Abstract
Drawing on literature from the areas of teamwork, organisational theory, international business, cross-cultural management, as well as African history, this Chapter develops a multi-level theory concerning the innovative performance of teams in sub- Saharan Africa.
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References
Gunther (1955), p. 7.
See for example Gunther (1955), p. 7; Morrison et al. (1972); Jones (1988), p. 481; Munene et al. (2000).
Gunther (1955), p. 7; Fage (1995), p. 32; Gupta and Hanges (2004), p. 187.
Kiggundu (1988), p. 169; Beugré and Offodile (2001), p. 536.
Jones (1988), p. 481; Blunt and Jones (1997), p. 15; Richmond and Gestrin (1998), p. xiii; Munene et al. (2000), p. 348; Beugré and Offodile (2001), p. 537; Beugré (2002), p. 1091.
Anakwe (2002), p. 1044.
Kiggundu (1988), p. 170.
Jackson (2002), p. 999.
Richardson (2005), p. 24.
Gupta and Hanges (2004), p. 187.
Goliber (1997), p. 2.
Morrison et al. (1972), p. 20–23.
Kiggundu (1988), p. 170.
Nyambegera (2002), p. 1077.
Matveev and Nelson (2004), p. 255.
Shenkar and Zeira (1992).
Watson et al. (1993), Thomas et al. (1996), Thomas (1999).
Cox and Blake (1991); Thomas (1999); Adler (2002), p. 108–111; Human (2005).
The concept of groupthink originates from Janis (1982). According to Cox and Blake (1991), it refers to the “absence of critical thinking in groups caused partly by excessive preoccupation with maintaining cohesiveness” (p. 51).
Adler (2002), p. 148; Kovach’s research incorporated the observation of 800 second year MBAs in field study teams at UCLA, 1977–1980. Evaluation of the teams was conducted by corporate clients and business faculty members in Los Angeles, California, 1980.
Thomas (1999), p. 258.
Source: Adler (2002), p. 148.
Milliken and Martins (1996), p. 403.
Early and Mosakowski (2000).
The findings of Watson et al. (1993) and Thomas et al. (1996) suggest that the process losses associated with diversity diminish over time. They assume that this is due to the team members becoming more familiar with one another. An additional reason appears to be that diversity management activities from within or outside the team require time to bear fruit.
Human (2005), Richardson (2005).
Horwitz et al. (2002), p. 1030, with reference to Maruyama (1984).
For example, Human (1996), Bland (2000), Nyambegera (2002), Richardson (2005).
Richardson (2005), p. 26.
Nyambegera (2002), p. 1085.
Richardson (2005), p. 26.
Bland (2000).
Richardson (2005), p. 27.
Wallace et al. (1999), p. 553.
Cox and Blake (1991), p. 52.
Human (2005), p. 58.
Adler (2002), p. 153.
House et al. (2004); other studies (e.g. Hofstede (2001)) have been mentioned in Chapter 2.1.2 of this text.
Gupta and Hanges (2004), pp. 178–205.
Gupta and Hanges (2004), pp. 189–192.
Gupta and Hanges (2004), p. 201.
House et al. (2004), p. xv.
Ibid.
Hofstede (2001), p. 10.
Adapted from Gupta and Hanges (2004), p. 193.
Adapted from Gupta and Hanges (2004), p. 194.
Kabaskal and Bodur (2004), p. 570.
Mangaliso (2001), p. 24.
Hofstede (2001), p. 10.
Ashakansy et al. (2004), pp. 301–302.
According to Ashakansy et al. (2004), p. 319, religious devotion refers to soul-searching and purifying rituals; religious dogma refers to belief in matters of the spirit.
Ashakansy et al. (2004), p. 333.
Kanungo and Mendonca (1996), p. 289, Tarakeshwar et al. (2003), p. 389.
Blunt and Jones (1997), p. 15; Power (2006).
Mazrui (1994), p.134 quoted in Blunt and Jones (1997), p. 15.
Kiggundu (1988); Ahiauzu (1989); Jones (1989); Triandis (1995); Dia (1996); Richmond and Gestrin (1998) refer to “communalism”; Beugré and Offodile (2001); Beugré (2002).
