Background: The significance of how occupational noise can influence attitudes towards occupational noise exposure, susceptibility to hearing loss and job performance has generally been neglected in the past studies.Objectives: The aim of this study was to determine the impact of occupational noise on attitudes towards occupational noise exposure, susceptibility to hearing loss and job performance of manufacturing small and medium enterprises (SMEs) workers in Zimbabwe.Method: A survey was conducted involving 250 respondents, including manufacturing SME workers, and the hypotheses were analysed by applying structural equation modelling.Results: Occupational noise had a positive and significant effect on attitudes towards occupational noise exposure and perceived susceptibility to hearing loss amongst manufacturing SME workers. In addition, attitudes towards exposure to occupational noise and the perceived susceptibility of hearing loss have had a positive and significant impact on manufacturing SME workers’ job performance.Conclusion: The novelty of the research is its analysis of occupational noise as an indicator of attitudes towards occupational noise exposure and susceptibility to hearing loss as well as job performance. This study provides practitioners with beneficial implications. Collective knowledge on occupational noise could help manufacturing SME managers in recognising the perceptions of employees on occupational noise and how it ultimately affects job performance. Moreover, this study is intended to add new knowledge to the current body of African occupational noise literature – a context that has not received much research attention in developing countries.

In this ever-changing business milieu, growth is generally perceived positively for business as it is considered a measure of success and a key driver in the creation of wealth, employment, and economic development. This paper therefore investigates the relationship between structural differentiation, organisational learning capability, co-operative venturing and business growth from the perspective of SME managers. To this end, a unique conceptual model was developed and empirically tested. The survey method was adopted where a questionnaire was administered to SME managers within the Gauteng province of South Africa. Data analysis was conducted using SPSS 25 and Smart PLS 3.0 to generate the sample profile and to test the proposed hypothesis, respectively. Organisational learning capabilities had a noticeably stronger impact on successful corporate venturing as compared to structural differentiation, suggesting that SMEs have to invest more resources toward improving employees’ knowledge of the job within their respecting roles within SMEs.

Background: Entrepreneurship is essential for economic growth and innovation, and educational institutions, particularly technical and vocational education and training (TVET) colleges, play a pivotal role in nurturing entrepreneurial skills. Aim: This study examined the relationship between entrepreneurship education, opportunity recognition and exploitation. Setting: The research was conducted among the students at the selected TVET college in the North West province, South Africa. The study focussed on the students enrolled in N5 to N6 levels under business management and marketing management programmes because they have a background in entrepreneurship and business management. Methods: A quantitative research design was employed, utilising a structured questionnaire. A non-probability sampling technique was used, and the sample size consisted of 151 completed questionnaires. Data were analysed using Statistical Package for the Social Sciences and Smart-PLS software to identify correlations between the constructs. Results: The findings indicate a positive correlation between the quality of entrepreneurship education and the ability to recognise and exploit opportunities. The results imply that the students who receive comprehensive entrepreneurship education, demonstrate a higher propensity to identify and act on entrepreneurial opportunities. Conclusion: The results emphasise the importance of entrepreneurship education in equipping TVET college students with skills critical for opportunity recognition and exploitation. Efforts should be vested in the integration of entrepreneurship education into other non-business-related study programmes. Contribution: This research adds to literature by providing empirical evidence on the impact of entrepreneurship education in TVET colleges, emphasising the importance of collaboration between educational institutions, businesses and policymakers in fostering entrepreneurial development.

Organisational politics has developed into an essential construct in organisational research. It has attracted the attention of management researchers and organisational psychologists worldwide. Politics is an integral part of any organisation; however, there are key variances in the level and strength of such politics. Organisational politics is a significant element of organisational being, which represents a conduct in which individual benefits are secured over the organisational benefits. There is however, till to date insufficient research in the Small and Medium Enterprises (SMEs) sector. This study examines the influence of organisational politics on job stress among SMEs employees in Matlosana Local District. A quantitative method (questionnaire survey) was used to gather data from 431 SMEs employees in Matlosana Local District of South Africa. Smart PLS 3 was used to test the relationships among the six hypotheses. The study validates that there is a significant positive relationship between political behaviour, get ahead, pay and promotion policies on time stress and anxiety. The findings also emphasised that organisational politics is considered as a hindrance-related stressor that hampers the proper functioning of individual employees.

Background: The field of skills development has seen a paradigm shift in recent years, with knowledge management (KM) emerging as a pivotal aspect of improving training programmes. Skills development providers (SDPs) play a crucial role in bridging the skills gap in various industries. Objectives: The primary objectives of this research were to assess the current state of KM practices in SDPs and identify the key factors that influence the successful implementation of KM systems. Method: A quantitative method was used for this study, and the method consisted of 237 respondents who were sampled using the convenience sampling technique. The population consisted of the employees of the SDPs within the North West province in South Africa. Results: Preliminary findings indicate that the concept of KM is known and comprehended in the skills sector. Moreover, KM processes, systems and/or tools and drivers are prevalent within the SDPs. However, it is revealed that the KM barriers and challenges are still experienced within the SDPs. Conclusion: This research article concludes that KM is an indispensable tool for modern SDPs. It not only improves the quality of training but also ensures the longevity and adaptability of these organisations. Contribution: This research article makes a significant contribution to the field of KM in SDPs by providing a comprehensive understanding of its role and impact.

Small- and medium-sized enterprises (SMEs) are increasingly embracing digital transformation (DT) to remain competitive; however, the enabling role of knowledge management (KM) remains underexplored. This systematic literature review investigates how KM supports DT in SMEs, focusing on strategic processes, tools, barriers, and policy contexts. A structured search was conducted in Google Scholar, Scopus, and Web of Science using the string: (“knowledge management” OR “KM”) AND (“digital transformation” OR “DT”) AND (“small and medium enterprises” OR “SME”). The search yielded 32,547 results, from which 19 studies met the eligibility criteria (English, 2020–2025, KM–DT focus, clear methodology). Results indicate that KM supports DT primarily through change management (31.58%), innovation enablement (21.05%), as well as improved decision-making and agility (15.79%). The most cited tools include KM systems, AI/analytics, and collaborative platforms. Major barriers include limited resources, lack of digital skills, and poor KM culture. Critical success factors identified are leadership commitment (26.32%) and strategic alignment (21.05%). Theoretical foundations are dominated by the Resource-Based View and Dynamic Capabilities Theory. While KM is proven to be a strategic driver of DT in SMEs, more empirical and policy-grounded studies are needed. This review provides a framework to guide future research and inform SME practitioners and policymakers.