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Browsing School of Business by Subject "Africa"
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- ItemDevelopment and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) scale(2020) Michaud, James; Lvina, Elena; Alleyne, Alethea; Taleb, AliThis article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of methods and four studies using samples from Africa and the African diaspora based in Canada, the USA, and the Caribbean were used to develop the measure. Using the grounded theory approach and the Delphi technique (n = 192), followed by a set of increasingly rigorous tests including exploratory factor analysis (n = 441), confirmatory factor analysis (n = 116), and a test of measure invariance (n =1384), we developed and validated a culturally sensitive measure of effective leadership. Our results demonstrate that spirituality, tradition and community-centredness are important and culturally specific components of leadership in Africa and the African diaspora. This paper provides a validated measure of leadership and offers recommendations regarding the use of the measure by managers and researchers working in Africa or with African diaspora.
- ItemStrategic entry and determinants of Chinese private enterprises into Africa(2013) Zhang, Juan; Wei, William Xiaojun; Liu, ZuanshiThe authors discuss the strategic entry of Chinese private enterprises (PEs) into Africa by analyzing their characteristics of host distribution and overseas companies’ function and type. They find that Chinese PEs tend to invest in countries where Chinese investment has already concentrated, that more Chinese PEs engage in manufacturing and services than in agriculture and mining and quarrying, and that Chinese PEs take higher risks by choosing the type of subsidiary companies to enter Africa. They also make an empirical study of the determinants of Chinese PEs compared with state-owned enterprises in the period 2002–2011 and found Chinese PEs in Africa are driven mainly by the motivation of market-seeking, not by resource-seeking; China’s imports from the host country also facilitate Chinese companies’ investment in Africa; and Chinese companies in Africa are risk-takers. At the end of the article, they study the case of Touchroad and verify the results of their empirical study.