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Untangling African indigenous management
| Content Provider | Semantic Scholar |
|---|---|
| Author | Jackson, Terence Amaeshi, Kenneth Yavuz, Serap Şimşek |
| Copyright Year | 2012 |
| Abstract | This article examines the nature of indigenous management in relation to the success of SMEs in sub-Saharan Africa, taking Kenya and six SMEs under the management of Kenyan Africans, Kenyan Asians and Kenyan British as examples. By formulating tentative proposition about this relation after reviewing the literature, the data from these case studies are interrogated first by using a 'template' derived from theories of management control to investigate the inter-continental cultural influences on local management, and then inductively to modify and develop the propositions in view of possible intra-country influences. Paternalism, differentiating in-group and out-group organizational members emerges as a common theme in the way cultural influences are combined, and a possible success factor for local SMEs. Implications for future research in these areas and management practice are discussed. |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://www.research.ed.ac.uk/portal/files/11892999/AMAESHI_K_Untangling_African_Indigenous_Management.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
