African Journal of Business and Economic Research (AJBER)

(Online) ISSN 1750-4562 (Print) ISSN 1750-4554

Indexed by SCOPUS, UGC CARE List, IBSS, EBSCO, ProQuest,

ABDC, SAJE, COPERNICUS, ERIH PLUS, CABELL, Sabinet
and J-Gate
Vol. 18, (Issue 2), June 2023
pp 233 – 253

Do Government’s Export Programmes For Small

Businesses Make Export Competency Possible?
DOI: https://doi.org/10.31920/1750-4562/2023/v18n2a11

Zandile Charmaine Ngwenya

Department of Business Management,
University of South Africa

&

Kgaugelo Sammy Boya

Department of Business Management,
University of South Africa

Corresponding Author:
Kgaugelo Sammy Boya
Full postal address:
4-42 NS Radipere Building, Preller Street,
Muckleneuk Ridge, Pretoria, Republic of South Africa
Personal university web page: http://www.unisa.ac.za/
Default.asp?Cmd=ViewContent&ContentID=23865
Telephone number: (+2712) 429-3979
E-mail address: [email protected]

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Abstract

Small businesses (SBs) play a pivotal role, especially in developing economies.

As they grow, there could be a need to do business through exports. This paper
explored the role of government support on export activites. The qualitative
research method in the form of participant observations and semistructured
interviews was a chosen strategy. Data from 20 participants were analysed using
Atlas.ti software. Both management and agency theories were explored from
the view of both government agents and SB managers.
The findings indicated a void in the awareness of government export-
enhancing programmes amongst SBs, while participation and benefits differ
amongst firms. The findings further indicated that government export support
programmes lead to commitments to foreign markets. A model is proposed to
highlight evolving exporting constraints and opportunities for export support
programmes.
Recommendations are made to government agencies to increase the
awareness of export-enhancing programmes and to improve their assistance to
emerging exporters.

Keywords: Export; Export Programmes; Small Businesses; South African Government

1. Introduction and Background

Recently, small businesses (SBs) in South Africa have contributed 47% to

employment while providing more than 20% towards the growth of the
gross domestic product (GDP), which accounts for 6% of corporate tax
(Liedtke, 2019). It has been observed that exporting activities support
business growth by increasing commitment, capabilities, and
competency.
Furthermore, exports are regarded as the driving force behind
continuous economic growth in developed and developing countries
(Rua, Franca & Ortiz, 2017; Safari & Saleh, 2019). The rise of export
markets has encouraged the involvement of SBs in exports and has
promoted their foreign expansion. This has prompted the government of
the Republic of South Africa to develop various interventions aimed at
stimulating export activities within the economy and among SBs through
subsidised programmes in the form of financial and nonfinancial
support.

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2. Problem and Purpose

SBs are universally recognised as the principal catalyst for income

generation, poverty alleviation and job creation through exporting
activities (Hill & Hult, 2019). This has prompted governments in
developed and developing countries to formulate export programmes to
assist SBs in dealing with foreign market dynamics as they enter and
expand into various existing and emerging markets (Costa, Soares & De
Sousa, 2017). However, the influence of export programmes on
capabilities and competencies remains unclear due to a lack of user
awareness and participation. Additionally, there is limited research on the
exporting competency of small firms and government‘s assistance to
promote flexibility in response to foreign market dynamics. Thus, no
research has examined the perceptions of small firms about export
programmes to determine their capabilities and competencies in foreign
markets (Yan, Wickramasekera & Tan, 2018). This study borders on both
management and agency theories.
Management theory suggests that managers of SBs are confronted
with planning, organising, leading, and controlling (Johnston, 2016;
Rajakulanajagam & Nimalathasan, 2020). As agents, the Tshwane
Enterprise Development Agency (TEDA), Department of Trade and
Industry (DTI), and other government agencies are responsible for
championing business developments, including those of SBs (Siems &
Seuring, 2021; Needle, 2015).
This study has integrated three concepts: export commitment,
capabilities, and competencies with export programmes in the literature,
into a process model to determine the influence of export programmes
on SBs‘ export growth.
In light of the above, the following constitute the primary questions of
this paper:

 1. Research question 1: What improvements have government

agencies made in terms of export programmes for SBs?
 2. Research question 2: What can be done to enhance export
programmes?

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3. Literature

In this section, the following topics will be covered: export support

programmes (ESPs), small businesses (SBs) in South Africa, and
government support programmes (GSP).

