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Bringing together conceptual, theoretical and evidence-based contributions from a diverse set of experts, this book provides a comprehensive analysis of energy in Africa, from a management perspective. Taking a closer look at the global energy environment and security in developing areas of the region, the authors discuss the significance of energy policy to the socio-economic growth of the continent. This important book tackles the challenge of ensuring sustainability in Africa and focuses on both fossil fuels and renewable energy. Essential reading for researchers interested in energy management, sustainability, and energy policy, this noteworthy collection of interdisciplinary contributions provides examples of effective energy management in Africa

PurposeThere appears to be an ever‐insatiable demand from markets for organisations to improve their products and services. To meet this, there is a need to provide business process improvement (BPI) methodologies that are holistic, structured and procedural. Therefore, this paper describes research that has formed and tested a generic and practical methodology termed model‐based and integrated process improvement (MIPI) to support the implementation of BPI; and to validate its effectiveness in organisations. This methodology has been created as an aid for practitioners within organisations.Design/methodology/approachThe research objectives were achieved by: reviewing and analysing current methodologies, and selecting a few frameworks against key performance indicators. Using a refined Delphi approach and semi‐structured interview with the "experts" in the field. Intervention, case study and process research approach to evaluating a methodology.FindingsThe BPI methodology was successfully formed and applied by the researcher and directly by the companies involved against the criteria of feasibility, usability and usefulness.Research limitations/implicationsThe paper has demonstrated a new knowledge on how to systematically assess a BPI methodology in practice.Practical implicationsModel‐based and integrated process improvement methodology (MIPI) methodology offers the practitioner (experienced and novice) a set of step‐by‐step aids necessary to make informed, consistent and efficient changes to business processes.Originality/valueThe novelty of this research work is the creation of a holistic workbook‐based methodology with relevant tools and techniques. It extends the capabilities of existing methodologies.

This article applies social network analysis (SNA) as a methodological tool to investigate University-Industry (U–I) dynamism within the context of the Nigerian oil and gas industry. It examines the roles multiple stakeholders should play in enhancing an up-to-date curriculum in higher education institutions (HEIs). Based on stakeholder theory, participants were categorised into real stakeholders, stakewatchers and stakekeepers. Drawing from documentary evidence and 28 semi-structured interviews, three main themes emerged from thematic content analysis: (1) curriculum dynamism and the need for curriculum modification, (2) tutor-practitioner interaction and (3) issues surrounding U-I dynamism. Findings revealed that the present curriculum is not in tandem with current industry requirements, and the level of interactivity between the industry stakeholders and universities is low, thus having a knock-on effect on the dynamicity of the HEI curriculum. Further tests revealed that industry stakeholders occupy the position of global centrality within the network rather than government who are the regulators; a network density of 0.86 was obtained, mainly consisting of industry stakeholder groups while HEIs largely accounted for the residual unconnectedness (14%) within the network.

Purpose. The purpose of this paper is to determine if and how role models presented in entrepreneurship education can influence students' entrepreneurial activity given that the lack of financial and material means render most role models unattainable. Design/methodology/approach. Data were collected in three stages from an entrepreneurship workshop programme held in Lagos, Nigeria. Nigerian and European undergraduate and graduate business students worked together to develop sustainable business ideas for the European and African market. In this exploratory paper, the emphasis for analysis is on the Nigerian students. Findings. Based on the research results, the authors identified four types of role models and gained insight into how and why they could inspire students at different stages of entrepreneurship education. Research limitations/implications. This research is highly contextual with an emphasis on Europe and Africa. Given the relatively small sample of the European students in this study, this paper only presents findings from the Nigerian students. In view of time and sample size constraints, it would be useful to do a longitudinal international study to compare the approaches taken by European and African higher education institutions to develop an understanding of role models in entrepreneurship education and entrepreneurial activity. Further study is needed to explore whether role models are the way forward to address the processes of student entrepreneurial learning in the context of entrepreneurship education in Nigeria. Further work could also uncover deeper convictions, the attitudes of students with regard to race and gender, and consider implications for practice between university and industry. Practical implications. The paper contributes to the development of entrepreneurship education in the context of Nigeria's emerging economy and makes suggestions on how to stimulate entrepreneurial activity through the targeted use of role models. Social implications. In view of financial, material or societal constraints to attain role models, the result of this study can be applied in other African contexts or emerging economies to develop the understanding of the relationship between role models in the industry, higher education practices and government policy. The findings of this study show that the highest impact gained is from "real-life" exchanges between students and entrepreneurs. Originality/value. Traditional entrepreneurship education fails because the learner's process of integrating and applying behaviours of entrepreneurial examples and programmes is opaque. Research on role models suggests that where they have a positive impact is where they are perceived as self-relevant and attainable. This idea is explored in the particular context of entrepreneurship education in Nigeria in West Africa, which is characterised by highly limited and fluctuating resources despite Nigeria's relative wealth. The authors conclude with suggestions for the use of role models in entrepreneurship education, especially in the Nigerian higher education context. This paper, therefore, contributes to research on entrepreneurship role model education in emerging economies.

This paper undertakes the first stakeholder analysis of the Nigerian oil and gas industry local content development (LCD) policy to gain a better understanding of the extent of stakeholders' interactions and how such interactions align to conditions conducive to local content development. Drawing from policy documents and semi-structured interviews, 15 stakeholder groups are identified, and seven of them categorized as key "players." A social network analysis then reveals that (i) a significant proportion of relationships between key players are unidirectional; (ii) a marginal role is played by higher education institutions within the network; (iii) it is international oil companies rather than indigenous operators that exhibit "global centrality" within the industry network, with the former stakeholder group pivotally determining industry activities. Our findings provide a valuable first step toward the development of a polycentric framework for the appraisal of the Nigerian local content development policy.

PurposeThis paper describes research that has sought to create a formal and rational process that guides manufacturers through the strategic positioning decision.Design/methodology/approachThe methodology is based on a series of case studies to develop and test the decision process.FindingsA decision process that leads the practitioner through an analytical process to decide which manufacturing activities they should carryout themselves.Practical implicationsStrategic positioning is concerned with choosing those production related activities that an organisations should carry out internally, and those that should be external and under the ownership and control of suppliers, partners, distributors and customers.Originality/valueThis concept extends traditional decision paradigms, such as those associated with "make versus buy" and "outsourcing", by looking at the interactions between manufacturing operations and the wider supply chain networks associated with the organisation.