Index
The African Context of Business and Society
ISBN: 978-1-80117-853-2, eISBN: 978-1-80117-852-5
Publication date: 10 October 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Omeihe, K.O. and Harrison, C. (Ed.) The African Context of Business and Society (New Frontiers in African Business and Society), Emerald Publishing Limited, Leeds, pp. 215-221. https://doi.org/10.1108/978-1-80117-852-520221011
Publisher
:Emerald Publishing Limited
Copyright © 2022 Kingsley Obi Omeihe and Christian Harrison
INDEX
Abductive reasoning
, 19
Accountability
, 116
Accountable/accountability
, 116, 127–128, 193
Accounting
, 78, 83, 103
Actuality
, 70
Africa
, 167
African
, 170
African cultures
, 100
African studies
context and institutional logics in
, 4–6
outlook for future
, 7–8
stock of
, 4–7
African value system
, 167
Agenda
, 55
Agriculture
, 174
Anonymity
, 104, 194
ASX Corporate Governance Council (ACG Council)
, 116
Authentic leaders
, 32, 39–40
description of construct
, 46–47
descriptions of leadership
, 41–46
Authentic leadership
, 32, 34–37, 47
conceptualisation
, 34
findings
, 39–49
by followers
, 47–49
linking followers to
, 37–38
methodology
, 38–39
process
, 33
quotes emphasising
, 44
Autonomy
, 64, 116, 118–120, 122, 125, 133
Bank executives
, 57
Banking
, 2, 57
services
, 59
Banks
, 2, 57, 71
Beer, S.
, 58, 68, 70–71
Behavioural outcomes
, 20–21
Benevolence
, 20
Bititci, U.
, 56, 70
Board
, 118, 149
Business age
, 85
Business environment
, 78, 81, 100–101, 104, 132
Business information processing functions
, 83
Capability
, 70
Carbon dioxide (CO2)
, 147
Case study
, 3, 6
Central Bank of Nigeria (CBN)
, 59, 64
Central men
, 179–180
CEOs
, 16, 24
Challenges
, 206–208
Channel
, 138
Closed production process
, 66
Coercive isomorphism
, 140
Collectivism
, 117
Commercial ventures
, 99
Communication
, 138
Community
, 61, 153
Community dialogue
, 154
Community leaders
, 127, 149
Conflicts
, 151, 153
Contribute
, 3, 108, 155
Contribution
, 8, 90, 185
Control function
, 59–60
Coping mechanism
, 25–26
Corporate behaviour
, 116–117
Corporate entities/startups
, 99
Corporate governance (CG)
, 116
data analysis
, 122–125
data collection
, 120
findings
, 125–130
guiding principles
, 116
limitations and future research
, 132–133
methodology
, 120–125
Nigeria’s culture, employment terrain & studies on
, 119
principles and PD cultural contexts
, 117–119
Corporate image
, 143, 150
Corporate misgovernance
, 119
Correlations
, 85
Corruption
, 26, 196
Critical discourse analysis (CDA)
, 3
Critical incident technique (CIT)
, 7, 172
Critical managerial skills
, 81
Critical players
, 98
Cross-case synthesis
, 172
Cross-cultural productivity studies
, 72
Cultural
, 70
Cultural context
, 117
Cultural effects on women in HEIs
, 105–106
Cultural factors
, 98
Cultural hindrances
, 99, 108
Cultural implications
, 98, 100
Cultural influences
, 101
Cultural practices
, 98, 100, 104–105
Cultural values
, 109
Culture
, 116
Data analysis
, 19–20, 104
Data collection
, 38–39
Data display structure
, 60–62
Data transcription
, 60–61
Deconstruction
, 68
Deferring
, 25
Deposit mobilisation target as productivity measures
, 66
Deposit target
, 66
Descriptive statistics
, 85
Developing economy
, 32–34, 36
Developmental theory
, 32, 45
Digital communication
, 141
Digital platforms
, 141
Disclosures
, 119, 127
Dispensers
, 194
Durbars
, 151, 154
Dysfunctional strategies to drive service operations
, 66–67
Ecological protection
, 146
Economic activities
, 138, 169–170, 180
Economy
, 59
Effectiveness
, 59, 70
Efficiency
, 7, 56, 70
Emerging countries
, 138, 152
Emerging economies
, 138
Employees
, 2, 18
Employees relations
, 16
Employers
, 131
Employment terrain
, 119
Enterprising firms
, 99
Entrepreneurial activities
, 98, 100, 167
Entrepreneurial behaviours in family firms
, 98
Entrepreneurial firms
, 191
Entrepreneurial leaders
, 196
challenges in context of developing economy
, 203–206
Entrepreneurial opportunities and activities
, 190
Entrepreneurial process
, 80
Entrepreneurs
, 191–192, 199, 202
Entrepreneurship
, 79, 190, 194
in developing economy
, 191–192
in higher education institutions
, 99–100
and management
, 190
Environmental degradation
, 138
Ethical concerns
, 61
Ethics
, 18, 36
Ethics committee
, 104
Exploratory study
, 18
External factors
, 142, 143–144
External stakeholders
, 144, 146, 149, 152
Face-to-face interviews
, 199
Faith
, 15–16
Faith homophily
, 23
Family belief systems
, 7
Family business
, 106
Family firms
, 98
Family-owned HEIs
, 98
Farmer’s strategy
, 67
Femininity
, 117
Festivals
, 151
Financial institutions
, 56
Findings
, 62–67, 88–90, 104–108, 203–206
Fit and proper person
, 59–60, 64
Followers
, 38–39
demographic profile
, 40
description of authentic leadership by
, 47–49
perception
, 37
Followership
, 33
Foresightedness
, 99
Formal institutions
, 140
Formal observations
, 103–104
Framework
, 70, 146
Future
, 3, 185
Gap
, 8, 18, 185
General services
, 82
General trading
, 82
Ghana
, 79, 139, 141, 154
Giorgi, A.