3.1 Export Support Programmes

Globalisation has allowed small businesses to expand their offerings

internationally.
Akbari, Aali, Matin and Mahmoudzadeh (2021) attribute this boom
to world trade organisations and progressive governments that create
incentives for emerging new players. In 1949, John Maynard Keynes in
Schumpeter asserted that businesses have to make their products to be
known to the world with the relevant support. Developing countries
such as South Africa have developed and availed export support
programmes (ESPs) primarily focused on SBs (Ngwenya, 2020). Such
support programmes are a growing trend in both developing and
developed economies. The prowess of ESPs in heightening the export
presence of SBs has come under scrutiny worldwide, more so in
developing economies. Contrary to the everyday narrative, Idris and
Saridakis (2018) argue that SBs are more likely to succeed in exporting
business than larger corporations. However, success cannot occur
without deliberate support. Oftentimes, the support provided is both
financial and nonfinancial. In addition, the tenacity of ESP beneficiaries
should be considered in evaluating progress. While this is no easy task, it
is necessary, especially in developing economies that still need to
establish their business presence in the global economy through
exporting (Akbari et al., 2021). Inferences of both agency and
management theories are applicable in that both SB managers and
government agents are often enlisted by their principals to do justice to
their mandate of ensuring that export activities yield favourable results
(Panda & Leepsa, 2017; Koontz, 1980). The cooperation between all
parties involved has a bearing on the bottom line in the form of profits
and gross domestic product (Ngwenya, 2020). Awa, Ukoha, and Igwe
(2017) advocate for technology export interventions.

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3.2 Small Businesses In Tshwane And South Africa

Definitions of SBs vary due to unique political, social and economic

challenges facing each country, as they potentially influence the ability of
a business to thrive in changing environments (Anastasia, 2015). While
the Rwandan government defines an SB as an entity employing fewer
than 100 employees, such definitions are determined by the industry in
which they operate (Evariste, Theogene & Rutiyomba, 2017). In South
Africa, the National Small Business Amendment Act 29 of 2004 defines
an SB as an establishment that employs 50 or fewer employees.
Developing countries have shown steady economic growth providing
network opportunities, access to emerging markets and expertise to SBs
through various interventions (Hoque, 2018; Peter, Adegbuyi,
Olokundun, Peter, Amaihian & Ibidunni, 2018).
The South African government has recognised the significance of
SBs as the cornerstone that may boost economic progress through the
DTI, Small Enterprise Development Agency (SEDA), and TEDA. This
has stimulated SBs to increase the export commitment necessary to
achieve export capacity and competency in foreign markets (Moos &
Sambo, 2018). The collapse of apartheid in 1994 led to significant
economic transformation, resulting in wide-ranging initiatives and
strategies developed by the government in collaboration with private
institutions in support of SBs (Mahadea & Kaseeram, 2018).

3.3 Government Support Programmes

Exports should be supported so that development can occur, especially

in developing countries. This is a critical part that aims to provide export
readiness through training interventions and development to assist SBs in
increasing their presence in foreign markets (DTI, 2018/19). The Global
Export Passport Programme (GEPP) was mandated to assess the
capability, capacity, and competencies of managers of small firms in
terms of business and managerial characteristics (DTI, 2018/19). DTI
seeks to enhance the export competencies of SBs in foreign markets (de
LT Oliveira, 2016).
Such interventions are crucial for economic development and the
sustainability of developing countries (Aregbeshola, 2019). The mismatch
between what is expected and what is required is fundamentally
conspicuous. As such, thematic representations from participants in this
study are essential to guide the reader between the actual intervention

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against the impact thereof (Hay, 2019). The Transition by the South
African government to fast-track business development of small
businesses was done through the Ministry of Small Business
Development. This was some of the developments by the Small Business
Development Ministry (SEDM) in collaboration with the Small
Enterprise Development Agency (SEDA) and DTI as a form of financial
and nonfinancial support with all the inherent challenges (Maluleke,
2014).

