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Private Enterprise-Led Development in Sub-Saharan Africa provides a novel theoretical and conceptual model to guide research into Africa's economic development. It endorses the view that private enterprise-led growth will help reduce poverty since it strengthens individuals' capacity to care for themselves and their families.
How can institutions stimulate African local economic growth? After decades of poor economic growth, foreign aid-dependency, poor government policies and bureaucratic leadership by Africans in the 21st century, focus has increasingly shifted to the continent's business systems, entrepreneurship and governance. Also, the improving trade relations between Africa and the rest of the world has brought a renewed interest on the region's relatively slow economic growth. African Businesses and Economic Growth: Institutions, Firms, Practices and Policy examines policy approaches to economic liberalization and the effects of global forces and, in particular, how Africa can respond to globalization pressures in order to assume its rightful place in the global economy. Contributors to the volume, including researchers from East and West Africa, have examined the role of African institutions and firms, and the ways they impact on local economic growth. In particular, they analyse how African firms generate, share and transfer knowledge, the role of human capital on productivity, the role and impact of informal institutions on private sector and institutional development, firms` responses to laws and rules set by policymakers (the rules of the game) and the effect these laws and rules have on firms` development and strategies. The book also examines the role of non-governmental institutions, multinational firms, bilateral and multilateral institutions and how their activities and policies influence the structure and strategies of local firms and economic growth. Most of the contributors conclude that a full scale economic growth, liberalization and institutionalization across the African economies, though inevitable, are unlikely to be achieved overnight.
One of the major challenges facing Sub-Saharan African organizations today is how to effectively manage their resources. Though the importance of effective management of organizational resources is generally acknowledged, published research on the theme is disappointingly scarce. This book hopes to contribute in filling the lacuna. Contributors to the volume, which is the first in a book series from African Journal of Business and Economic Research (AJBER), a peer-reviewed, triennial publication, discuss various management issues in sub-Saharan Africa such as employee motivation, job satisfaction, compensation, organizational commitment, ethics, social responsibility and export management and the interplay between these and the effective management of an organization's resources. They argue that effective management of organizational resources - whether in the public or private sector - promotes efficiency, which in turn enhances the organization's ability to compete. The contributors also offer valuable insights into why many organizations in sub-Saharan Africa are inefficiently managed and offer desiderata for overcoming such challenges.
China, in the past five years, has developed a proactive global policy and is emerging as a new global power with particular focus on developing countries in Central Asia, Southeast Asia, Latin America and Africa. What is the role of Africa in China's emerging global foreign policy? In 1998, China's aid to Africa was $107 million. By 2004, it had reached $2.7 billion, 26% of its international assistance that year. In 2005, Africa-China trade reached $40 billion, 35% up from the previous year. China is interested mainly in four sectors: infrastructure projects, regional banks such as the African Development Bank, training of African professionals particularly in economic management, and institutions of higher education with the goal of establishing Chinese language programs. The human factor is also important. Chinese Diaspora is fast increasing. For example, in Zambia, it grew from 3,000 to 30,000 in ten years and, in South Africa, from practically none to 300,000. African countries constitute a new market for Chinese products. They also provide a source of raw materials. Today, the continent supplies 30% of China's import of oil and gas, Angola being the largest supplier with 522,000 barrels of oil per day to China. The last five years, Chinese oil companies spent $15 billion acquiring oil fields and local companies. The appetite for raw materials goes beyond oil and gas and China's foreign political strategy is primarily to solve its own domestic problems and protect its interests in the global arena. Will Africa be a pawn or a player in this emerging geopolitical game? Will China's deepening relations with the continent represent a new opportunity for African countries to negotiate a new partnership and skillfully use it to the best advantage of their citizens? These are some of the questions contributors to the volume have tried to answer by examining various facets of these deepening relations and underlining areas of concerns as well as the opportunities for mutually rewarding relations.
Economic growth is one of the most cost-effective ways of dealing with poverty in Africa. Growth lifts many people out of poverty and at the same time generates the government revenues necessary for investments within the social sector. Thus the design and implementation of business development policies remains a major challenge in most African countries. This entails supporting businesses to be integrated within the global economic structure without being easy victims of unscrupulous and opportunistic investors. During the past two decades successive Ghanaian governments have implemented private sector development policies aimed at stimulating growth through internationalisation of local enterprises and attracting foreign investors. Contributors to the volume provide an overview of the impact of these policies on the Ghanaian business environment and the strategic orientations of managers. They also offer an insight into the productivity and performance of exporting firms, the financial and knowledge acquisition strategies they adopt, their degree of market orientation and corporate social responsibility and the challenges faced by African policy makers and managers learning to operate within an increasingly turbulent global economy. The book situates the Ghanaian experience within the broader context of African economic growth and calls for African economic integration as a platform on which African firms can build their competitiveness and operate more effectively within the global economy.
This book endeavours to outline case studies that promote sustainable Local Economic Development (LED) initiatives. It is generally believed that local governments are the foot soldiers of LED. However, this seems to be a myth, as local governments in South Africa and elsewhere have not yet fulfilled this mandate and have been struggling for several years to implement LED initiatives. The distinctive merit of this book lies in the way it combines the South African context with the wider international development context in ways that there is a flow of information and ideas both ways. The book is an essential part of this sequence of ideas development and action at a critical time for strategic action directed at a sustainable future. It showcases case studies and responses to the impacts of globalisation as a bridge between urban/rural and institutional action and reveals avenues for local government leadership in communities, research, student engagement and wider interactions.
This textbook examines the multiple dimensions to corporate responsibility, creating a framework that presents a historical and interdisciplinary overview of the field, a summary of different management approaches and a review of the key actors and trends worldwide.