Global vs. regional approaches to the internationalisation process of Nigerian banks: some preliminary evidences

Research investigating internationalisation process of service firms from developing countries is limited. This paper draws on extant work on internationalisation of the firm, services’ internationalisation and proposes conceptual framework that investigates the internationalisation process of three leading Nigerian banks namely; Zenith Bank Nigeria (ZBN)Plc, First Bank of Nigeria (FBN) Plc and Intercontinental Bank Plc. This work attempts to evaluate the internationalisation process of these financial service firms to the UK market. It seeks to understand the driving forces behind these banks’ motives for internationalisation to UK; the various influences that might have affected their decisions, the several internationalisation routes and strategies they might have followed in doing so; and the next strategies they might adopt in furthering their internationalisation process. This work contributes to some understanding of the reasons why service firms from developing countries internationalising to advanced locations like the UK. The analyses and findings of this study offer unique insights into the internationalisation processes of the three case banks, and examines how their different pathways was determined by a balancing act of leveraging accumulated global and regional strengths to achieved sustained international growth

Understanding international strategy in the professional service industry: the case of the international marketing communications sector

Published in association with the UK Chapter of the Academy of International Business (AIB), this ninth volume in the AIB series focuses on the new challenges and developments in the field of international business. The book successfully brings together an integrated set of research concepts and results to present some contrasting views about how international business is adjusting to the challenges and opportunities that the 21st century presents

The economic implications of the FIFA 2010 World Cup in South Africa

The 2010 FIFA World Cup was held in South Africa; the first time the tournament had been played on the continent of Africa. Given the country’s economic and social limitations, this study examines the economic impact of the World Cup on South Africa. We argue that although the World Cup was not the salvation of the economy that might have been hoped, it did favour some remarkable socio-economic positive outcomes. Specifically, we argue that the World Cup provided South Africa with accelerated direct and indirect economic benefits such as expanding the country’s international profile, adding to the country’s GDP, upgrading its infrastructures, and increasing international exposure for its business community, the scale and scope of which would have been inconceivable with the game

How can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnerships

The insights from the studies in this edited collection heighten the need to understand the impact of the Chinese presence in Africa at the management and organisational levels. On paper, a China-Africa relationship is deemed to be intrinsic and mutually beneficial to both parties, but the evidence noted here and elsewhere is mixed and points to a crucial divide between the strategy and operations of Chinese firms across Africa. Such a divide is made worse by several factors, one of which is the lack of consideration of African management talent. With the majority of African employees being consistently engaged in low-skilled jobs and supported by inadequate HR policies, there are important questions around the value-added impact of Chinese investments in up-skilling African employees and managers by sharing managerial know-how and training to enable the progression of an African management talent base. This chapter explores the scope to do this by proposing a China-Africa Hybrid Practice-based Management Development (CAHPMD) framework, which looks at ways of co-creating conceptual and practical spaces for management development partnerships and synergies with African-based Business Schools (ABS) to educate and co-develop African and Chinese managers in a post-China-Africa era.</p

Marketing a city: Glasgow, city of architecture and design

The current study is an attempt to explore the identity of Glasgow (UK) as a city of Architecture and Design. The study applies the methodology of the ACID test of Corporate Identity Management in a qualitative investigation of 4 different samples of informants (residents of the city, governmental and Heritage Organisations, as well as industry experts such as architects and designers). The study identified differences in the perceptions of the four samples used about the city's identity. The study contributes with recommendations for reviewing the City Plan by considering the value of corporate image management and place marketing literature

How can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnerships

The insights from the studies in this edited collection heighten the need to understand the impact of the Chinese presence in Africa at the management and organisational levels. On paper, a China-Africa relationship is deemed to be intrinsic and mutually beneficial to both parties, but the evidence noted here and elsewhere is mixed and points to a crucial divide between the strategy and operations of Chinese firms across Africa. Such a divide is made worse by several factors, one of which is the lack of consideration of African management talent. With the majority of African employees being consistently engaged in low-skilled jobs and supported by inadequate HR policies, there are important questions around the value-added impact of Chinese investments in up-skilling African employees and managers by sharing managerial know-how and training to enable the progression of an African management talent base. This chapter explores the scope to do this by proposing a China-Africa Hybrid Practice-based Management Development (CAHPMD) framework, which looks at ways of co-creating conceptual and practical spaces for management development partnerships and synergies with African-based Business Schools (ABS) to educate and co-develop African and Chinese managers in a post-China-Africa era.</p

Strategy processes, practices and learning in organisations in Mauritius

Strategy matters! It is hard to think of an organisation without a strategy, and one without is pointless. Any organisation, whatever its size and shape, needs strategy to survive, compete and prosper successfully in any given context. Strategy, however, is not a given. It requires a process of thought, choice, decisive action and management, and is prone to change whenever applied. Hence the subject matter of strategic management. In theory, strategy (or strategic management) concerns the vision or long-term objectives of the organisation and the general means for realizing them; it is different from short-term objectives and routine operations. Strategy is about understanding, shaping and managing a business for its competitive success. In these times of global economic crisis the need for smart strategic thinking is heightened more than ever as companies, the world over, are struggling their way out of troubled economic waters. Success now demands strategic management of high quality. Mauritius is facing an ever growing challenge to meet the demands of international competitiveness at all levels. Are our firms and managers adequately equipped to envision the state of their industry and the kinds of competition they will be facing down the line? This study starts to understand this question by investigating the nature of strategy processes, practices and learning in organisations based in Mauritius. Using a mixed methodology of survey and in-depth interviews, it infers that organisations in Mauritius are limited in their approaches to understand, practice and learn the principles and tools of strategic management. Those organisations which do try to practice a strategic approach are either overwhelmed by operational thinking and micro management, or are unclear about several key aspects of the strategy process, and therefore do not seem to benefit. The majority of respondents, however, do recognise the added value of strategic management in enabling their competitive success. Indepth study of some successful enterprises in Mauritius reveals that the basis of their successes overtime has been the astute application of strategic management principles. This study opens some very important practical and academic avenues for further thinking, application and research on strategic management in Mauritius. It is important to realise that the lasting competitiveness of Mauritian organisations will be a product of the strategic choices they make now; these choices are themselves the outcomes of rigorous analyses and meticulous evaluations of competing options under some very dynamic and uncertain set of assumptions. Nothing therefore can be left to chance. Success depends on applying some smart strategic thinking