Working Papers

Evin School of Management

 Working Papers

The primary objective of our Managers Roundtable events is to advance "Cross-Cultural Leadership Decision Making and Organisational/Institutional Development" as a new field of knowledge. Thus, the managers roundtable sessions are used as a platform to disseminate different cross-cultural leadership decision making applied research knowledge, tools, frameworks, models etc and demonstrate how these can enhance organisational and institutional development.

The purpose of working papers, in addition to that of positioning the research on "Cross-Cultural Leadership Decision Making and Organisational/Institutional Development" as a new field in a wider existing management and leadership decision making and organisational/institutional development knowledge, working papers contains case studies and research findings which help to justify how this field is relevant to organisational and institutional development operating a cross-cultured, knowledge based and volatile, uncertain, complex, ambiguous(VUCA) context.

Finally, while these working papers can be used as references by other researchers and scholars, our primary aim of making them public is to make sure that they are available to our stakeholders and conference participants ahead of our conferences, seminars and meetings. We do believe that, when participants and stakeholders have read them before our meetings and conferences, they will have an advanced understanding of this field and hence it can help to trigger criticisms, bring new insights and also stimulate discussions.

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Working Paper 2017/1:The Wheel of Leaders’ Effectiveness:

A new framework for Leading Institutional/Organisational Growth and Managing growth performance, accountability, governance, compliance, risk and behaviour measures.:

Abstract:

One reason management and leadership has received a wider attention for research and scholarship is because of its fluidness- fuzziness. This has been caused by researchers and scholars who are tripper: because of their research and scholarship which focused on academic and career promotions, they did not invest more in seeking to establish its foundations, pillars and framework of reference which underpin management and leadership decision making. Based on a four years of research with 300 managers at their junior, middle and senior level in the context of management and leadership development programme, this paper proposes a Wheel of Leaders’ Effectiveness - a new framework for A new framework for Leading Institutional/Organisational Growth and Managing growth performance, accountability, governance, compliance, risk and behaviour measures. On the basis of findings from participants observations for over a four years period, it was found that, through use of the four practices of cross-cultural leadership decision making processes (engaging, developing, enabling and empowering), as part of Knowledge, values and cultural behaviour maturity analysis there were improvements on the levels of Knowledge, values and cultural behaviour as adaptive capabilities based on a scale from Weak, Moderate, High and Strong. Thus supporting to be the best predictors of effective leadership outcomes taking into account the cross-cultured, knowledge based and volatile, uncertain, complex and ambiguous (VUCA) African context where the framework was widely practiced and adopted.

Keywords: :

Management and Leadership Development, Growth and Expansion, Experiential Learning, decisions, Leadership decision making process, communication, Performance management, Strategy, Strategic Alliances, Levels of Cooperation and Mechanisms of Co-operations, leadership decision making

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Working Paper 2017/2:Leadership Decision Making Practices within Presidential Legacy Projects and Programmes: Challenges and Opportunities

Keywords: :

Leadership, Strategy, Strategic Alliances, Levels of Cooperation and Mechanisms of Co-operations, leadership decision making, communication, Performance management, and Strategic management

Abstract:

To drive growth and effectiveness achievement outcomes and reduce poverty in Africa, enacted Presidential legacy strategies, policies, projects and programmes should focus at transforming those who are within the informal economy. Presidential legacy strategies, policies, projects and programmes are those which aim at delivering on the election manifesto promises. We use an integral theory and a social constructionist view in order to decipher how powers, conflicts, contradictions and ideological differences are managed in growth decision making. With an assistance of a Meso-Level or Multi-Level and Value Based models as a conceptual frameworks of references we uncover how the decision making processes are practiced within the fifth administration in driving growth and effectiveness achievement outcomes. We use the findings to argue that, in the cross-cultured and knowledge based context, management and leadership decision making effectiveness can only lead to growth and effectiveness achievement when there is prior established Core Shared Values (CSV) which can act as growth instrumental values for achieving growth terminal values.