, 60–61
Glass ceiling
, 108
Global Reporting Initiative Framework (GRI Framework)
, 138, 142
Godwin Governor University
, 101, 103
Government policy inconsistencies and corruption
, 207
Growth
, 47, 79, 194, 198, 208
Harm
, 70–71
Heidegger, M.
, 60
High attrition
, 81–82
High-power distance (HPD)
, 3, 116–119
culture undermines autonomy and stakeholder’s engagement
, 128–130
culture undermines principles of corporate integrity and ethics
, 125–126
culture undermines transparency and accountability
, 126–128
Higher education institutions (HEIs)
, 98
cultural effects on women in
, 105–106
entrepreneurship in
, 99–100
polygamous influences in
, 107–108
women’s entrepreneurial behaviours in
, 106–107
Hofstede model
, 118
Homophily
, 20–22
linking institutional logics and trust through
, 17
trust with
, 24–25
trust without
, 23–24
Host community
, 150, 153, 154
Human capital
, 79–80
theory
, 79–81
Hunter’s strategy
, 67
Husserl, E.
, 60
Impact
, 34
Inadequate capital
, 194–195
Individualism
, 117
Individualism vs. collectivism (IVC)
, 117
Inductive qualitative technique
, 104
Indulgence
, 117
Indulgence vs. restraint (IVR)
, 117
Informal institutions
, 140
Informal observations
, 103–104
Informed consent
, 18, 104
Infrastructural deficit
, 208
Infrastructural facilities
, 195–196
Innovation
, 99
Input
, 6, 58
Insider’s perspective
, 18
Institutional logics
in African Studies
, 4–6
perspective
, 15
religion as
, 15–16
Institutional theory
, 14–15, 139–141
Institutions
, 14, 139–140, 166
Integrative model
, 168
Integrity
, 22
Intellectual property
, 99
Internal stakeholders
, 144, 149
International Council on Mining and Metals (ICMM)
, 143
Interpersonal theory
, 32
Interpretation
, 5, 172
Interpretative coding
, 203
Interpretive
, 60
Interpretivism philosophy
, 38
Interpretivist-constructionist approach
, 196
Interviews
, 122, 145, 199
Intrapersonal theory
, 32
Investor confidence improvement
, 151
Isomorphic change
, 140
Isomorphism
, 140
Johnston, R.
