Multinational corporations’ (MNCs) engagement in Africa : messiahs or hypocrites?

Amusan, Lere

doi:10.31920/2056-5658/2018/v5n1a3

Cited by 16 publications

(15 citation statements)

References 7 publications

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“…Multinational Corporations in Africa are facing leadership, effectiveness and cultural challenges (Amusan, 2018) and it led to the researchers addressing this research gap by specifically focusing on transformational leadership, perceived organisational effectiveness and organisational culture at a large MNC that provides insurance, investment and financial services worldwide. For the purpose of this research, only African branches were selected.…”

Section: Introduction Background and Contextualisation Of The Studymentioning

confidence: 99%

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Muzondiwa

Swarts²,

Schultz³

2022

SA j. hum. resour. manag.

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Orientation: Multinational corporations (MNCs) in Africa are facing leadership, effectiveness and cultural challenges.Research purpose: The purpose was to determine the relationship between transformational leadership, perceived organisational effectiveness and organisational culture from the perspective of a MNC in Africa.Motivation of the study: Transformational leadership, organisational culture and perceived organisational effectiveness have been studied in different contexts, yet it is not clear how these three variables relate to one another in a selected MNC in Africa.Research approach, design and method: A survey was conducted amongst a non-probability sample of 400 employees from a population of 1256 employees. A quantitative research approach was applied and structural equation modelling was used to analyse the data.Main findings: The results indicated that organisational culture did not positively relate to transformational leadership; perceived organisational effectiveness positively related to organisational culture; perceived organisational effectiveness did not positively relate to transformational leadership; and organisational culture mediated perceived organisational effectiveness and transformational leadership.Practical and managerial implications: The research highlighted the important role of organisational culture in transformational leadership and overall perceived organisational effectiveness.Contribution or value add: This study found that the MNC should focus on organisational culture in order to improve transformational leadership and perceived organisational effectiveness. An academic contribution was the dynamic relationship between the three variables.

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Section: Introduction Background and Contextualisation Of The Studymentioning

confidence: 99%

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Muzondiwa

Swarts²,

Schultz³

2022

SA j. hum. resour. manag.

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“…Although this is a global practice, the way it is acquired in Africa seems to be restrictive of Africa's quest for food sovereignty, agroecology, and human rights. This is because it has governance problems, such as deficient information or data on large-scale lands and the exclusion of host communities from the land allocation decision-making process, among others [21]. It tends to favor more foreign investors, governments, or states at the expense of stewardship and peasant farmers in home countries.…”

Section: Land Grabbing and Resource Curse: The Misery Of Hunger In Af...mentioning

confidence: 99%

“…In the name of global partnerships for agricultural development, food sovereignty in Africa is gradually waning due to the imposition of obnoxious food policies. These policies include genetically modified organisms (GMOs), mono-cropping as against the agro-ecological model, soulless capitalism, and the granting of low-interest credit or loans, among other unhealthy practices by Africa's global partners [20,21]. African lands have been deceptively used by these global giants to further under develop and annex Africa [22][23][24].…”

Section: Introductionmentioning

confidence: 99%

“…Land grabs, especially those allocated without due process, often lead to the displacement of people and the dispossession of their lands. As people are displaced or dispossessed of their lands, it becomes very easy to grab land, which in turn limits the capacity of local peasant farmers to productively produce food [21,37]. How could local peasant farmers engage in farming after the dispossession of their lands?…”

Section: Introductionmentioning

confidence: 99%

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Implications of Land Grabbing and Resource Curse for Sustainable Development Goal 2 in Africa: Can Globalization Be Blamed?

Agunyai

Amusan

2023

Sustainability

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Globalization, as described by Joseph Stiglitz in his books Globalization and its Discontents and Making Globalization Work, draws on both pains and gains. These two seemingly incompatible positions, where globalization is used as a platform to partner or collaborate with other countries by grabbing lands for sustainable developmental initiatives such as the attainment of SDG 2, but ends up dispossessing the host communities of their lands, form the crux of this paper. Although not all land grabbing is illegal, especially if lands are leased within the confines of a country’s land tenure laws, the reality in some African countries shows that lands are grabbed without following land tenure laws. This partly limits the capacity of African countries to effectively control and monitor the activities of foreign land grabbers or investors on leased lands. This loophole in the governance of arable lands in Africa has made many foreign partners use Africa’s arable lands for their own benefit at the expense of Africa’s food sovereignty initiative. It has partly made Africa appear to be a resource-cursed region, where it can hardly feed its population despite its global partnerships and huge land resources. Drawing on systematic desktop reviews of the literature, this study asks if globalization is contributing to Africa’s hunger index and resource curse. The findings expand the discussion on how Africa is still not able to feed its population and end hunger, despite the potential offered by globalization. It suggests approaches through which Africa can optimize globalization in ways that support determined efforts at ending hunger in Africa.

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“…This is apparent in oil-rich and natural resource-abundant countries in Africa, such as the Democratic Republic of the Congo, Nigeria, and Sudan. Bakre (2008) and Amusan (2018) stated that the presence of MNCs has benefited the elites, those in power, but has left communities around where these resources are extracted languishing in poverty and economic misery. This argument was further communicated by Iftinchi and Hurduzeu (2018) and Adeola et al (2021), who asserted that:…”

Section: The Global Power Of Mncsmentioning

confidence: 99%

Multinational Corporations’ Key Stakeholders in the Economic Development in Less Economically Developed Countries: A Literature Review

Mnguni

Mlambo

Thusi

et al. 2022

IJHSS

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This paper examines whether multinational corporations (MNCs) are essential stakeholders in economic development. Over the years, MNCs have been considered necessary for achieving socioeconomic development, especially in less developed countries (LDCs). However, some literature argues that the presence of MNCs in LDCs has limited benefits for society. This has been premised on the notion that they have failed to help address social ills, such as unemployment, poverty, and inequality, and have been able to achieve undue influence with the politics of LDCs. This paper employs the stakeholder theory to assess whether MNCs contribute to economic development and foster collaborative relations within their communities. This paper used secondary data (through a literature review) to collect relevant information. It was revealed that host governments have limited associations and, to a great extent, control how MNCs conduct their business. While MNCs have been lauded for foreign direct investment inflow, such inflow has often not translated into tangible development for some countries. Furthermore, in developing regions, the lack of adequate legislation, and widespread inequality, corruption and poverty makes it difficult for the potential benefits of MNCs to be realized. Leveraging the potential benefits of MNCs needs to be supported by the relevant legislation and political will, something lacking in many developing countries.

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Multinational corporations’ (MNCs) engagement in Africa : messiahs or hypocrites?

Cited by 16 publications

References 7 publications

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Implications of Land Grabbing and Resource Curse for Sustainable Development Goal 2 in Africa: Can Globalization Be Blamed?

Multinational Corporations’ Key Stakeholders in the Economic Development in Less Economically Developed Countries: A Literature Review

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