An investigation into the best approach to the implementation of Basel II in Swaziland

In the modern world, developing countries like Kenya, Tanzania, Ethiopia and several others in the African continent have been encouraged to reform their public expenditure management systems through computerization of the entire public sectors in response to the increasing volume of data or information that need to be processed. There are, however, various factors to be considered prior to the implementation of the public expenditure management information systems. This paper undertakes a theoretical review of the critical success factors that impact on the implementation of an Integrated Financial Management Information System (IFMIS) with a view to identify factors applicable to the Migori County of Kenya. The paper, then, identifies the key factors to be incorporated in the proposed IFMS framework. The proposed framework draws from the Technology Acceptance Model (TAM), Innovation Diffusion Theory (IDT) and the Work Around Theory (WAT). The paper fuses these theories towards a successful adoption of use of modern technology within the public sector IFMS. The key factors include technical, organizational, environmental, cultural and ethical behavior. These factors could improve efficiency and transparency through direct payments to suppliers and contractors, reduced prices due to gains based on the time value of money, as well as the comparative analysis of market rates and advanced relations across the numerous organizational units within government on execution, reporting, and thoroughness of budget transactions.

Micro, small and medium enterprises (MSMEs) have emerged as an accelerator of economic growth with a sizeable contribution in job creation, innovation development, and reduction of regional disparities in most world economies. This paper investigates the influence of external and internal factors affecting the growth of MSMEs in poor-performing Bihar state, India. The objective of the study is to identify the major deep-rooted causes for the inability of MSMEs to compete in developing states and identify potential solutions. The study is based on an empirical database; it tested various dimensions of MSMEs barriers in their potential growth. The target group included MSMEs of Bihar state, India, using a sample of 450 entrepreneurs. The paper adopted a multistage stage sampling and multivariate analysis technique. The results showed that there are twelve major potential barriers, both endogenous and exogenous, faced by MSMEs, such as availability of raw materials, financial issues, labor force challenges, technology inefficiency, power/electricity scarcity, poor marketing, competition, knowledge-related challenges, government and administration problems, infrastructure inefficiency, etc. The findings show that these barriers affect the promotion and growth of MSMEs in developing regions. In future, it is suggested to focus on the implementation of good governance that helps to remove effectively the major barriers of MSMEs in underdeveloped states, such as Bihar, India.

The paper’s principal purpose is to present the original concept of the project supply chain’s entrepreneurial management. Based on the literature on the subject, one defines the entrepreneurial management concept showing the influence of entrepreneurial management on company operation. Moreover, the paper also outlines the most important concepts of the project supply chain and presents the functioning scheme. Theoretical considerations concerning contemporary theories of entrepreneurial management and project supply chain are the prelude to presenting the concept of entrepreneurial management. The presented approach can be found helpful for the effective management of the project supply chain, which has not yet been thoroughly defined. It should be mentioned that the designed model of the entrepreneurial supply chain management is an original proposal for the paradigm of project supply chains. Both in a classical and project supply chain, a significant role is given to the flow of material resources between the individual chain components. It determines that the project supply chain is mainly driven by the need for its members’ value increase. It was explained that regarding entrepreneurial competences, knowledge can be transferred to other organizations in the whole supply chain. It was also mentioned that the project supply chain’s entrepreneurial management takes into account the flexibility manifesting itself through the establishment of agile project teams, and by focusing on human relationships. It is the basis for the presented concept of the entrepreneurial management model of the project supply chain.

Acknowledgment
The project is financed within the framework of the program of the Minister of Science and Higher Education under the name “Regional Excellence Initiative” in the years 2019–2022; project number 001/RID/2018/19; the amount of financing PLN 10,684,000.00.