For many decades, unheard indigenous business leaders and entrepreneurs
in Africa, drawing from their ground-level experience, have intuitively
felt that organizations and management of people in Africa needs a
different approach; one that must be deeply embedded in the African
context. These business leaders constantly advocate for home-grown
solutions, or at least engage in selective adaptation with foreign
management practices, for a number of reasons. First, there has always
been the sense that any management of organizations which fails to
embrace the dictates of the local contexts with deep-rooted knowledge
and experience is bound to fail. Second, indigenous business leaders
believe that local context knowledge and experience would inspire and
empower people to seek 'best practice' initiatives, that would then work
as a catalyst to generate local ideas and values that are crucial to
effective people management, organization and national
development-resilience. Such an approach would also promote
self-reliance, confidence and social cohesion. This volume therefore
suggests approaches to managing people and organizations that reflect
and satisfy the objectives and interests of multiple stakeholders in
Africa.