Skip to main content

Team-Level Innovative Performance in Sub-Saharan Africa

  • Chapter
Teamwork for Innovation in Sub-Saharan Africa

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.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Gunther (1955), p. 7.

    Google Scholar 

  2. See for example Gunther (1955), p. 7; Morrison et al. (1972); Jones (1988), p. 481; Munene et al. (2000).

    Google Scholar 

  3. Gunther (1955), p. 7; Fage (1995), p. 32; Gupta and Hanges (2004), p. 187.

    Google Scholar 

  4. Kiggundu (1988), p. 169; Beugré and Offodile (2001), p. 536.

    Google Scholar 

  5. 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.

    Google Scholar 

  6. Anakwe (2002), p. 1044.

    Google Scholar 

  7. Kiggundu (1988), p. 170.

    Google Scholar 

  8. Jackson (2002), p. 999.

    Google Scholar 

  9. Richardson (2005), p. 24.

    Google Scholar 

  10. Gupta and Hanges (2004), p. 187.

    Google Scholar 

  11. Goliber (1997), p. 2.

    Google Scholar 

  12. Morrison et al. (1972), p. 20–23.

    Google Scholar 

  13. Kiggundu (1988), p. 170.

    Google Scholar 

  14. Nyambegera (2002), p. 1077.

    Google Scholar 

  15. Matveev and Nelson (2004), p. 255.

    Google Scholar 

  16. Shenkar and Zeira (1992).

    Google Scholar 

  17. Watson et al. (1993), Thomas et al. (1996), Thomas (1999).

    Google Scholar 

  18. Cox and Blake (1991); Thomas (1999); Adler (2002), p. 108–111; Human (2005).

    Google Scholar 

  19. 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).

    Google Scholar 

  20. 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.

    Google Scholar 

  21. Thomas (1999), p. 258.

    Google Scholar 

  22. Source: Adler (2002), p. 148.

    Google Scholar 

  23. Milliken and Martins (1996), p. 403.

    Google Scholar 

  24. Early and Mosakowski (2000).

    Google Scholar 

  25. 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.

    Google Scholar 

  26. Human (2005), Richardson (2005).

    Google Scholar 

  27. Horwitz et al. (2002), p. 1030, with reference to Maruyama (1984).

    Google Scholar 

  28. For example, Human (1996), Bland (2000), Nyambegera (2002), Richardson (2005).

    Google Scholar 

  29. Richardson (2005), p. 26.

    Google Scholar 

  30. Nyambegera (2002), p. 1085.

    Google Scholar 

  31. Richardson (2005), p. 26.

    Google Scholar 

  32. Bland (2000).

    Google Scholar 

  33. Richardson (2005), p. 27.

    Google Scholar 

  34. Wallace et al. (1999), p. 553.

    Google Scholar 

  35. Cox and Blake (1991), p. 52.

    Google Scholar 

  36. Human (2005), p. 58.

    Google Scholar 

  37. Adler (2002), p. 153.

    Google Scholar 

  38. House et al. (2004); other studies (e.g. Hofstede (2001)) have been mentioned in Chapter 2.1.2 of this text.

    Google Scholar 

  39. Gupta and Hanges (2004), pp. 178–205.

    Google Scholar 

  40. Gupta and Hanges (2004), pp. 189–192.

    Google Scholar 

  41. Gupta and Hanges (2004), p. 201.

    Google Scholar 

  42. House et al. (2004), p. xv.

    Google Scholar 

  43. Ibid.

    Google Scholar 

  44. Hofstede (2001), p. 10.

    Google Scholar 

  45. Adapted from Gupta and Hanges (2004), p. 193.

    Google Scholar 

  46. Adapted from Gupta and Hanges (2004), p. 194.

    Google Scholar 

  47. Kabaskal and Bodur (2004), p. 570.

    Google Scholar 

  48. Mangaliso (2001), p. 24.

    Google Scholar 

  49. Hofstede (2001), p. 10.

    Google Scholar 

  50. Ashakansy et al. (2004), pp. 301–302.

    Google Scholar 

  51. 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.

    Google Scholar 

  52. Ashakansy et al. (2004), p. 333.

    Google Scholar 

  53. Kanungo and Mendonca (1996), p. 289, Tarakeshwar et al. (2003), p. 389.

    Google Scholar 

  54. Blunt and Jones (1997), p. 15; Power (2006).

    Google Scholar 

  55. Mazrui (1994), p.134 quoted in Blunt and Jones (1997), p. 15.

    Google Scholar 

  56. Kiggundu (1988); Ahiauzu (1989); Jones (1989); Triandis (1995); Dia (1996); Richmond and Gestrin (1998) refer to “communalism”; Beugré and Offodile (2001); Beugré (2002).

    Google Scholar 

  57. Munene et al. (2000) use the term “embeddedness”; Hofstede (2001); Noorderhaven and Tidjani (2001).

    Google Scholar 

  58. Gelfand et al. (2004), p. 472 also find a positive correlation between In-Group Collectivism practices and Humane Orientation practices.

