Teamwork for Innovation in Sub-Saharan AfricaSpringer Science & Business Media, 2007年11月13日 - 247 頁 Titilayo Seriki has developed a new theoretical approach to explain the success of teams operating within the complex societal context of sub-Saharan Africa. While prior literature often suggests that organisational and national contexts are highly significant to team process and outcomes, these factors are seldom specified and their possible influence seldom studied. The cross-level character of this research framework (analysis of interrelationships between societal, organisational, and team levels) is a novel and necessary contribution to the research on teamwork and project management. The author focuses on sub-Saharan Africa as a region of increasing economic importance. International organisations consider Africa as a market for expansion due especially to its wealth of natural resources as well as its immense growth opp- tunities. A deeper knowledge of the cultural and institutional environments is needed to design appropriate business strategies and internal processes within the organi- tion. Based on existing literature, Dr. Seriki logically hypothesises chains of influence from the societal context to the innovation team, via the organisation as a mediator. The identification of common societal forces across sub-Saharan Africa and the analysis of consequences for organisations and teams provide a valuable contri- tion to the management literature, especially given the recent interest in the region by countries such as China. |
內容
Figures Figure | 1 |
Figure | 4 |
Structure of this Dissertation | 5 |
Theory | 7 |
The Onion of Culture | 9 |
Societal Context Elements Studied | 16 |
TeamLevel Elements Studied | 22 |
The Organisation Inbetween Society and Team | 23 |
Model of TeamLevel Innovative Performance in SubSaharan Africa | 71 |
Empirical Research 73 | 72 |
Case Study Design | 83 |
The Ladder of Analytical Abstraction | 88 |
Case Studies | 91 |
Interpretive CrossCase Analysis | 119 |
Relationship Network based on Evidence from Cases A B D E | 130 |
Relationship Network based on Evidence from Cases A B and C | 136 |
Ethical Climate Types in the Organisation | 28 |
Management Systems in SubSaharan Africa | 30 |
Organisational Context Elements Studied | 32 |
Conceptual Framework for this Study | 33 |
TeamLevel Innovative Performance in SubSaharan Africa | 35 |
Map of SubSaharan Africa | 37 |
Team Effectiveness | 43 |
Exploring Possibilities | 147 |
Implications and Limitations | 159 |
Appendix | 167 |
Figure | 200 |
Organisational Chart for Projects at CCase Company | 201 |
References 233 | 232 |
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常見字詞
A-Case According achieve actually analysis appeared approach B-Case Company C-Case team Centralisation Chapter characteristics collection communication concerning consequence context contribute Corruption countries creativity cultural decision-making decisions described developed dimensions discussed diversity E-Case effects Efficiency egalitarian elements employees environment especially ethnic Europe example exist expected explains factors findings focus forces Formalisation Friendship functional further Future German given goals groups high level Humane Orientation ideas identified important indicate individual influence innovation teams innovative performance institutional Interest internal interview issue leader means medium motivation Nigerian organisational climate people-management policies positive possible Power Distance practices problems Profit project manager refers reflected regarding reported Responsibility rules scores seen shows skills Social Responsibility society South African strong structure sub-Saharan Africa success Table task team level team members teamwork values