Munene et al. (2000) use the term “embeddedness”; Hofstede (2001); Noorderhaven and Tidjani (2001).
Gelfand et al. (2004), p. 472 also find a positive correlation between In-Group Collectivism practices and Humane Orientation practices.
McFarlin et al. (1999), p. 72 with reference to Lessem (1994).
Hofstede (2001), pp. 254–255; Beugré (2002), p. 1096.
Ahiauzu (1989), p. 10.
Ahiauzu (1989), p. 11 refers to Nadel (1942).
Ahiauzu (1989), p. 12.
Mangaliso (2001); the quote above by McFarlin et al. (1999) also refers to this concept.
Mangaliso (2001), p. 25.
Dia (1996), p. 54.
Mangaliso (2001), p. 25.
Mbigí (1997) quoted in Jackson (2002), p. 1010.
See a list of studies regarding African cultural groups and their systems of work organisation in Ahiauzu (1989), p. 13.
Mangaliso (2001).
Kabaskal and Bodur (2004), p. 584.
Mangaliso (2001), p. 26.
Thomas (1999), p. 259.
Högl (1998), pp. 92–93, p. 150.
Kabaskal and Bodur (2004), p. 585 with reference to Frederick (1987).
Kanungo (1990) refers to Eastern societies as an example of “developing world” societies. Based on the above insights regarding Humane Orientation in sub-Saharan Africa, one can assume that these findings are also valid in the African context.
Jones (1988); Dia (1996); Munene et al. (2000) discuss “hierarchy vs. egalitarianism” Hofstede (2001); Noorderhaven and Tidjani (2001); Beugré (2002).
Carl et al (2004), p. 536.
Sully de Luque and Javidan (2004), p. 619.
Sully de Luque and Javidan (2004), p. 626.
Sully de Luque and Javidan (2004), p. 634.
Ibid.
Richmond and Gestrin (1998), p. 33.
Kanungo and Mendonca (1996) discuss the importance of charismatic leadership in developing countries.
Jackson (2004), p. 28.
World Bank (2000).
Hofstede (2001), pp. 82–83.
Högl and Parboteeah (2006), p. 73.
Smith et al. (1994), p. 415 and p. 433.
They refer to Zaltman et al. (1973) as the originators of this argument.
The Oxford Compact English Dictionary (1996).
Power (2006).
Guest (2004), pp. 17–19.
Holman (2006).
Blair (2005).
Nyström (2000) with references to Tordoff (1997) and Bratton and van de Walle (1997).
Azmi (2005).
Nyambegera (2002), p. 1087.
Richmond and Gestrin (1998), p. 12.
Kamoche (2002), p. 213.
Pakenham (1991).
Bley (1981); Dia (1996), p. 3.
For example, previous to colonial rule, the Yoruba tribe of Nigeria did not exist. People of the region identified themselves as members of smaller groupings, such as the Oyo, Egba or Ijebu. They had a common language, but the different dialects were not always mutually understandable. A standard Yoruba vernacular was invented because the colonial authorities as well as the missionaries wanted larger communities to deal with. If people wanted access to western education, they had to adopt this common language (see Jackson (2004), p. 204).
See for example Bley (1981).
Laakso and Olukoshi (1996).
Nyambegera (2002).
Kamoche et al. (2001), p. 213.
Beugré (2002), p. 1098.
Kiggundu (1988), p. 225 mentions an “atmosphere of management by crisis as events would seem to take everybody by surprise.”; Jaeger (1990), p. 142.
Nyambegera (2002).
Beugré (2002), p. 1097 refers to a study by Machungwa and Schmitt (1983), which found tribalism, favouritism and racial discrimination to be the top de-motivators for their Zambian sample.
Anbari et al. (2003).
Matveev and Nelson (2004).
Worldbank (2000), p. 71.
Hickson and Pugh (1995), p. 224.
Dia (1996), p. 3.
Ibid.
Englebert (1997), p. 768.
Kamoche et al. (2001), p. 212.
Abudu (1996), p. 31.
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(2007). Team-Level Innovative Performance in Sub-Saharan Africa. In: Teamwork for Innovation in Sub-Saharan Africa. DUV. https://doi.org/10.1007/978-3-8350-9588-5_3
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