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The Africa Journal of Management (AJOM) has become an established reality after a decade of development. The journal is indexed in Scopus and the Chartered Association of Business Schools UK (ABS Guide), with over 34,000 downloads and an impact factor of 1.3. The journal has grown from its early years of describing interesting developments in Africa to focusing on research articles, covering topics such as international business, supply chain, sustainability, organizational behavior, leadership, human resource management, entrepreneurship, and strategy. With a strong editorial team and increasing quality of submissions, AJOM aims to be the premier outlet for management research about and for Africa. [Extracted from the article]

Management in developing countries is frequently characterized by reactive response to crises and firefighting. This reactive stance can be modified if managers incorporate the concepts and techniques of strategic management into their implementation toolkits. This article provides both a rationale and a suggested approach for integrating strategic management and operational administration in developing country organizations. The constraints to strategic management are also discussed. The application of the approach is briefly illustrated in the case of helping an African public sector agency build strategic alliances.

An introduction is resented in whcih the editor discusses about the articles in the issue including Africa-global management scholarship, international accreditation by SCOPUS, and managers and professionals as passive research participants.

The COVID-19 pandemic and the resulting lockdowns and restrictions taken by African governments to mitigate the spread of the virus have adversely affected the lives of people, health systems, organizations, society, and national economies. In this special issue, we take the initial steps in providing a broad overview of the effects of the pandemic and the management implications for Africa. We further present six studies that provide preliminary investigations into the impact and responses of individuals, organizations, and nations. The studies focus on the effects of the lockdowns in making sense of societal inequality through social class and race, how cultural orientation and strategic responses affect pandemic outcomes, how the pandemic engenders innovation and entrepreneurship, strategic responses of firms and performance, experiences of and prospects for management education post-COVID-19, and how the pandemic has affected artisanal small-scale miners and mining communities. The Special Issue invites management scholars to undertake further research to improve our understanding and management of the pandemic for the benefit of all Africans. [ABSTRACT FROM AUTHOR]

What happens when Covid-19 meets Africa? To find answers, this article examines tertiary management education delivered by the continent's business schools in the context of Africa's susceptibilities to the pandemic. The concept of proximity is applied as an axiomatic analytic complement to Covid's transmission pathways impacting on the psychosocial foundation of human relations, people's spatial distribution and their time perspectives. Taking management literature into account, proximity is applied to Africa's business schools in terms of their immediate and long-term responses to the pandemic, suggesting practical post-Covid reforms considered from a humanistic management approach to management education and scholarship. A theme throughout this article is that Covid-19's exposure of contextual vulnerabilities presents an opportunity and imperative for business schools' re-missioning and renewal to enhance relevance, quality and building post-Covid resilience. The article provides a framework for the study of other Covid-sensitive sectors or organizations and theory development and testing using different proximity conceptualizations, frames and combinations thereof. Limitations of the study are discussed. [ABSTRACT FROM AUTHOR]

We described the vision for the Africa Journal of Management and the start of a journey five years ago (Kiggundu, M., & Lamont, B. (2015). Introduction to the Africa Journal of Management: The Journey Begins. Africa Journal of Management, 1, 1–3). Here we take stock of the past five years and the collective efforts that have made the journal a success. The journal has greatly benefitted from the support of many talented scholars dedicated to the promotion of scholarship relevant to management research of Africa. We also look to where the journey is likely to lead in the next five years. [ABSTRACT FROM AUTHOR]

Deeper continental integration is considered critical for Africa's future growth, development and transformation. This paper reports on the results of a comprehensive review of the scholarly literature on Africa's continental integration dating back to the 1960s. We wanted to focus on publications drawing on the organization and management literature, but found these to be limited in number and scope. The review covered a range of topics relevant for continental integration including peace and security, decolonization, diplomacy and politics, cultural exchanges, social and economic development, environmental protection, and sustainable development. Although about half of the studies reviewed were atheoretical, the rest covered a range of theories from different disciplines. Most of the studies used documentary analysis and literature reviews; few used survey methods or quantitative data collection and analysis. Review results were grouped into five key areas for continental integration: organizational, economic, political, peace and security, and human rights. The paper concludes by identifying gaps and opportunities for research. Theory development in particular would help to improve understanding of the complexities of continental integration, and guide evidence-based policy and practice for deeper, more effective and sustained continental integration to improve the lives of Africans at home and in the diaspora. [ABSTRACT FROM AUTHOR]