4. Research Methodology and Design

A qualitative research method using semistructured interviews and

participant observations was employed. After considering nine provinces
and 278 municipalities in South Africa, we focused on the City of
Tshwane in Gauteng province. Permission and affirmation were obtained
from TEDA in the City of Tshwane.
The researchers also received ethical clearance from the University of
South Africa. Twenty SB managers participated, and semistructured
interviews were conducted between November and December 2019.
This selection of participants was regarded as pertinent to the population
from which subjects were drawn. In terms of the POPI Act (2013), we
randomly selected participants from the TEDA database.
Theoretical saturation was considered before arriving at a total of 20
participants (Guest, Bunce & Johnson, 2006). Atlas.ti was employed to
deductively analyse and make sense of data (Leedy & Ormrod, 2016;
Tracy, 2020; Cooper & Schindler, 2014). Atlas.ti is a powerful tool used
by researchers to gain a better understanding of the phenomenon
regardless of the field (Tracy, 2020). Atlas.ti enhances research outcomes
through effective data analysis. Government support is necessary to
achieve accelerated export growth; however, this does not necessarily
lead to export competencies in foreign markets (Malca, Peña-Vinces &
Acedo, 2019). The concept of a qualitative interview guide and
participant observations covered the main topics of the paper. It focused
on the influence of government export programmes on the export
capabilities, competencies and perceptions of SBs. This included SB
managers‘ views on enhancing export programmes to increase awareness
and achieve a direct and positive influence on export commitment,
capabilities, and competencies in various export markets.

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5. Research Findings and Discussion

As indicated in the preceding sections, 20 participants (SB managers)

took part in the semistructured interviews. First, we discuss the views of
participants involved in the interviews.
Further, we briefly outline demographic characteristics of
participants, including gender, race, and education. The table below
indicates demographic data such as sector, position, years of experience
and other details of SB managers that form part of the research.

Table 1. A summary of participants’ export experience and education

level
P Race & Education Position Other job titles Managerial Export
Gender level Experience Experience
1 White, Industry short Export Logistics 20 years 20 years
Female courses, Manager manager
marketing and
export
management
2 White, Industry short Export Production 16 years 16 years
Male courses in Manager Manager
project and
business process
management
3 White, Industry short Owner- Company 10–20 years 10–20 years
Male courses in manager Director
import, export
management
and executive
leadership
4 White, No formal Owner- Company 40 years 40 years
Male training and manager Director
qualification
5 White, Matriculation Owner- Company 10 years 30 years
Female certificate manager Director
6 White, Financial Manager Company 4 years 10–20 years
Female Management Director
short course and
Training,
7 Asian, Matriculation Manager Company 27 years 27 years
Male Certificate Director
8 Black, Matriculation Co-owner Operations 2 years 7 years
Male Certificate Director
9 Black, Matriculation Owner- Company 6 years 15 years
Male Certificate manager Director
10 White, Matriculation Owner- Company 8 years 16 years
Male Certificate manager Director
11 White, Incomplete B Owner- Sales and 24 years 24 years
Male Com manager Marketing
Management Director
Course
12 White, Incomplete B Owner- Project Manager 16 years 24 years
Male Com manager

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Management
Course
13 White, Incomplete B Co-owner Financial 11 years 8 years
Male Com Director
Management
Course
14 White, Matriculation Co-owner Business 14 years 11 years
Male Certificate Development
Director
15 White Industry short Co-owner Financial 15 years 36 years
Female courses, Director
Marketing and
Financial
management
16 White, Incomplete LLB Owner- Company 17 years 17 years
Male manager Director
17 White, Matriculation Manager Sales specialist 10–20 years 10–20 years
Male Certificate
18 White Industry short Co-owner Company 10–20 years 15 years
Male training course Director
19 White Industry short Owner- Company 6 years 20 Years
Male training course manager Director
20 White, Incomplete B Owner- Company 20–30 years 20–30 years
Male Com Law manager Director

Source(s): Primary data (2020–2021)

Participant 4 insisted that a colleague must form part of the interview

session, while participants 10 and 11 each invited a personal assistant.
Accordingly, participants 16 and 17 invited their business partners to be
involved in the interview. Managers and export managers who are
involved in export processes and export activities were permitted to take
part in the study. Export duties indicated by participants were
predominantly in the areas of marketing and innovation and were a result
of constant interactions with their internal and external environments.
Only 4 participants were females, while 11 of 20 participants were male
owner-managers.
There were 3, 4, 5, 9, 10, 11, 12, and 16 participants. One of 20
participants originated from Asia. None of the participants completed a
formal qualification. Some completed industry-related short courses,
while others only held matric certificates. The importance of acquiring
appropriate formal qualifications and training using adequate learning
programmes to address internal and external constraints was eminent.
Two research questions were covered. The research questions were as
follows:

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Research question 1: According to SBs, what improvements have

government agencies made in terms of export programmes?

