The liberalisation of the telecommunications sector has undoubtedly contributed to the spread and adoption of mobile telephony across Africa but evidence also points to the fact that coverage gaps persist in some locations-mainly rural and remote areas-which are either unserved or underserved. In order to address this problem, governments across Africa have established universal service funds (USF) as their universal service strategy. Nonetheless, various studies have suggested that the problem of limited coverage remains unaddressed due, in part, to the poor implementation of USF. This raises the question as to why USF have failed to address the limited coverage of telecommunication services in Africa? We seek to answer this question by investigating the interplay between market liberalisation and universal service using a multiple case study approach with examples drawn from across the continent. We find that poor policy formulation limits the implementation of an effective USF model in Africa. In addition, inadequate stakeholder engagement, lack of accountability, inaccurate data, undue political influence and the narrow scope of universal service all impinge on the ability of USF to achieve their objectives. We, therefore, propose the need for future research to address these challenges and develop our framework to unravel some of the intractable areas of universal service such as determining what services should fall within the scope of universal service and how to prevent policy redundancy in a fast moving industry such as mobile telecommunications.
PurposeThe study explores African partners' experiences regarding Chinese expatriates' knowledge control practices in 29 Sino-African joint ventures in 12 countries. It provides insights into power dynamics and knowledge transfer (KT) from African partners' perspective.Design/methodology/approachThe qualitative paper mobilized semi-structured interviews with Africans who worked with Chinese expatriates across Africa. The study focused on understanding the experiences of African partners when collaborating with their Chinese expatriate colleagues on assignments in joint ventures (JVs) in Africa.FindingsChinese expatriates employed five tactics, as described by African partners, to control knowledge based on power, behaviors and knowledge type. Particularly, through the lens of unofficial power, this study explains knowledge hiding tactics between knowledge-holding Chinese expatriates and host country knowledge-seeking locals. A new dimension of authority-based knowledge hiding is discovered.Originality/valueThe paper brings new insights into the analysis of power (official and unofficial) boundaries regarding knowledge control mechanisms in joint venture collaborations between employees from China and Africa. Unofficial power appeared as a major leverage for expatriates in monopolizing their strategic knowledge. The study recommends mobilizing African diaspora and repatriates from China to improve KT for Africa.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.