The informal economy is an important phenomenon in African countries, accounting for up to 90% of the jobs in the lowest income Sub-Saharan countries such as Central African Republic and the Democratic Republic of the Congo. Management research about Africa, therefore, cannot be complete without a closer look at and a better understanding of the informal economy on the continent, the opportunities it brings and challenges it faces. Research on the informal economy started during the early 1970s has been conducted mainly by economists and sociologists. Managerial and organizational knowledge of the informal economy in Africa, however, remains largely underdeveloped. We reviewed the literature on the informal economy taking a pan-African approach by surveying 102 studies published from 1992 to 2017 in English, French and Portuguese language outlets. We summarize the current state of the literature, identify seven general themes, raise pertinent research questions, and suggest directions to further advance research about the informal economy with a focus on management and organization knowledge in all of Africa. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editors discuss articles in the issue on topics including entrepreneurship, women's role in artisanal and small-scale mining (ASM), and family-owned business management in the informal economy in Africa.

This article focuses on the meso-micro levels of entrepreneurial family-owned and small firms operating in Africa’s informal economy. It examines how these firms manage formal and informal business activities, and how entrepreneurs manage business risks associated with market imperfections. After a brief review of the literature on the structuring and management of these firms in the context of the informal economy, we present and illustrate the Octopus business model showing the strategic apex, tentacles, and the location of formal and informal business activities along the firm’s value chain. We use a composite sample of 31 case studies and managers’ stories from publicly published sources to illustrate and test the Octopus business model and locations of formal and informal business activities in distinct parts of the value chain. Preliminary results show that in structuring and managing their firms, entrepreneurs make deliberate and at times strategic decisions in their choices and locations of formal or informal business activities. We discuss the results in terms of their implications for management theory development, research, business and management education and training, public policy and practice. [ABSTRACT FROM AUTHOR]

This study examines whether African countries can learn from the experiences of BRIC countries that have informal economies. Our analysis revealed that some characteristics of the informal economy are common in both the BRIC and the select African group. The study found that the size of the economy does not tell the full story about the informal economy, and that post-conflict economies have a higher proportion of informal economy. Countries with the largest informal economies have had the greatest decline. Further, the absolute size of the informal economy is greater in both groups, resulting in more people working in the informal sector than official records would indicate. Moreover, countries with high female labour participation registered a far greater reduction in their informal economies than those countries with low female labour participation. All in all, limited availability of quality data on the nature, structure, behavior and consequences of the informal economy and its relations with the rest of the economy and society need to be overcome for a better understanding of the informal economy and informed development policymaking. [ABSTRACT FROM AUTHOR]

The article focuses on the theme of the third Biennial Africa Academy of Management (AFAM) Conference which was held from 5 to 10 January 2016 in Nairobi, Kenya and the theme of the conference focused on the importance of managing Africa's future. It states that despite the recent collapse of commodity prices in the global economy and the fact that Africa is not immune to the shock and changes in the world economy, there is still optimism in Africa's growth potential in the future.

This article is an extension of the keynote address given by Safaricom's chief executive officer (CEO) at the 2016 AFAM Conference. It provides details about Safaricom, Kenya's leading mobile telecommunications corporation, Safaricom's CEO, Mr. Collymore, and the iconic M-PESA mobile innovation, its sister services and the ecosystem in which it operates. We saw an opportunity to contribute to local management knowledge regarding an expatriate CEO doing well and doing good in Kenya, leading a national strategic corporate champion and driving transformational technological change in an increasingly important digital economy. Discussions of Safaricom's corporate performance include the extent to which the corporation is going well … making money … and doing good … environmental, social, governance contributions … and fighting against corruption. Discussions of M-PESA include its origins, development, performance, its wider impact on Kenya's economy and society and the socioeconomic ecosystem that contributes to its remarkable success. We hope that these discussions will stimulate research and practice by way of theory development [ABSTRACT FROM AUTHOR]

This paper draws upon the most recent literature on administrative theory and practice in developing countries to develop a theory of market imperfections and organizational structure. It advances the proposition that market imperfections are a significant determinant of organizational structure in developing countries. Three mechanisms (culture, organizations and markets) coordinating socio-economic transactions are discussed and compared with one another. Market imperfections in both developing and industrialized countries are compared and contrasted. It was noted that differences between these two types of countries and within developing countries result from two factors: the strength of the drive for self-sufficiency and the density of market transactions. Therefore, in the market imperfections model, apparent qualitative differences between organizational structures in developing and industrialized countries are ultimately due to differences of degree rather than quantum differences. (Reprinted by permission of the publisher.)