Export programmes are essential however the awareness of these

programmes is significantly poor as it fails to reach targeted businesses
as a result, assistance offered do not adequately address varying
constraints facing managers in foreign markets. Export programmes
have not been truly successful in contributing towards increasing
export commitment, capabilities and competencies as some of us are
not aware of these programmes. – Participant 04.

Regarding participants‘ experiences relating to coordination and

collaboration challenges within government agencies and with other
support structures, including public stakeholders, which contribute to
inconsistencies in export commitment, capabilities and competencies,
this is how participants responded:

Firstly, SEDA assisted us with the implementation quality assessment

tools that we used as a weapon to produce goods that meet the demand
of our customers while enhancing our business image in foreign
markets.
Second, SEDA in collaboration with private sector helped us to
differentiate our products from those of competitors using the
ISO9001 standards. - Participant 04

The above experience is contrary to Participant 06, who questioned the

reliability and credibility of export programmes in attracting intended
SBs, resulting in poor awareness and low participation. She also cited that
a firm‘s capability and competencies influence the credibility of export
programmes, as export processes vary given the conflicting internal and
external constraints facing each firm. This explains the increasing review
of export programmes by the private sector, policymakers and SBs to
identify appropriate programmes to address constraints confronting SBs
in foreign markets.

Lack of monitoring and evaluation of export programmes contributed

to the rise of uncertainties and further exacerbated our scarce resources
through regulatory compliance costs and resource interplay aimed to
increase export capabilities and competencies.- Participant 14.

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From the above statement, it is clear that accessibility and procedural

constraints contribute to a complex association between government
support and SBs, which affect the credibility and reliability of
programmes. Furthermore, an inability to systematically detect key
aspects of the export involvement of SBs over a given time may
negatively influence the optimum use of export programmes, which may
reduce the ability of businesses to attain intended export goals. This does
not inspire confidence on the part of government agencies towards
participants.

We often feel that export programmes are cautiously biased in their

accessibility, selection processes employed and implementation is skew.
We also feel that there isn‘t much to benefit from export programmes
as lack of government support is perceived as a major constraint due to
ambiguous timelines, reliability and accessibility.- Participant 14

Some participants alluded the main aspects outlined by Participant 14

and were concerned about variances between firms, including
competencies, capabilities, resources, and constraints they face in foreign
markets. This finding is in line with Coudounaris (2018) and Malca et al.
(2019), who revealed that government support in the form of export
programmes is greatly guided by a firm‘s unique needs, export
experience, knowledge and varying constraints in their attempt to achieve
export goals in foreign markets. The usefulness of export programmes is
extensively determined by the ability of an SB to effectively deploy scarce
resources to increase its export involvement in various markets using a
strategic focus (Comi & Resmini, 2020).

Export programmes have no influence in our involvement because they

basically do not determine market forces such as technology in the
foreign markets as a result, very little can be said about a positive
influence. They do not adequately consider SBs‘ varying periods of
involvement in export markets and differing levels of skills and
expertise to manage this problem. We often build relationships with
overseas associates to enhance information search to improve our
decision-making processes. - Participant 13

The statement above indicates that export programmes do not

adequately focus on key drivers of the export involvement of SBs at their
varying stages.

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Some participants alluded to the government‘s lack of environmental

scanning support and a consistent alignment of technological innovation
and marketing activities with a firm‘s characteristics and resources when
export programmes are designed. Consequently, SBs now rely on their
international partners, given their lack of confidence in government
agencies.

Experiential information is quite expensive, as participants in the

export programmes, we have attended a series of export events such as
trade exhibitions, workshops, annual export meetings and face to face
consultation by a foreign office. Such support has helped us gain a
better understanding of export markets to facilitate an efficient
response to foreign market uncertainties. - Participant 03

This response suggests that export programmes facilitate the mechanisms

associated with information sharing, linking a business with its market,
competitors and potential partners. Some participants, such as
Participant 11, indicated that export programmes promote the
development of relationships through the sharing of information as an
enabler for better export capabilities and competencies and resource
management. This may also serve as a networking platform for
participating SBs. Table 1 shows a compound perceptual difference that
is found to have a critical influence on export involvement among some
SBs. The current state of export programmes and SBs seems unsettling.
As a result, there are increasing perceptions about accessibility, credibility
and timelines in delivering intended outcomes. The concerns also
question the value and rollout of the export programmes and how they
reach out to targeted audiences.

