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International Journal of Research and Innovation in Social Science (IJRISS) | Volume VI, Issue VI, June 2022 | ISSN 2454–6186

Evaluation of Entrepreneurial Management in Ghanaian SMEs Using Cognitive Ambidexterity Analytical Model

Eric Edwin Owusu1, Charles Akomea Bonsu2, Beverly Akomea Bonsu3
1,2Department of Entrepreneurship and Finance, Kumasi Technical University
3Department of Estate Management, Kumasi Technical University

IJRISS Call for paper

Abstract: The connection between headship and improvement has gained increasing consideration in recent researchers. Some researchers suggested that headship is one of the most influential indicators of innovation. Formulating consistent innovative and improvement policies is a difficult task, but successfully implementing them is even more challenging but enhance growth.
In this survey, the connection between cognitive style and individual’s capacity to take part in innovation as well as improvement among Small and Medium Scale Enterprises (SMEs) managers was assessed. Again, how managers concurrently oversee innovation and improvement requests that needed for great performance was also inspected.
Both primary data which is made up of interviews and questionnaires and secondary source of data including textbooks, business articles and journals and the internet were employed in this research. In all twenty SMEs in Kumasi Metropolis were chosen for the study involving a total number of one hundred (100) respondents who returned their questionnaires.
Concerning impact of cognitive style of a manager on innovative deeds, this research reveals that the higher investigative cognitive style of a manager more active he participates in innovative deeds. The information shows a positive significant linear relationship (p<0.001) between a manager’s investigative cognitive style and the degree the person would take part in both innovative and improvement activities.
It shows that analytical managers have an inclination for innovative deeds, and so are bound to conduct effectively. Again the study revealed that a manager with more logical cognitive style, the higher he/she engages in innovative events. Again, it was showed that a positive connection between a manager’s analytic intellectual style and his singular ambidexterity. Moreover, outcome of study shows that managers with a prevailing intellectual style (either instinct or logical) are bound to involve in innovative exercises.

Keywords: Entrepreneurial Management, Entrepreneurship, Innovation, Cognitive, Small Business Enterprise

I.BACKGROUND OF STUDY

Different definitions assigned to SMEs by various countries are based on, industry to industry, sector to sector. Hibbert (2000,) in his opinion pointed out that whether developed or developing, SMEs are clearly distinguishable in any country. The factors that set them apart are mostly