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Periodical article | Leiden University catalogue | WorldCat |
Title: | Development in Sub-Saharan Africa: Cultural Influences and Managers' Decision Behaviour |
Authors: | Munene, John C. Schwartz, Shalom H. Smith, Peter B. |
Year: | 2000 |
Periodical: | Public Administration and Development |
Volume: | 20 |
Issue: | 4 |
Period: | October |
Pages: | 339-351 |
Language: | English |
Geographic term: | Subsaharan Africa |
Subjects: | culture contact Western culture African culture values Development and Technology Labor and Employment |
External link: | https://doi.org/10.1002/1099-162X(200010)20:4%3C339::AID-PAD139%3E3.0.CO;2-%23 |
Abstract: | The authors explore the relevance of national differences in values to development in sub-Saharan Africa using data from two global surveys. The first provides cultural profiles of five sub-Saharan nations (Ghana, Nigeria, South Africa, Uganda and Zimbabwe), compared with non-African nations. The second provides data regarding the sources of information that managers draw upon in reaching decisions in six sub-Saharan nations (Kenya, Nigeria, South Africa, Tanzania, Uganda and Zimbabwe), again compared with non-African nations. The evidence indicates a shared black African culture that emphasizes hierarchy, embeddedness and mastery in contrast to egalitarianism, autonomy and harmony, in keeping with the literature on Africa. Further evidence reveals that African managers stress reliance on formal rules and superiors in reaching decisions, as predicted by their cultural profile. Comparison with Western European samples indicates that these nations have the opposite cultural profile and that their managers stress self-reliance and consultation with subordinates. Implications of these contrasts for development in Africa and effective collaboration within donor agencies and multinational firms are discussed. Bibliogr., sum. |