Highlighting an important emerging trend in FDI to Africa, this book consists of important contributions focusing on an increase in trade and investment between African countries. An area that until now has received little attention, this volume aims to define the key issues and explores the challenges and outcomes that have characterized Africa-to-Africa internationalization, providing guidance on directions for future research. Africa-to-Africa Internationalization includes both conceptual and empirical contributions, illustrating the practical issues in intra-African trade and investment. Providing readers with a deep sense of the realities and challenges of cross-border investments within the region, the cases included in the book are useful pedagogical materials for faculty members interested in teaching international business in the African context
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Highlighting an important emerging trend in FDI to Africa, this book consists of important contributions focusing on an increase in trade and investment between African countries. An area that until now has received little attention, this volume aims to define the key issues and explores the challenges and outcomes that have characterized Africa-to-Africa internationalization, providing guidance on directions for future research. Africa-to-Africa Internationalization includes both conceptual and empirical contributions, illustrating the practical issues in intra-African trade and investment. Providing readers with a deep sense of the realities and challenges of cross-border investments within the region, the cases included in the book are useful pedagogical materials for faculty members interested in teaching international business in the African context.
This study examines: (i) how top-level managerial institutional ties drive corporate sustainability strategies of emerging market firms operating under conditions of institutional adversity; (ii) the impact of corporate sustainability strategies on market performance; and (iii) the moderating role of financial resource slack on the relationships between corporate sustainability strategies and market performance. The study builds from institutional development logic and the structure–conduct–performance paradigm. Primary data are collected from 300 firms operating in a major sub-Saharan African market. Findings show that top-level managerial institutional linkages with regulatory national governmental officials, local community leaders, and top managers at other firms drive corporate proactive and responsive sustainability strategies, which in turn influence market performance. In addition, the findings reveal that financial resource slack strengthens the path between corporate proactive sustainability strategies and market performance, but not the path between corporate responsive sustainability strategies and market performance. Theoretical and practical implications are discussed.
This study examines (i) how top-level managerial institutional ties drive corporate sustainability strategies of emerging market firms operating under conditions of institutional adversity; (ii) the impact of corporate sustainability strategies on market performance; and (iii) the moderating role of financial resource slack on the relationships between corporate sustainability strategies and market performance. The study builds from institutional development logic and the structure–conduct–performance paradigm. Primary data are collected from 300 firms operating in a major sub-Saharan African market. Findings show that top-level managerial institutional linkages with regulatory national governmental officials, local community leaders, and top managers at other firms drive corporate proactive and responsive sustainability strategies, which in turn influence market performance. In addition, the findings reveal that financial resource slack strengthens the path between corporate proactive sustainability strategies and market performance, but not the path between corporate responsive sustainability strategies and market performance. Theoretical and practical implications are discussed. ; http://wileyonlinelibrary.com/journal/bse ; pm2021 ; Gordon Institute of Business Science (GIBS)
Purpose Contemporary sales scholarship suggests that salespersons pursuing customer satisfaction should improvise (think and act on their feet) to find solutions to customers' emergent problems. A missing link in this literature, however, is the relational context within which improvisation takes place and becomes effective. This study aims to examine how the tone of the salesperson–customer relationship (whether cordial or coercive) drives and conditions salesperson improvisation and its implications for customer satisfaction.
Design/methodology/approach The study tests the proposed model using dyadic salesperson–customer data from business-to-business (B2B) markets in Ghana. The relationships are tested using structural equation modeling technique.
Findings The study finds that salesperson improvisation is associated with customer satisfaction. It also finds the extent of cordiality between salespersons and their customers predicts but does not enhance the value of improvisation for customer satisfaction. The reverse is true for customer exercised coercive power which is not a significant driver of improvisation but can substantially alter its benefits for the worse.
Practical implications By implication, salespersons should improvise more to be able to satisfy customers. However, such improvisation must be tempered with a consciousness of the relationship shared with customers and the level of power they exercise in the relationship.
Originality/value Because improvised behavior deviates from routines and may be unsettling for customers, improvising salespersons must first understand whether their customers would be willing to accommodate such deviations. Yet, the literature is silent on this relational context surrounding improvisation. This study, by exploring facilitating and inhibitory relational variables implicated in improvisation, addresses this gap.
This study draws insights from the literatures on entrepreneurial learning from failure and organizational imprinting to develop an evolutionary phase model to explain how prior business failure experience influences successive newly started businesses. Using multiple case studies of entrepreneurs located in an institutionally developing society in Sub-Sahara Africa, we uncover four distinctive phases of postentrepreneurial business failure: grief and despair, transition, formation, and legacy phases. We find that while the grieving and transition phases entailed processes of reflecting and learning lessons from the business failure experiences, the formation and legacy phases involve processes of imprinting entrepreneurs' experiential knowledge on their successive new start-up firms. We conclude by outlining a number of fruitful avenues for future research.