We discovered that the awareness of government support is actually

considerably lower than we thought, this has significantly affected the
participation, expectations and how we perceive export programmes.
This raises questions relating to whether the right audience is being
targeted although it appears as a factor of lack of sufficient budget to
support a successful implementation.‖ – Participant 13

This suggests that export programmes may not reach the targeted
participants consistently and effectively. Most participants suggested
raising awareness among intended participants by identifying and
addressing SB constraints at any level of export involvement, given the
varying accessibility to resources. Export programmes‘ accessibility,

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credibility, timelines and qualifying criteria are perceived to be significant

constraints towards achieving export capabilities and competencies, given
their resource-constraint nature (Table 1). Some participants who cannot
access export programmes use technological innovation and marketing
skills to create export opportunities in various foreign markets. Some
participants form relationships with foreign industry associations and
partners to exploit technological opportunities through information
sharing to maximise foreign market opportunities. The second research
question is as follows:

Research question 2: What can be done to enhance export

programmes?

In response to irregularities and inconsistencies in the administration of

export programmes, participants proposed a few suggestions:

Export programmes have been a blessing in our business as

government collaborates with private organisations and trade partners
to provide us with financial and nonfinancial export assistance. Some of
our challenges included inadequate management export skills which
were identified by SEDA using a Critical Planning Exercise. -
Participant 01

Participant 01 indicated that inappropriate quality standards gave rise to

conflicting challenges that had a negative influence on the business
export process, resulting in poor customer relations. This participant
suggested that such challenges resulted from weak departmental
coordination and inappropriate supervision of the administration of
export programmes, which subsequently affects the awareness, use, and
perceptions of small firm managers. This had the potential to add to the
frustrations of participants. Skills sets of personnel in government
agencies thus require some strengthening. This matter is consistent with
the principles of both agency and management theories (Siems &
Seuring, 2021; Johnston, 2016).

Government should look into reducing administrative procedures as

they negatively influence our export growth, awareness and
participation in the export programmes - Participant 07.

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Participant 7 concluded that inconsistent and excessive administrative

procedures lead to significant regulatory constraints to achieving export-
led growth, ultimately influencing commitment and attitude towards
export activities. A need to implement consistent administrative
procedures within SEDA, the DTI, and across other affiliated
institutions appeared to be a viable solution to minimise the constraints
SBs face as they deter the development of export activities.
Participant 10 indicated that lack of awareness, participation and
perceptions of export programmes are driven by inflexible internal
administrative processes, which present a possible threat to export-led
growth. He further alluded that the regulatory environment may decrease
export activities, slowing down a manager‘s capabilities and
competencies.

I participate in the export programmes, I also find them useful;

however, their services are not directly addressing the constraints that
my business face. For instance, they mainly focus on educational and
informational aspects, and less attention is directed towards experiential
support, such as matching innovation, technology and marketing
activities with a firm‘s dynamics, to achieve higher export capabilities
and competencies.
This potentially increases confusion, as there is no straightforward
connection between export programmes and changes in our export
growth. Despite such confusion, export programmes have helped us
obtain essential skills needed to maintain growth through their
educational and informational export services. - Participant 13

Export programmes are pivotal in driving export involvement, providing

financial and nonfinancial support. The above concerns show that the
programmes can hinder growth through stringent and inflexible
procedural processes. Some participants, such as Participant 09, raised
concerns about a lack of awareness resulting in limited participation,
which may indicate a lack of reliability and accessibility regarding the
programmes. Others believed that lack of awareness implies the failure of
the programmes and obstructs the efficiency of export programmes.
The participant indicated that the awareness of export programmes
does not necessarily encourage participation since it mainly analyses the
efficacy of communications, not its contribution towards a firm‘s export
capability and competencies. To this end, there seems to be a mismatch
between what government agencies offer and what exporting SBs expect.

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6. Discussion

The findings revealed an imbalance between the export competency of

SBs and their perceptions of export programmes. Since export
programmes contribute to export competency, the findings indicate that
awareness of and participation in export programmes are generally low,
demonstrating a gap between awareness and participation in export
programmes. This gap could be delineated by reasons such as
inappropriate marketing, planning and implementation aimed at
increasing the awareness of export programmes, derived from lack of
interdepartmental collaboration and compound procedures. It was also
revealed that some SBs were either uninterested or were comfortable
using their limited skills and resources to increase export competency
innovativeness rather than pursuing participation in export programmes.
Their risk-taking mentality and proactive approach nullify the need to
pursue export programmes. Their ultimate goal is to expand foreign
presence through financial assistance from private institutions such as
banks instead of using government support initiatives.
Such views and opinions will assist in counterbalancing and
contrasting export competencies amongst SBs and determining priorities
for the export programmes agenda. The model below summarises the
importance of export programmes limiting perceived constraints
restricting SBs from achieving exporting goals.

