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This paper explores the interaction between managers from two African countries. Using a case study of a strategic alliance between a South African multinational organisation and a local firm in the Democratic Republic of Congo, we examine procedural justice and interactional justice between managers from the two firms. Host country managers reported higher levels of procedural and interactional injustice...
This paper examines managerial leadership and its cultural and historical foundations in Sub-Saharan Africa (SSA). The analysis is based on existing literature, a qualitative analysis of African media reports, and quantitative results from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project. The five SSA countries studied were Nigeria, Namibia, Zambia, Zimbabwe, and South...
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