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The concept of followership, like leadership, is not new to the extent that it has been around since the beginning of creation. It is so pervasive in human interactions that attempts to study it are often met with ridicule. In the organization literature, followership, a complementary role to leadership, was often ignored until recently when scholars observed that followers have as much a role to play in the leader-follower relationship. Theoretical Perspectives of Strategic Followership focuses on one type of followership - strategic - which is an emergent phenomenon. Similar to leadership, followership has been defined as a role, process, and capacity. Indeed, others consider it as socially constructed. In addition to the definitions, the relatively sparse literature has identified antecedents, outcomes, and moderators of followership. The book combines both the macro (strategic management) and micro (psychological) foundations of strategic followership to encourage research not only among strategic management scholars but also those in the micro fields of organizational behaviour, human resources management, and industrial psychology.

The mission of Research methodology in strategy and management is "to provide a forum for critique, commentary, and discussion about key methodology issues in the strategic management field" because 'strategic management relies on an array of complex methods drawn from various allied disciplines to examine how managers attempt to lead their firms toward success." This tenth volume was commissioned following the Academy of Management Global Conference in Johannesburg, South Africa in 2013. Reflecting a diversity of Africa-born authors in the mainland and diaspora, as well as non-Africans whose research focus on Africa, it offers a collection of high impact research that makes a major contribution in advancing management education and knowledge in Africa

Introduction to OB -- External environment -- Social perception & diversity in African organizations -- Personality, affect, & stress -- Motivation -- Power, influence and politics -- Leadership -- Groups and teams -- Decision-making -- Workplace conflict -- Communication -- Structure and design of organizations -- Culture & strategy -- Change and innovation

AbstractThis study explores the relationship between tribal diversity, human resources management practices, and firm performance in Africa. Using multiple data sources and multilevel techniques, I examine tribal diversity as a driver of human resource management‐diversity policy (HRM‐DP) and an interactive factor influencing firm performance. Tribal identity is also tested as a determinant of tribal diversity. The results show that HRM‐DP mediates the relationship between tribal diversity and firm performance. Tribal identity also relates negatively to tribal diversity, HRM‐DP, and firm performance. Lastly, tribal diversity interacts with tribal identity in relating to firm performance. Theoretical and practical implications are discussed to enhance tribal diversity management in Africa. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

The relationship between self-complexity, strategic motivation, and organizational processes such as staffing seems lacking in the human resources management and organizational behavior (OB) literatures. In two studies we examined the self-complexity of potential employees with and without cross-cultural experience as determinant of preferences of employers mediated by strategic motivations of organizations. We found in a sample of 40 organizations from an emerging economy, Ghana, that employers seemed to prefer employees with cross-cultural experience who are perceived to facilitate achievement of their strategic motivations. Implications for international human resources management are discussed.

This ebook is about the importance of management knowledge and practice in advancing the growth of businesses in Africa. The role of management knowledge in the growth of African businesses and consequently the African continent cannot be overemphasized. Management knowledge is critical in developing and sustaining long-term capabilities of firms which could be used to enhance productivity and performance. important role in the strategic organization of business activities (Acquaah, 2008). The African continent is endowed with vast national resources (both natural and human), and how to manage

Purpose: There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach: The authors review studies on knowledge management and paradoxes on Africa. Findings: The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications: The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international "best practice." Originality/value: The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management. ; authorsversion ; published