Abstract
The development of Africa and Arab countries depends on the development of ecosystems able to generate enough wealth to ensure the well-being of the population. These ecosystems must include small businesses, medium-sized enterprises growth, large local and international companies and subsidiaries foreign multinationals to which must be added all the service activities companies (law firms, accountants, IT specialists, etc.) and the infrastructures and utilities (port, roads, train, computer networks). To create jobs and meet the needs of youth, this economic development should be done as quickly and as lightly as possible (ie by immobilizing a minimum of resources and with the lowest possible failure rate). This agility can not be achieved only if it is accepted that business activity must develop locally in adapting to society as it is and not to society as it should be.
What this book proposes and the ManaGlobal European research program from which it comes, it's about changing the way we look at doing business in Africa and the world Arab. It's about making a real paradigm shift. So far, international organizations and development specialists have often had tendency to consider local practices as obstacles to Africa's development and Arab countries. We show, from weak signals and examples of companies, how local practices can, on the contrary, turn into resources and opportunities than what international management experts recommend as "best practices" sometimes hinders development. We also show how miscegenation between local practices and ideas came. Moreover, it can be a source of extremely promising innovations both in terms of relevance (adequate response to the needs of local populations), efficiency (reduction of cost / benefit ratio) and efficiency (conformity of the product or service with expectations).
What this book proposes and the ManaGlobal European research program from which it comes, it's about changing the way we look at doing business in Africa and the world Arab. It's about making a real paradigm shift. So far, international organizations and development specialists have often had tendency to consider local practices as obstacles to Africa's development and Arab countries. We show, from weak signals and examples of companies, how local practices can, on the contrary, turn into resources and opportunities than what international management experts recommend as "best practices" sometimes hinders development. We also show how miscegenation between local practices and ideas came. Moreover, it can be a source of extremely promising innovations both in terms of relevance (adequate response to the needs of local populations), efficiency (reduction of cost / benefit ratio) and efficiency (conformity of the product or service with expectations).
| Translated title of the contribution | Management: globalization and local socio-economic practices in Africa and the Arab world |
|---|---|
| Original language | French |
| Publisher | University of Rennes Press |
| Number of pages | 240 |
| Publication status | Submitted - 1 Jun 2018 |
Research Beacons, Institutes and Platforms
- Global Development Institute