, 57–58
Kenyan Marriage Act of 2014
, 100
Kenyan parliament
, 100
Key performance indicators (KPI)
, 66
KingPele University
, 101, 103
Knowledge
, 58–59
Knowledge work
, 58–59
Knowledge worker
, 58–59
Leadership
, 22, 33
Learning
, 109
Lived experiences
, 56
Local communities
, 132, 154
Long term orientation
, 117
Long-versus short-term orientation (LSTO)
, 117
Low power distance (LPD)
, 118
Mali
, 100
Management
, 56
Managerial competencies
, 78
Managerial performance
, 78, 82–83
Managerial training (MT)
, 78, 81–83
content, efficiency and frequency
, 83
Managerial workplace constraints
, 62, 71
Managing
, 56, 78
Mandatory
, 153
Manufacturing
, 174
Masculinity
, 117
Masculinity versus femininity (MAS)
, 117
Master–servant; dominant power culture strategy
, 64–65
Meaning
, 14
Medium of communication
, 139
Meetings
, 14, 24, 148, 151
Methodological heterogeneity
, 6–7
Methodology
, 18, 171–174
Microfinance
, 2
Microfinance institutions (MFIs)
, 82
Micromanagement practices
, 62–64
Mimetic isomorphism
, 140–141
Mining communities
, 153
Mining industry
, 138–139, 143–144
Mining subsidiaries
, 138
Misgovernance
, 133
Modes
, 148–149
Moral fundamentals
, 46
Motivations
, 142–145, 149–152
Multinational companies (MNCs)
, 138, 144
Multiple case study approach
, 6
Multiple women
, 100
National culture
, 116–117
National Universities Commission (NUC)
, 103
Nescience
, 55, 62
Networking functions
, 83
Networks
methodology
, 171–174
of trade association
, 176–178
unravelling
, 169–171
Nigeria
, 32–33, 56, 118, 166, 190, 192–193
culture
, 119
potential obstacles to retail pharmacy entrepreneurs in
, 194–196
retail pharmacy sector
, 193–194
Nigerian banking sector
, 2, 56, 59–60, 65, 68
Nigerian trader-owned enterprises
, 167
Normative isomorphism
, 140
Normative principle
, 70
Norms
, 166, 171
and sanctions in trust-based network relationships
, 180–181
Observations
, 6–7, 97, 106
Official knowledge workers (oKWs)
, 59, 62, 68
Olekanma, O.
, 2, 5, 7, 60
One-to-one interview approach
, 199
Organisational resilience
, 78–81
construct definition and measurement
, 82–84
findings
, 88–90
human capital theory and
, 79–81
managerial training, SME performance and resilience
, 81–82
research methodology
, 82–84
results
, 85–88
sample and data
, 82
Organisational trust
, 15–17
Organisations
, 2, 14, 18, 22, 58, 81, 99, 133
Owners
, 109
Parent Company
, 152
Performance
, 78
Personal knowledge
, 59
Pharmaceutical Society of Nigeria
, 194
Pharmacists Council of Nigeria (PCN)
, 198
Phenomenological approach
, 60
Phenomenological strategy
, 33
Phenomenology
, 60
Political instability
, 196
Polyandry
, 100
Polygamists
, 99–100, 103–104, 106–108
Polygamous family firms
, 99
data analysis
, 104
data collection
, 101–104
findings
, 104–108
literature review
, 99–101
methodology
, 101–104
Polygamous influences in HEIs
, 107–108
Polygamous marriages
, 100
Polygamy
, 98, 100–101
cultural perspectives on
, 101
Polygyny
, 100
Potential nescience economy
, 65
Potentiality
, 55, 70
Power distance (PD)
, 117
Practices
, 119
Pragmatic vs. normative orientation
, 117
Pressure
, 25, 141, 149
Processes
, 58, 116
Product innovation functions
, 83
Productivity model
, 71
Professionals
, 141
Profitability
, 59, 65–66
Promoting entrepreneurial activities
, 98
Proprietor
, 101–102
Psychic distance
, 179
QSR-NVivoTM software package
, 203
Qualitative approach
, 7, 38
Qualitative interviewing
, 199
Qualitative interviews
, 199
Qualitative methodology
, 120
Quality
, 57, 65
Quantitative approach
, 6
Quantity
, 58, 68, 70
Real-world practice
, 71
Regression analysis
, 85–88
Reiterative process
, 19
Religion
, 5, 13–14
data analysis
, 19–20
findings and results
, 20–23
as institutional logic
, 15–16
methodology
, 18
practical implications and limitations of study
, 26
impact of religious logic on workplace behaviour
, 25–26
theoretical background
, 15–17
trust with homophily
, 24–25
trust without homophily
, 23–24
Religious homophily
, 23, 25
Religious logic
, 16, 20–23
impact of religious logic on workplace behaviour
, 25–26
Research
, 3, 15, 26
Research gap
, 100, 139
Research question
, 18–19, 23, 197, 203
Resilience
, 78, 80–82
Resource-based view
, 101
Resources
, 56, 179
Respect
, 70, 125
Restraint
, 117
Retail pharmacy sector
, 190
challenges
, 206–208
data analysis
, 202–203
data collection
, 200–202
entrepreneurship
, 190–196
findings
, 203–206
literature review
, 190
methodology
, 196–203
Nigeria
, 192–193
sample for study
, 197–198
Reward management
, 116
Risk
, 17
Root Mean Residual (RMR)
, 84
Root Mean Square Error of Approximation (RMSEA)
, 84
Rule takers
, 64
Rules of the game
, 140
Schumpeterian concept
, 98–99
Self-awareness
, 46
Self-questioning
, 101
Semblance of snowball sampling technique
, 38–39
Semi-structured interviews
, 7, 18, 103, 199
Senior executives
, 116, 119
Service
, 57–58
Service capacity
, 64
Service environment
, 56
Service innovation functions
, 83
Service operations
, 55–56, 60, 72
Service production process
, 60
Service productivity (SP)
, 56–58
context of study
, 59–60
findings
, 62–67
literature review
, 57–60
managerial approaches classifications
, 69
methodological considerations
, 60–62
Shafti, F.
