Abstract
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.
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References
Gupta and Hanges (2004), pp. 190–191.
Gupta and Hanges (2004), p. 199.
See Jackson (2004), p. 27.
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).
Gupta and Hanges (2004), p. 185.
E.g. Donaldson (2001), p. 2.
E.g. Donaldson (2001), p. 23.
Schütte and Ciarlante (1998), pp. 92–93.
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© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden
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(2007). Comparing African and European Cases. In: Teamwork for Innovation in Sub-Saharan Africa. DUV. https://doi.org/10.1007/978-3-8350-9588-5_7
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DOI: https://doi.org/10.1007/978-3-8350-9588-5_7
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