This discussion of the limitations to the application of sociotechnical systems (STS) in developing countries (25 case studies) focuses on the determinants: organizational closed systems management; anti-risk dominant governments; varying sources of motivation; specific developing country organizational characteristics; frameworks inadequate for technological innovations; inapplicability of American management principals and vague performance-goals measurements. STS theory and management interventions can be successfully applied, after significant adaptations of change agents and adaptations to the country of application.

This review summarizes literature covering entrepreneurship research in Africa, examining 121 articles published in prominent entrepreneurship and management journals from 2002 to 2015. To do so, this research organizes the work done along three broad themes describing: the African entrepreneur, the entrepreneurial firm, and macro socio-economic conditions. Within this framework, the review examines entrepreneurial attributes with regard to gender, age, education, and work behavior. The topics explored that are relevant to the entrepreneurial firm include organizational forms (e.g., SMEs and family businesses), financial and social capital, as well as the informal economy. Macro socio-economic conditions with respect to the various circumstances African entrepreneurs are subject to are then considered. Issues typical to Africa concerning poverty, corruption, internationalization, and environmental concerns are also examined. In an effort to facilitate future work, this research highlights knowledge gaps concerning the theoretical nature of most of work done, which has primarily been focused within Anglophone African countries. This review concludes by considering what needs to be done to improve the quality of entrepreneurship studies within the African context. [ABSTRACT FROM AUTHOR]

As Africa emerges, rises, and begins to forge a more positive outlook ahead, scholars, business executives, community leaders, and policymakers are increasingly calling for concerted efforts to rethink the future and come up with big ideas for the 21st century. Recognizing this, in 2013, African heads of state and government launched the African Union (AU) Agenda 2063. This agenda is an ambitious vision and action plan intended to drive Africa's change, development, and transformation for the next 50 years. The purpose of this Insights Article is threefold. First, we present an overview of Agenda 2063, including a summary of the vision and action plans. Second, we discuss opportunities and challenges for the effective implementation of Agenda 2063 for Africa's sustaining development and transformation. Finally, we propose specific areas for future management research related to Agenda 2063. [ABSTRACT FROM AUTHOR]

Purpose -- The author was invited to give th e 2011 Inaugural Conference address of the Africa Academy of Management (AFAM). The purpose of this paper is to summarize the remarks of the author's keynote address, so as to make them more widely available to varied audiences and to stimulate research and discussion about the future of African management. Design/methodology/approach -- It is a personal story of an African pioneer in African management education, research and practice. The author also shares personal thoughts for building business schools in Africa. Findings -- AFAM and its members have a role to play to advance Africa's management, leadership and overall development. Originality/value -- The idea is not for others to replicate the author's journey but to learn from it as they forge their own. [ABSTRACT FROM AUTHOR]

The Middle East and North Africa (MENA) region has attracted global attention after the Arab Spring. However, the region's competitiveness in the international arena has not been studied as much as other regions. In this paper we study the pillars of social and economic development in order to compare the competitiveness of the region's monarchies to that of its republics. We select ten republics and eight monarchies that represent their respective groups and discuss their differences and similarities. The results show that monarchies outperform the republics. [ABSTRACT FROM AUTHOR]

