This special issue focuses on decolonising management and organisational knowledge (MOK), a vital and timely endeavour. The contemporary globalised world is experiencing new and continuing conditions of coloniality/decoloniality (Mignolo & Walsh, 2018) organised by forces of transnational capital and the nation-state on the one side, but counter-balanced by resurging, insurging peoples and scholars on the other. The nature and momentum of these axes of neo-colonial power and decolonial praxis-theory (Mignolo & Walsh, 2018) has led Mbembe (2016: 36) to observe that the “decolonizing project is back on the agenda worldwide”. Decolonial conversations set out to both critique the “dominant Eurocentric academic model” and “imagine what an alternative to this model could look like” (Mbembe, 2016: 36). Decolonial feminists (Lugones, 2010; Mohanty, 2003; Simpson, 2011) call for nothing less than the transformation of hetero-patriarchal, colonial, and racist structures of organisation and power, and the revival of Indigenous knowledges-practices. Most MOK as is generally understood – theory, discourse, practice, and its asymmetrical generative structures of production, distribution, and consumption - is based on the dominant Eurocentric academic model. Decolonising sentiments in respect of that model have expressed themselves as a recent coming together of regional scholars and non-scholars (e.g., the African AOM, LAEMOS) to assert difference from hegemonic forms of MOK built on colonial blindness. It is no coincidence, then, that over a third of all “decolonial management” scholarship emerged in the year 2017 alone (googlescholar search on 12 October 2018). It is therefore timely to revisit the broad theme of coloniality/decoloniality, and management and organisational knowledge.
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The Africa Academy of Management is seeking nominations for the 2020 Emerald Africa Academy of Management Trailblazer Award. Purpose of the Award: The purpose of the Emerald Africa Academy of Management Trailblazer Award is to recognize a scholar who has taken a leadership role in promoting and advancing management knowledge in and about Africa.
Recent work-family (WF) meta-analyses have all but left out the scholarship of and about work and family intersections in Africa (Allen, French, Dumani, & Shockley, 2015; Shockley, Douek, Smith, Yu, Dumani, & French, 2017). Yet WF research is accumulating in South Africa, Ghana, and other African nations (Hoobler & Koekemoer, 2018). And characteristics of certain African cultures suggest that work and family may be more intertwined and family may play a larger role in work for people in African nations, as opposed to nations in the Global North (Aryee, 2005), based on higher degrees of collectivism (vs individualism) and femininity (vs masculinity). To date, what we know about work and family in Africa has taken a somewhat piece-meal approach. For example, new research has been performed just on entrepreneurial women in sub-Saharan Africa (Wolf & Freese, 2018), domestic workers in South Africa (Hoobler, 2016), and a new conflict measure just for South African workers (Koekemoer, Mostert, & Rothmann, 2010). We ask whether it is time to take stock of the literature as a whole. Just as Nkomo (2011) asked if there is or can be an African way of leading, is there an Afro-centric version of work and family intersections? Is this unique? What can be learned from studying work and family in African contexts?
With the increasing Africa-China engagement particularly in light of China’s new ‘Belt and Road’ initiative, this special issue seeks papers that contribute to our understanding of the nature of this engagement with regard to, inter alia, the management, social-cultural, investment/industrial, and trade/business dimensions. This engagement has important implications for Africa’s industrial-economic rejuvenation, and as Chinese investors become significant players in what has come to be viewed as Africa’s renaissance, we see an important opportunity to debate this phenomenon, to identify appropriate theoretical lenses for an emergent and hence under-researched phenomenon, and to shed light on how the Chinese presence is impacting the African investment and business landscape, including business human resource practices. This call is consist with recent exhortations for researchers to develop new and ambitious inter-disciplinary approaches to African management research and managerial thinking (e.g. Amankwah-Amoah, 2016; Kamoche et al., 2012; Zoogah et al., 2015).
Joint International Conference of CEDIMES Institute, Africa Business and Entrepreneurship Research Society and IPAGEF
The global economy has significantly changed for the last few decades, driving many Developing Countries to engage an important socio-economic transformation for the purpose of alleviating poverty. In Africa, in particular, various socio-economic initiatives have been taken including revamping regional economic integrations, promoting entrepreneurship and SMEs creation, designing business incentive policies to attract foreign direct investments or promoting inclusive finance or diaspora socio-economic involvement.
As part of Wharton Global Initiatives, in August 2019 we will be hosting the eighth year of a special annual initiative, the Wharton Global Faculty Development Program. This program aims to assist in the professional development of young scholars from outside the U.S., with a particular focus on learning to publish in the leading academic journals in Management and related areas.
ESP is a two-week intensive summer program designed by AUC School of Business for international students to delve into the world of entrepreneurship through interactive classes, field visits to companies and incubators, meetings with successful entrepreneurs and social and cultural visits in Egypt.
Call for Applicants
The Africa Academy of Management (AFAM) would like to announce the 2019 Africa Journal of Management Junior Faculty Fellowship.
The Africa Academy of Management (AFAM) would like to announce the 2019 Africa
Journal of Management Junior Faculty Fellowship.
The societal presence and impact of the informal economy are inescapable. Around the world and especially in areas of widespread poverty, unregistered and unregulated organizational entities operate in the part of the economy that either fails to adhere to the established institutional rules or are denied their protection. Reports from the International Labor Organization find that 48% of the labor force works in the informal economy in North Africa, 72% in Sub-Saharan Africa, 51% in Latin America, and 65% in Asia.