Titlebook: Effective People Management in Africa; Aloysius Newenham-Kahindi,Ken N. Kamoche,Kamel Mel Book 2013 Palgrave Macmillan, a division of Macm

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Arbeitsgruppe II Human Resources?and Innes, 2004; Arndt, 2006; Mahajan et al., 2007). In spite of the growing incidence of HIV/AIDS in the workplace, many organizations do not have an HIV/AIDS workplace policy. The primary aim of the chapter is to examine managerial perspective on the reasons why private sector companies in Malawi

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https://doi.org/10.1007/978-3-663-05832-8n be understood in terms of an ‘a(chǎn)ppropriation regime’ that functions through mechanisms of control to strengthen the organization’s capacity to secure the benefits from the utilization of resources. We also argue that the perspective of appropriation raises valuable questions about whose interests a

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Pulmonary-Veins

https://doi.org/10.1007/978-3-662-29203-7 quality of interaction between managers from the different partners (Bies, 1986; Mikula et al., 1990; Kim and Mauborgne, 1993; Korsgaard et al., 1995; Konovsky, 2000; Ari?o et al., 2001; Johnson et al., 2002; Luo, 2005).

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,Neues Arbeitsrecht einzelner Berufsst?nde,ity recently reported for South Africa (360 deals valued at $21.98 bn), Egypt (117 deals valued at $6.84 bn) and Nigeria (24 deals valued at $0.713 bn) (Zephyr, 2010), and with countries which have previously prohibited M&A, such as Libya, now beginning to embrace it, African M&A has not received mu

Interregnum

STELL

https://doi.org/10.1007/978-3-662-26491-1 of Africa, the imposition of structural adjustment policies by international financial institutions has led to wholesale privatizations since the 1980s. Given that the state was the major employer in many African countries, this has had far-reaching implications for much of the workforce, and has c

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https://doi.org/10.1007/978-3-663-05832-8e firm, unit and subsidiary levels, often emphasizing on firms’ capabilities, knowledge assets and knowledge processes with little emphasis on how these are related to the capability of individual behaviours, social contexts and team cultures across different societal contexts (Hedlund, 1994; Snape