Comparing African and European Cases


So far, five African case studies have been discussed and analysed. Juxtaposition of these cases with the theory developed in Chapter 3 has led to conclusions regarding the way societal forces in sub-Saharan Africa impact on organisations and their teams.


Team Member Social Responsibility Team Leader Uncertainty Avoidance Organisational Climate 
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  1. 417.
    Gupta and Hanges (2004), pp. 190–191.Google Scholar
  2. 418.
    Gupta and Hanges (2004), p. 199.Google Scholar
  3. 419.
    See Jackson (2004), p. 27.Google Scholar
  4. 421.
    See for example the discussion of performance measurement in the A-Case, p. 181; this finding is consistent with Aycan’s (2005) proposition that in collectivist, diffuse or high-context cultures, giving and receiving feedback on group rather than individual performance is preferred and individuals avoid seeking feedback, whereas people in specific, low-context or high performance-oriented cultures do seek individual feedback (p. 1096).Google Scholar
  5. 422.
    Gupta and Hanges (2004), p. 185.Google Scholar
  6. 426.
    E.g. Donaldson (2001), p. 2.Google Scholar
  7. 427.
    E.g. Donaldson (2001), p. 23.Google Scholar
  8. 430.
    Schütte and Ciarlante (1998), pp. 92–93.Google Scholar

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

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