throw light on CSR activities of mobile telecommunication companies in Ghana. The major and minor players in the Mobile Telecommunication Industry in Ghana all appear to believe that fulfilling their social responsibility is a way of keeping their customers and stakeholders satisfied and hence have recently embarked on massive investment to this effect. The purpose of this paper is also to suggest ways that these CSR activities can be guided and monitored by policy for the overall betterment of the Ghanaian society.&#xD;
Design/ methodology/approach: The main method used is review of existing literature on CSR activities in Ghana and checking websites of all the players in mobile telephony industry in Ghana . Literature review to derive research conclusions is applied.&#xD;
Findings: The paper identifies CSR activities of all the major players in the Mobile telecommunication companies in Ghana as more of a strategic tool than mere philanthropic activities. Our investigation also revealed that there has been a surge in CSR activities in the telecommunication industry in recent years. However, these activities appear to have been mere strategic and marketing tool for gaining competitive edge rather than purely ethical and philanthropic motives.&#xD;
Originality/value: The paper contributes to a better understanding of how CSR can be embedded into business organizations strategy in Ghana and Africa and suggest some ways of making CSR activities an integral part of Africa‘s development.&#xD;
Application: The paper suggests strategic direction for corporate bodies with regard to ethical operation of businesses as well as policy direction for future government regulations of these bodies.</description>
    <dc:date>2011-01-01T00:00:00Z</dc:date>
  </item>
  <item rdf:about="http://institutionalrepository/xmlui/handle/123456789/29">
    <title>The effect of sponsorship on marketing communication performance</title>
    <link>http://institutionalrepository/xmlui/handle/123456789/29</link>
    <description>Title: The effect of sponsorship on marketing communication performance
Authors: Amoako, George K.; Dartey-Baah, Kwasi; Dzogbenuku, Robert K.; Junior, Samuel Kwesie
Abstract: The purpose of this study is to have a clear understanding of how sponsorship contributes positively to marketing communications performance. The methodology is based on social survey technique, which examines opinions, behaviors, and perceptions by asking people questions. Questionnaires were used to collect quantitative data to ensure a structured approach. An increase in brand awareness, brand&#xD;
preferences, brand recall, projecting the company’s image and above all goodwill, can lead to increased&#xD;
sales, and consequently increase organizational value, indicating that sponsorship contributes positively to marketing communication performance. Due to the limited resources, future research needs to examine sales as an additional factor to measure the effect of sponsorship on marketing communication performance to give a better view of the effect of sponsorship. For firms, the study indicates that sponsorship contributes positively to marketing communication performance and consequently increase organizational value.</description>
    <dc:date>2012-01-01T00:00:00Z</dc:date>
  </item>
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