Applicability of Management Practices within the South African Industry Context

This paper investigated the impact of management on company performance within the South African industry context. The study was prompted by the demise of the local manufacturing industry, particularly the rubber industry, over the last two decades. The dearth of empirical literature that explains this downturn, coupled with recent developments in management theory and modern scientific methods for measuring managerial practices, has prompted this study. More specifically, the recognition of the cultural context theory and the development of the World Management Survey framework (a methodological framework of measuring managerial practices in quantitative terms) in the last three decades present a new paradigm shift in management theory and practice which calls for a re-consideration of the controversial ‘universal theory’ and a re-assessment of the validity of Western managerial practices within the South African corporate cultural context. The paper adopts a mixed-methods approach and triangulates quantitative and qualitative data. While the quantitative analysis indicates management determines performance, the qualitative data suggests that societal culture enhances company performance beyond mere managerial tasks. The originality of this research lies in its theoretical and methodological contribution to knowledge. Theoretically, the paper argues for a paradigm that recognises the importance of situating contemporary management practices within specific socio-cultural contexts to enhance organisational performance in the South African industry context. The adoption of a triangulated approach offered a deeper understanding of the subject matter through explanations that are causally adequate and adequate on the level of meaning.