, 56, 68
Shared cultural norms
, 7
Shareholders
, 127
Short term orientation
, 117
Skilled manager
, 80
Small and Micro enterprises (SMEs)
, 5, 79
managers
, 88
performance
, 81–82
Snowball sampling
, 198
Social constructionist
, 99
Social disruptions
, 138
Social norms
, 166–167
dimensions
, 168–169
traders’ perception of
, 181–183
unravelling networks and
, 169–171
Social responsibility
, 144
Socially constructed practices
, 1, 4, 15, 99–100
Societal values
, 71
Socio-economic needs
, 104
Solvency
, 57, 66, 71
Southern parts of Nigeria
, 101
Spin-offs
, 99
Spirituality
, 15–16
Stakeholder engagement
, 118, 120, 122
Stakeholder legitimacy
, 150–151
Stakeholder requirements
, 149–150
Stakeholders
, 3, 60, 153
Stock of African studies
, 4–7
Student population
, 103
Study participants
, 17, 57, 60–62, 70
Sub-Saharan Africa
, 56
Sub-Saharan African banks
, 56
Suboptimal products
, 68
Subordinates
, 116, 118, 128, 132
Subsidiary
, 138–139, 144
Superiors
, 116, 118–119, 132
Survival and growth
, 100–101
Sustainability
, 3, 138
Sustainability activities
, 139, 142, 143, 146, 149, 154
Sustainability reporting
, 138
elements
, 142, 146–148
implications
, 155–156
institutional theory and
, 139–141
medium, elements and motivations
, 141–142
and mining industry
, 143–144
modes
, 148–149
motivations
, 142–145, 149–152
research methodology
, 144–146
results
, 146–152
theoretical foundation
, 139–144
Systems
, 116, 118
Technical competency
, 78
Technology deficit
, 208
Text analysis
, 60–62
Thematic analysis
, 19, 203
Thematic analysis procedure (TAP)
, 122
Themes
, 20–21, 32, 39, 62, 122, 197, 203
Theoretical model
, 4, 37, 168, 196
Traders
, 174–175
perception of social norms
, 181–183
Training
, 7, 80, 83
Trans positional cognition Approach (TPCA)
, 7
bracketing
, 61
synthesised phenomenological approach
, 60–62
Transites
, 179–180
Transparency
, 46, 116, 133, 153
Triple Bottom Line
, 143, 146, 152
Trust
, 17, 20–22, 166
based on working relationships
, 178–179
dimensions
, 168–169
without homophily
, 23–24
with homophily
, 24–25
mechanisms
, 176–178
and networks of transites or central men
, 179–180
Tucker-Lewis Index (TLI)
, 84
Uncertainty avoidance (UA)
, 117
Unethical practices
, 25
University spin-off
, 99
Valuable, rare, inimitable and non-substitutable (VRIN)
, 80
Values
, 4–5, 14, 21–22, 130
Van Manen, M.
, 60–61
Viable System Model (VSM)
, 68
Vulnerability
, 17
Within-case synthesis
, 172
Women
, 98–99, 104, 107, 183
Women’s entrepreneurial behaviours in HEIs
, 106–108
Women’s empowerment
, 99
Workplace constraint
, 59
Workplace managerial constraints (WMC)
, 68, 70
- Prelims
- Chapter 1: Introduction to the African Context of Business and Society: The way Forward
- Part One: Business
- Chapter 2: Religion a Driver for Employees’ Trust in CEOs
- Chapter 3: Defining Authentic Leadership: A Developing Economy Perspective
- Chapter 4: Managing Service Productivity In Sub-saharan African Banks: The Case of Nigerian Knowledge Workers
- Chapter 5: Crafting Organisational Resilience Through Managerial Performance
- Part Two: Society
- Chapter 6: Cultural Effects on Women’s Entrepreneurial Behaviours in Higher Education Institutions: A Study of The Polygamous Family Firm Context in the Southern Region of Nigeria
- Chapter 7: Corporate Governance Principles and the Challenges of High-power Distance Culture: The Experience of Nigeria’s Employment Terrain
- Chapter 8: Contextualising Sustainability Reporting in Host Communities: An Insight from a Mining Subsidiary in Ghana
- Chapter 9: The Strength of Trust, Social Norms and Entrepreneurship for Trade Networks: Evidence from Nigerian Trader-Owned Enterprises
- Chapter 10: Challenges Faced by Entrepreneurs in Nigeria: A Study of the Retail Pharmacy Sector
- Index