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Socioeconomic transformation in post-apartheid South Africa is regulated by affirmative action (AA) and employment equity legislation. This paper aims to empirically explore the measurement, impact, and strategy for affirmative action and workforce transformation in the South African financial sector. A mixed methods research design underpinned by the pragmatism paradigm and transformational leadership theory was employed. Purposive sampling was used to collect qualitative interview data (n = 20), then thematically analysed. Quantitative survey data using random sampling selection (n = 100) was factor analysed. These constructs were measured: AA measurement; AA perception; AA transformation; AA business impact; and AA strategic framework. Qualitative findings indicate that AA targets are being measured as per legislation, yet transformation is slow and hindered by barriers. According to quantitative results, the AA strategy is essential. Management commitment is needed to represent all population groups in all jobs, frequently communicate about AA, transform previously disadvantaged women and young people, and create a diverse workforce that offers socioeconomic justice. The study adds to the body of knowledge on affirmative action, workforce transformation, and socioeconomic justice. The 10-step AA strategic management framework emerged as a practical contribution of the study. [ABSTRACT FROM AUTHOR]

Innovation is an essential strategy for businesses to increase performance and profitability. While current literature focuses on technology and other technical barriers to innovation, many businesses in developing countries are unaware of the significance of organizational policy and practices on a firm's capacity to innovate, thus being confronted with stagnant or low innovation performance. A quantitative survey (n = 351) study was conducted to investigate the importance and impact of management barriers to innovation within production and manufacturing plants in Nigeria. Five hypotheses were tested using structural equation modelling (SEM). A questionnaire was developed based on relevant constructs adapted from previous studies. These were validated using Confirmatory Factor Analysis, Cronbach's alpha, and Composite Reliability Index. Garrett's ranking technique was used to determine the order of importance of identified barriers. Results indicate that all five management barriers investigated (i.e., management support, low motivation, resistance to change, risk avoidance behaviour, and financial resource) inhibit innovation performance in the sampled organizations. Furthermore, resistance to change, risk avoidance behaviour, and lack of management support ranked as the most significant management barriers. The study findings inform managers, senior executives, and policymakers how to reduce innovation barriers during the formulation and implementation of management strategies. The distinct characteristics of innovation barriers within Nigerian manufacturing businesses were highlighted, expanding the body of knowledge in this context. [ABSTRACT FROM AUTHOR]