This article examines Brazil’s experiences with anti-poverty and progressive social change, and spells out possible lessons for emerging economies with similar challenges. It draws on the Bolsa Familia conditional cash transfers (CCT) and the continuous cash benefits programmes and discusses important aspects of programme leadership, management and coordination. After a brief discussion of poverty, it presents a framework synthesizing key success factors for effective and sustaining programme implementation. Brazil does not offer a ‘blueprint’ for other countries to copy; only lessons from experience. Therefore the article concludes by discussing key ongoing challenges and suggests areas for future research, focusing on comparative studies across countries.Points for practitionersProgress has been made against global poverty, notably in countries experiencing sustained economic growth like Brazil. In spite of these remarkable efforts, challenges remain especially for countries which focus only on macroeconomic growth but not equity or inclusive development. Growth without equity does not eradicate poverty. Accordingly, emerging economies are being urged to pursue multipronged strategies: crafting innovative public policies, reshaping institutions for macroeconomic management, reaching out and engaging target communities, democratization, legislated and constitutionally mandated progressive social change. This article provides practical lessons from experience from Brazil, which practitioners from other emerging economies can adapt to their own circumstances for the effective and sustaining implementation of anti-poverty and progressive social change. It also provides a holistic framework for better understanding the institutional context, leadership, management, inter-government and cross-sectoral coordination and private sector participation. Finally, it identifies some of the key ongoing challenges in Brazil, and suggests areas for applied comparative research. [ABSTRACT FROM AUTHOR]

This article summarizes what is known about entrepreneurs and entrepreneurship in Africa using three broad categories: The Entrepreneur, The Entrepreneurial Firm, and The External Environment. The entrepreneur's attributes relevant for success or failure include demographic variables, psychological factors, work behavior and core competencies. The entrepreneurial firm's relevant factors include organization form, capital resources, corporate governance and technical assistance. Structural weaknesses common to Africanowned firms are identified and discussed. The external environment, made up of various macroeconomic and socio-cultural variables, is considered necessary but not sufficient for sustaining changes in entrepreneurial competencies and firm performance. The paper concludes by discussing what is necessary to generate more useable knowledge, produce better research, scale up and mainstream entrepreneurship in Africa. [ABSTRACT FROM AUTHOR]

Evaluates the use of task interdependence in the theory of job design. Development of initiated task interdependence and received task interdependence as multidimensional concept; Distinctions between initiated and received task interdependence; Association of autonomy on experienced responsibility for own work outcome and initiated task interdependence on experienced responsibility for the work outcome of others.

The article presents the results of a study conducted among eight similarly organized work groups numbering between 17 and 23 mechanics, operators, and supervisors each and employing similar and very sophisticated mechanical-harvesting equipment. The model is developed from a sociotechnical systems perspective of woodlands harvesting, and is designed to explain the productivity variance. This study was carried out in one line unit in each of eight camps in the woodlands division of a forest products company. The line unit was called the 'Koehring phase' after the name of the Koehring shortwood harvester it used. The Koehring phase was centered around five mechanical harvesters and the technical and social support systems they needed to remain operational. The Koehring phase operated under either two or three shift arrangements, depending on the camp. The operators are the core of the Koehring phase. Team performance is directly correlated to the amount of wood they cut. Skill competence was most evident when conditions were bad. When the terrain was muddy, or the wood was slippery and difficult to pile, or the trees were small, the skilled operator could still bring in four or five cords by the end of the shift.

This study investigated the reliability and validity of the Job Diagnostic Survey [JDS] using ratings of the job incumbents, their immediate supervisors, and informed nominated coworkers. It also provides a partial test of the Hackman and Oldham (1976) theory of job design using these multiple job ratings. Results show that previously found psychometric addequacy of the JDS and empirical support of the theory using only job incumbents can be generalized to nonincumbent job ratings. However, the magnitude of the relationships declines as one moves from the' job ratings. [ABSTRACT FROM AUTHOR]

This article proposes a model for the analysis, management and development of research institutes in developing countries which incorporates four interdependent dimensions: (i) a strategic management dimension concerned with the management of the organisation's internal and external environments and their interrelationships; (ii) a dimension concerned with 'collaborative institutional arrangements'; (iii) an internal management and supervision dimension; and(iv) a 'research operations* dimension. A preliminary corroboration of the model's validity is derived from a review of relevant published literature and summaries of evaluation studies of research institutions in developing countries. [ABSTRACT FROM AUTHOR]

The article focuses on market imperfections and organizational structure in developing countries. It states that culture, organizations, and markets help coordinate socio-economic transactions. It mentions that there are four dominant types of organizations in developing countries: entrepreneurial family firms, industrial clusters, multinational firm subsidiaries, and state-owned enterprises. It talks about potential catalysts for organizational change in developing countries, including increased reliability of input supplies, labor market maturation, and growth and specialization.