    Google Scholar 

  59. McFarlin et al. (1999), p. 72 with reference to Lessem (1994).

    Google Scholar 

  60. Hofstede (2001), pp. 254–255; Beugré (2002), p. 1096.

    Google Scholar 

  61. Ahiauzu (1989), p. 10.

    Google Scholar 

  62. Ahiauzu (1989), p. 11 refers to Nadel (1942).

    Google Scholar 

  63. Ahiauzu (1989), p. 12.

    Google Scholar 

  64. Mangaliso (2001); the quote above by McFarlin et al. (1999) also refers to this concept.

    Google Scholar 

  65. Mangaliso (2001), p. 25.

    Google Scholar 

  66. Dia (1996), p. 54.

    Google Scholar 

  67. Mangaliso (2001), p. 25.

    Google Scholar 

  68. Mbigí (1997) quoted in Jackson (2002), p. 1010.

    Google Scholar 

  69. See a list of studies regarding African cultural groups and their systems of work organisation in Ahiauzu (1989), p. 13.

    Google Scholar 

  70. Mangaliso (2001).

    Google Scholar 

  71. Kabaskal and Bodur (2004), p. 584.

    Google Scholar 

  72. Mangaliso (2001), p. 26.

    Google Scholar 

  73. Thomas (1999), p. 259.

    Google Scholar 

  74. Högl (1998), pp. 92–93, p. 150.

    Google Scholar 

  75. Kabaskal and Bodur (2004), p. 585 with reference to Frederick (1987).

    Google Scholar 

  76. 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.

    Google Scholar 

  77. Jones (1988); Dia (1996); Munene et al. (2000) discuss “hierarchy vs. egalitarianism” Hofstede (2001); Noorderhaven and Tidjani (2001); Beugré (2002).

    Google Scholar 

  78. Carl et al (2004), p. 536.

    Google Scholar 

  79. Sully de Luque and Javidan (2004), p. 619.

    Google Scholar 

  80. Sully de Luque and Javidan (2004), p. 626.

    Google Scholar 

  81. Sully de Luque and Javidan (2004), p. 634.

    Google Scholar 

  82. Ibid.

    Google Scholar 

  83. Richmond and Gestrin (1998), p. 33.

    Google Scholar 

  84. Kanungo and Mendonca (1996) discuss the importance of charismatic leadership in developing countries.

    Google Scholar 

  85. Jackson (2004), p. 28.

    Google Scholar 

  86. World Bank (2000).

    Google Scholar 

  87. Hofstede (2001), pp. 82–83.

    Google Scholar 

  88. Högl and Parboteeah (2006), p. 73.

    Google Scholar 

  89. Smith et al. (1994), p. 415 and p. 433.

    Google Scholar 

  90. They refer to Zaltman et al. (1973) as the originators of this argument.

    Google Scholar 

  91. The Oxford Compact English Dictionary (1996).

    Google Scholar 

  92. Power (2006).

    Google Scholar 

  93. Guest (2004), pp. 17–19.

    Google Scholar 

  94. Holman (2006).

    Google Scholar 

  95. Blair (2005).

    Google Scholar 

  96. Nyström (2000) with references to Tordoff (1997) and Bratton and van de Walle (1997).

    Google Scholar 

  97. Azmi (2005).

    Google Scholar 

  98. Nyambegera (2002), p. 1087.

    Google Scholar 

  99. Richmond and Gestrin (1998), p. 12.

    Google Scholar 

  100. Kamoche (2002), p. 213.

    Google Scholar 

  101. Pakenham (1991).

    Google Scholar 

  102. Bley (1981); Dia (1996), p. 3.

    Google Scholar 

  103. 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).

    Google Scholar 

  104. See for example Bley (1981).

    Google Scholar 

  105. Laakso and Olukoshi (1996).

    Google Scholar 

  106. Nyambegera (2002).

    Google Scholar 

  107. Kamoche et al. (2001), p. 213.

    Google Scholar 

  108. Beugré (2002), p. 1098.

    Google Scholar 

  109. Kiggundu (1988), p. 225 mentions an “atmosphere of management by crisis as events would seem to take everybody by surprise.”; Jaeger (1990), p. 142.

    Google Scholar 

  110. Nyambegera (2002).

    Google Scholar 

  111. 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.

    Google Scholar 

  112. Anbari et al. (2003).

    Google Scholar 

  113. Matveev and Nelson (2004).

    Google Scholar 

  114. Worldbank (2000), p. 71.

    Google Scholar 

  115. Hickson and Pugh (1995), p. 224.

    Google Scholar 

  116. Dia (1996), p. 3.

    Google Scholar 

  117. Ibid.

    Google Scholar 

  118. Englebert (1997), p. 768.

    Google Scholar 

  119. Kamoche et al. (2001), p. 212.

    Google Scholar 

  120. Abudu (1996), p. 31.

    Google Scholar 

Download references

Rights and permissions

Reprints and permissions

Copyright information

© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden

About this chapter

Cite this chapter

(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

Download citation

Publish with us

Policies and ethics