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Sphesihle Ndlela

Sphesihle
E-Mail: sphesihle.ndlela(at)uni-siegen.de 

 

Raum: US-D 119 (Ludwig-Wittgenstein-Haus, Campus Unteres Schloss)

Telefon:  –

Sprechstunde: Nach Vereinbarung

Vita

Dr. Sphesihle Ndlela holds a Bachelor of Science degree from the University of Zululand, South Africa. She further advanced her academic journey by earning a Master of Business Administration from Regenesys Business School, South Africa, and completed her Doctor of Business Administration in 2022 at the Management College of Southern Africa (MANCOSA).

Since January 2024, Dr. Ndlela has been a Research Assistant at the Chair of Cyber-Physical Systems, contributing to research projects that drive the digital transformation of medium-sized companies in South Westphalia. Her work extends to active participation in the European Digital Innovation Hubs (EDIH) Network, reflecting her commitment to advancing technological innovation and fostering industry-wide digital growth.

Publikationen

2024


  • Ndlela, S. & Barnes, N. (2024)Exploring Innovative Thinking Skills Among SME Owners in South Africa: Implications for Business Longevity

    IN South Asian Journal of Social Studies and Economics, Vol. 21, Pages: 29–39 doi:10.9734/sajsse/2024/v21i9879
    [BibTeX] [Download PDF]
    @article{ndlela_exploring_2024,
    title = {Exploring {Innovative} {Thinking} {Skills} {Among} {SME} {Owners} in {South} {Africa}: {Implications} for {Business} {Longevity}},
    volume = {21},
    issn = {2581-821X},
    shorttitle = {Exploring {Innovative} {Thinking} {Skills} {Among} {SME} {Owners} in {South} {Africa}},
    url = {https://journalsajsse.com/index.php/SAJSSE/article/view/879},
    doi = {10.9734/sajsse/2024/v21i9879},
    language = {en},
    number = {9},
    urldate = {2024-11-14},
    journal = {South Asian Journal of Social Studies and Economics},
    author = {Ndlela, Sphesihle and Barnes, Neil},
    month = aug,
    year = {2024},
    keywords = {management, competency, entrepreneurial skills, innovative thinking, longevity, Managerial cognitive ability, SME management},
    pages = {29--39},
    }

  • Ndlela, S. & Barnes, N. (2024)The Influence of Creative Problem-Solving on the Longevity of Small and Medium Enterprises

    IN Proceedings of The International Conference on Modern Research in Management, Economics and Accounting, Vol. 1, Pages: 27–47 doi:10.33422/meaconf.v1i1.174
    [BibTeX] [Abstract] [Download PDF]
    This research modeled the influence of critical thinking, creative thinking, organizational innovativeness, creative problem-solving abilities (CPS), and internal business performance factors on the longevity of small and medium enterprises. A total of 105 manufacturing and 99 construction small and medium enterprises (SMEs) were compared using a survey. Inferences were drawn using structural equation modeling. Confirmatory factor analysis revealed that latent variables within the creative problem-solving model overall demonstrated moderate ability to predict longevity. However, the creative problem-solving structural equation models for both sectors showed that creative thinking strongly increased critical thinking, which increased SMEs’ longevity. For the manufacturing sample, creative thinking also increased organizational innovation, which increased longevity. The stronger manufacturing sector also demonstrated more significant paths and larger beta coefficients overall. Respecifying the structural model by introducing the business performance measure increased the size of the model coefficients. Creative problem solving, however, only exerted a weak direct influence on longevity for both sectors. Creative thinking skills strengthened critical thinking, which in turn increased the longevity of SMEs. More emphasis on creative thinking could also improve innovation skills and longevity. Better creative thinking could also improve creative problem solving. Optimizing business performance factors (sales growth, after-tax return on assets, profits after tax, market share, liquidity, customer loyalty, and image) appeared necessary for this process to be most effective. SME managers need creative thinking, critical thinking, innovative thinking, and creative problem-solving abilities. Identifying such creative problem-solving skills and leveraging them can enhance the competitive performance and longevity of individual SMEs.
    @article{ndlela_influence_2024,
    title = {The {Influence} of {Creative} {Problem}-{Solving} on the {Longevity} of {Small} and {Medium} {Enterprises}},
    volume = {1},
    copyright = {Copyright (c) 2024 Sphesihle Ndlela, Neil Barnes},
    issn = {3030-0479},
    url = {https://www.dpublication.com/conference-proceedings/index.php/MEACONF/article/view/174},
    doi = {10.33422/meaconf.v1i1.174},
    abstract = {This research modeled the influence of critical thinking, creative thinking, organizational innovativeness, creative problem-solving abilities (CPS), and internal business performance factors on the longevity of small and medium enterprises. A total of 105 manufacturing and 99 construction small and medium enterprises (SMEs) were compared using a survey. Inferences were drawn using structural equation modeling. Confirmatory factor analysis revealed that latent variables within the creative problem-solving model overall demonstrated moderate ability to predict longevity. However, the creative problem-solving structural equation models for both sectors showed that creative thinking strongly increased critical thinking, which increased SMEs’ longevity. For the manufacturing sample, creative thinking also increased organizational innovation, which increased longevity. The stronger manufacturing sector also demonstrated more significant paths and larger beta coefficients overall. Respecifying the structural model by introducing the business performance measure increased the size of the model coefficients. Creative problem solving, however, only exerted a weak direct influence on longevity for both sectors. Creative thinking skills strengthened critical thinking, which in turn increased the longevity of SMEs. More emphasis on creative thinking could also improve innovation skills and longevity. Better creative thinking could also improve creative problem solving. Optimizing business performance factors (sales growth, after-tax return on assets, profits after tax, market share, liquidity, customer loyalty, and image) appeared necessary for this process to be most effective. SME managers need creative thinking, critical thinking, innovative thinking, and creative problem-solving abilities. Identifying such creative problem-solving skills and leveraging them can enhance the competitive performance and longevity of individual SMEs.},
    language = {en},
    number = {1},
    urldate = {2024-11-14},
    journal = {Proceedings of The International Conference on Modern Research in Management, Economics and Accounting},
    author = {Ndlela, Sphesihle and Barnes, Neil},
    month = may,
    year = {2024},
    note = {Number: 1},
    keywords = {longevity, business performance, Creative problem solving, creative thinking, critical thinking, managerial cognitive competencies, organisational innovation},
    pages = {27--47},
    }

2023


  • Ndlela, S., Barnes, N. & Hoque, M. (2023)Determining the level of creative thinking skills of small and medium enterprises’ owners in South Africa

    doi:10.33422/15th.meaconf.2023.03.005
    [BibTeX]
    @inproceedings{ndlela_determining_2023,
    title = {Determining the level of creative thinking skills of small and medium enterprises’ owners in {South} {Africa}},
    doi = {10.33422/15th.meaconf.2023.03.005},
    author = {Ndlela, Sphesihle and Barnes, Neil and Hoque, Muhammad},
    month = mar,
    year = {2023},
    }