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Working Paper 2017/3:From Knowledge Management to Knowledge, Values and Cultural Values (Behavior) Management

Towards a new Cross-Cultural Leadership Decision Making and Organisational/ Institutional Development Framework

Keywords: :

FinTech , InsurTech, technology, design, development and execution of organisational and institutional development policies, strategies, projects and programmes cross-cultural management, leadership decision making frameworks

Abstract:

The organisational and institutional development land scape as well as its architects who are managing and leading growth has changed. There is a shift from the industrialists and freedom fighters as well as the political economy imperialists during the industrial eras and the national liberation freedom fighters during postcolonial to the technology and development specialists who are concerns with how technology can help address addressing social development goals eg poverty, health, education, agribusiness supply value chain through enhancing financial inclusion and financial deepening as well as through mitigating gender inequality. This paper note that, technology and development institutions and organisations using disruptive technology eg Internet of Things (IoT) , Artificial Intelligence (AI) and machine learning, big data, robo-advisors, cloud computing, reg-tech, insurtech etc, continues adoption and application of the past 18th and 19th century organisational and institutional development models and frameworks as well as the 20th century based on organisational and institutional architectural transformations in the design, organisational structure and administrative operation in a different context is the main cause of the current failure in the design, development and execution of organisational and institutional development policies, strategies, projects and programmes. We propose for a new cross-cultural leadership decision making and organisational/ institutional development framework for a cross-cultured, knowledge based and a volatile, uncertain, complex and ambiguous (VUCA) context.

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Working Paper 2017/4:Firms Adaptive Capabilities Perspectives: A new wine in an old vessel?

Examining new adaptive capabilities required for firms operating in a Cross-Cultured, Knowledge based and VUCA context.

Keywords: :

Firms competitive strategies, organisational and institutional development policies, strategies, projects and programmes cross-cultural management, leadership decision making frameworks, randomised control trials

Abstract:

While firm’s competitive landscape has changed significantly, managers and leaders are still dwelling on in the past over three decade’s competitive strategies which ignore the current contextual factors. This paper identifies the nexus of knowledge, values and cultural behaviours as the new adaptability capabilities which are required in achieving firm’s competitiveness in the current Cross-Cultured, Knowledge based and VUCA context. We provide taxonomy to map these new adaptability capabilities in the firms’ growth and effectiveness. Through findings from a randomised decision making lab experiment, the use of event history analysis, interpretive methods, triangulation, and ideal types, we propose how this Multi-Level and Value Based Normative Decision Making Framework can help in driving firms growth and effectiveness. From the perspective based on welfare, we have an understanding that these competitive drives may lead to either under, excess capacity or optimal provision, we provide a framework for leading for growth and managing growth performance, governance, accountability, compliance, risk and behavior measures. This is because, from multi-level perspectives, institutional and organisational theory emphasis meta-theory which help to understand individuals, organisations/institutions and societies or communities in a social context and this context both regularizes behavior and provides opportunity for agency and change.

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Working Paper 2017/5:Achieving Market Leadership:

What is driving organisational and institutional- level growth and expansion strategies in Africa?.

Keywords: :

Management and Leadership Development, Strategic decisions, Strategic Alliances, Levels of Cooperation and Mechanisms of Co-operations, Leadership decision making process, communication, Performance management

Abstract:

To drive growth and expansion strategies for institutions and organisations requires a clear articulation of pillars, foundations and frameworks of reference which can guide your growth and expansion policies, strategies, projects and programmes. This paper note that, in the presence of widely adopted and practiced thesis with Eurocentric values from professional learning by managers and leaders with personal values from Afrocentric- there is a need for contextualisation. Drawing from the integral theory and a social constructionist view this paper makes and attempt to decipher how powers, conflicts, contradictions and ideological differences can be effectively managed in institutions and organisations when executing their growth and expansion decision making. In the cross-cultured, knowledge based and volatile, uncertain, complex and ambiguous (VUCA) context, we highlight how convergence instead of divergence can be achieved using findings from practitioners observations from a four years long management and leadership development programme which aimed to support both the succession plan needs and growth and expansion needs for management and leadership development.

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Working Paper 2017/6:Why Transformational Leadership is not Transforming African Leaders

How to effectively address organisational and institutional level succession plans and growth and expansion needs in Africa.

Abstract:

This paper argues that, there a mainly two primary goals and objectives for undertaking institutional and organisational-level management and leadership development programmes: First is to address institutional and organisational level succession plan needs and second is to address institutional and organisational level requirements. These two objectives and goals which need to be addressed by management and leadership development programmes requires different sets of Knowledge, values and cultural behaviour orientations. Taking into account the cross-cultured, knowledge based and volatile, uncertain, complex and ambiguous (VUCA) African context the current widely practiced and adopted approaches have not been able to address. Using findings from practitioner’s observations from a four years long management and leadership development programme which aimed to support both the succession plan needs and growth and expansion needs for management and leadership development, we propose a Multi-Level and Value Based Normative decision making Framework and a pedagogical framework to guide successful Management and Leadership Development Programme design, development and execution.

Keywords: :

Management and Leadership Development, Growth and Expansion, Experiential Learning, decisions, Leadership decision making process, communication, Performance management, and Strategic management

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