11 research outputs found
How can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnerships
No full textThe insights from the studies in this edited collection heighten the need to understand the impact of the Chinese presence in Africa at the management and organisational levels. On paper, a China-Africa relationship is deemed to be intrinsic and mutually beneficial to both parties, but the evidence noted here and elsewhere is mixed and points to a crucial divide between the strategy and operations of Chinese firms across Africa. Such a divide is made worse by several factors, one of which is the lack of consideration of African management talent. With the majority of African employees being consistently engaged in low-skilled jobs and supported by inadequate HR policies, there are important questions around the value-added impact of Chinese investments in up-skilling African employees and managers by sharing managerial know-how and training to enable the progression of an African management talent base. This chapter explores the scope to do this by proposing a China-Africa Hybrid Practice-based Management Development (CAHPMD) framework, which looks at ways of co-creating conceptual and practical spaces for management development partnerships and synergies with African-based Business Schools (ABS) to educate and co-develop African and Chinese managers in a post-China-Africa era.</p
International strategy in professional service industries : the case of the international marketing communications sector in the UK
No full textEThOS - Electronic Theses Online ServiceGBUnited Kingdo
Emerging digital business models in developing economies: The case of Cameroon
No full textICTs and digital technology, logistics, and mode of transport can facilitate the development of digital business models in resource‐scarce settings as in the case of Cameroon. The study shows that digital business models in developing economies are still at an early stage and are in need of institutional attention in order to develop the necessary know‐how, skills and networks for sustained value creation and capture. Technology, environment, and organizational contexts influence the entry behavior and postentry strategic decisions of microdigital entrepreneurs. Results reveal the digital value proposition, network architecture, and digital value capture of emerging digital business models. Digital entrepreneurs require business knowledge/skills and institutional support to create a network infrastructure to effectively generate and capture revenue
Recommended from our members
The Nature of Emerging Digital Business Models in Sub-Saharan Africa: A Study of Cameroonian Cases
No full textDigital business models are increasingly being created in Sub-Saharan Africa, thanks to the digital revolution currently taking place across the continent. Whilst academic efforts in understanding such business models is still nascent, we use the explicit case of Cameroon in this paper to provide in-depth qualitative evidence of the nature of business models from the perspective of digital entrepreneurs. We note that although there is a considerable success in developing digital business models capable of creating both economic and societal value, these entrepreneurs face major challenges for value capture as they rely on weak notions of sustainable business models. By uncovering the type of value created and the value capture issues, we develop a framework that accommodates the managerial and policy implications for encouraging successful digital business models in SSA
Characteristics and influences of multinational subsidiary entrepreneurial culture: the case of the advertising sector
No full textThis paper undertakes an exploratory study into the characteristics of entrepreneurial culture of the multinational subsidiary; and, into the associated influences and manifestations linked to multinational corporation (MNC) and environmental contexts. The theme of multinational subsidiary entrepreneurial culture is an unexplored theme in the literature, and has considerable research and managerial significance. This qualitative research is based on eight multinational subsidiaries in the advertising sector in the UK. The evidence suggests that the constituents of multinational subsidiary entrepreneurial culture include global vision, entrepreneurial orientation and entrepreneurial MNC network management. The related influences and manifestations refer to subsidiary autonomy, target market servicing and responsiveness to local environmental conditions. In addition, the findings show that while entrepreneurial behaviour was evident in all investigated subsidiaries, its locus varied significantly. Specifically, entrepreneurship in multinational subsidiaries can be subsidiary-, headquarters-, or jointly-driven
Recommended from our members
Organizational Collaboration: Themes and Issues
No full textMany organizations today operate across boundaries - both internal and external to the organization. Exploring concepts and theories about different organizational, inter-organizational and international contexts, this student reader aids understanding of the individual’s experience of working within and across such boundaries. The book adopts a critical approach to individual experience and highlights the complexities inherent in these different layers and levels of organizing.
Comprising a collection of key articles and extracts presented in a readable accessible way, this book also features an introductory chapter which provides an overall critique of the book. Each part features a brief introduction before analyzing the following key themes:
•managing aims
•power and politics
•cultural diversity
•international management perspectives
•the darker side of collaborative arrangements
Some of the readings will specifically address collaboration ‘head on’ whilst others will provide an important context or highlight significant theoretical and practical issues that are considered relevant and interesting within the framework of the themes presented. As such, this book differs from existing titles as it sits bestride collaboration and organizational behaviour / theory in order to inform learning of exchange relationships on inter-personal, intra-organizational, and inter-organizational levels. The articles included are selected as critical in approach, straddling and addressing the central contexts described above, and highlighting the experience-centred nature of learning that can be derived from the content presented
Engagement in sustainability behaviors in normative social and utilitarian economic-driven organizations
No full textWe delineate a dual-pathway process that links two different types of organizational identity to members’ engagement in sustainability-related behaviors. Specifically, we explain how organizations with a normative social identity and those with a utilitarian economic identity foster such engagement by specifying two distinct human resource management (HRM) practices (commitment- and transaction-based) and demonstrating the different mechanisms whereby this process unfolds. This endeavor informs the community of scholarship and practice on sustainability by opening up new avenues for research and offering implications for policy and practice regarding the ways by which sustainability behaviors of members (employees and managers) in organizations with seemingly opposing identities can be promoted.</p