Figure 1: Relational constraints influencing export commitment,

capabilities and competencies
Source(s): Primary Data (2020-2021)

Figure 1 shows that the constraints are considered internal and external,
stemming from within and outside the firm. This further alluded to both
financial and nonfinancial support that government agents struggle to get
through to SBs involved in export business. There is a lot still lacking.

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7. Conclusion and Contribution

For analytical purposes, export programmes provide access to financial

and nonfinancial support. As noted by Wang, Chen, Wang and Li (2017),
financial support constitutes experiential assistance associated with
innovation and marketing activities aimed at increasing export
commitment, while nonfinancial support embraces opportunities to
attend trade missions, export workshops and other export events to
assist SBs in developing foreign contacts to access various export
markets.
In contrast, the procedural, government and business environment
are identified as external constraints. Internal constraints are addressed
and managed from within the firm; however, they may need to consider
external constraints outside their control, which then calls for
government support in the form of export programmes. Hence, it is
critically important to study the influence of export programmes on the
export commitment, capabilities, and competencies of SBs when serving
various foreign markets (Hill & Hult, 2019).
Agency and management theories were explored in the context of
both government agencies and SB managers. Both entities (SBs &
government agencies) have the responsibility to act by serving their
principals and enabling South Africa to improve its standing within
export markets. It was evident among all SBs that when they turn to the
government for solutions, they encounter constraints, such as
inaccessibility of information about export programmes, procedural
constraints, poor interdepartmental coordination, and qualifying criteria.
Furthermore, export programmes do not consider variances in foreign
interests and lack an understanding of the differing needs and constraints
facing each firm in various foreign markets (Hoque, 2018). The
indispensability of export support programmes remains critical for
economic development.

8. Recommendations

Most participants indicated that their participation in the export

programmes depends largely on specific support due to differing needs
and constraints facing each business.
Furthermore, determining the origins of irregular behaviour and a
plan of action may be essential in assessing the outcomes to enhance
transparency and accountability in government institutions.

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Recommendations of this paper are made under the following items:

awareness of export programmes and enhancing accessibility. These
items suggest that the nature of export programmes should be
customised to best fit the unique needs and be executed in accordance
with the export processes carried out by a firm. This may be attained by
incorporating a systematic approach to analysing conflicting constraints
that may underlie uncertainties and unstable export capabilities and
competencies, such as external factors that are often beyond the control
of a firm. Each of these is briefly discussed below.

 Awareness of export programmes

Increasing the awareness of export programmes pertinent to a firm‘s
processes, interests and constraints may assist owner-managers in
enhancing export commitment, capabilities and competencies (Yan et al.,
2018). This goal may be achieved by launching campaigns that identify
and address the constraints of managers at any level of their export
involvement. Facilitating effective communication channels may increase
awareness levels among SBs to help address specific needs and
constraints. Effective communication channels relating to the risks and
benefits of export programmes are essential to successfully assess a firm‘s
export involvement in foreign markets.

 Enhancing accessibility
A systematic and urgent integrated approach at the industry level is
essential to deepen and widen the accessibility of export programmes
among SBs in their respective industries. Shifting from intentions to
actions, despite the complex and dynamic nature of foreign markets,
export programmes can help to reduce risks deriving from a nation‘s
business environment due to evolving economic and political dynamics.
This, in turn, needs to enhance interdepartmental cooperation.
Interdepartmental planning and collaborations at the industry level are
considered critical for the success of export commitment, capabilities,
and competencies in foreign markets.

9. Limitations and Future Research

As this study was carried out in the City of Tshwane, Gauteng, focusing
on various government export support programmes, these findings
cannot be generalised to various provinces and municipalities. Future

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research may focus on the influence of individual programmes in support

of export commitment, capabilities, and competency. A compromise is
essential in any study between generalisability and a higher strength by
attenuating the noise deriving from variances of export programmes and
the effects of government procedural constraints. Therefore, the research
method employed to express the credibility of a specific export
programme in one industry may inspire future research in a similar
research domain. Other future research may focus on differences in
stages of export involvement and aspects influencing export
programmes, for instance, preplanning, early stages, and mature stages, as
firms face inconsistent conflicts that require differing export support.
If this research could be explored in other geographic locations and/or
different industries, it could yield interesting findings.

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