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Godfrey Adda; Esther Asiedu; Mustapha Torobo Seidu; Michael Yipake Banseh; Baba Blonch Adombilla; John Bosco Azigwe

doi:10.51867/asarev.2.1.13

Authors

Godfrey Adda Bolgatanga Technical University, Ghana Author https://orcid.org/0000-0002-9118-0750
Esther Asiedu Ghana Communication Technology University, Ghana Author https://orcid.org/0000-0002-4352-1282
Mustapha Torobo Seidu Bolgatanga Technical University, Ghana Author https://orcid.org/0009-0000-1922-6534
Michael Yipake Banseh CK Tedam University of Technology and Applied Sciences, Ghana Author https://orcid.org/0000-0003-0993-0725
Baba Blonch Adombilla Bolgatanga Technical University, Ghana Author https://orcid.org/0009-0006-4971-2369
John Bosco Azigwe Bolgatanga Technical University, Ghana Author https://orcid.org/0000-0002-6002-9951

DOI:

https://doi.org/10.51867/asarev.2.1.13

Keywords:

Ghana, Organisational Structure, Stakeholder Engagement, SMEs, Transparency

Abstract

This study sought to examine the effects of organisational structure (OS) and organisational transparency (OT) on stakeholder engagement (SE) in Ghanaian small and medium-sized enterprises (SMEs). It adopts a quantitative study approach underpinned by organisational design theory and the stakeholder theory paradigm. Also, the study used a cross-sectional design to collect primary data from the respondents, which were later analysed using PLS-SEM. A total of 488 SMEs made up the targeted population. Using convenience sampling, a total of 463 SMEs were sampled, representing 92.6% of the population. Additionally, the data collection was done by means of a structured questionnaire distributed both in hard copy and soft copy to the selected respondents. Thirty-eight (38) of the questionnaires were either rejected because of incomplete data or non-response; hence, valid responses became 425. The findings show that the organisational structure and transparency components have a positive significant effect on stakeholder engagement. Also, transparency is found to moderate the effect of structure on engagement such that the relationship becomes stronger at high levels of transparency. Internal system alignment with transparent communication support leads to building better and more profound levels of trust among stakeholders. The results provide direct implications for SME leaders, policymakers, and development agencies who would want to enhance governance processes, stakeholder relations, and sustainable business practice in emerging markets such as Ghana. The study recommends that since the design is cross-sectional in nature, no inference of causality can be drawn. A longitudinal or experimental design in a future study to reform structure and transparency and test its effect on engagement over time would go a long way toward redressing this weakness. Also, the study is specific to Ghanaian SMEs; therefore, conducting a similar comparative study between other Sub-Saharan African economies will bring regional perspectives into sharper focus and also validate the degree to which results may be generalised. Additionally, future research may look at how technological tools, for instance, enterprise resource planning systems and digital dashboards, promote organisational transparency and stakeholder responsiveness while increasing SME digitisation in Africa.

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