This book examines the challenges of intercultural management in sub-Saharan Africa. It presents a case study of Vasco Silva, a Portuguese businessman who established a successful business in Luanda, Angola. After four years of growth, Silva encounters a culture shock due to a wild strike by his employees. He embarks on a deep cultural exploration using the Hofstede 6D model and the Toyota-management tool Genchi Genbutsu (go and see for yourself). Gradually, Silva gains an understanding of effective leadership in the Angolan context, unraveling important features of local culture and initiating an organizational change project.

This work contributes to the ongoing discourse in African management literature, particularly regarding the integration of modern and contemporary traditional organizational and leadership concepts. It responds to the demand for descriptive accounts of hybrid case studies of confluencing cultures. Scholars of African management philosophy and business leaders can utilize this case study to explore indigenous African notions in a business setting, demonstrating the performative characteristics of local leadership forms and the adaptability required for success in foreign business environments

Examines role of change management in developing culture-centred workplaces, fostering growth and driving performance Offers a first-person account through the eyes of a manager from Europe working in Africa Identifies the most significant performative and flexible characteristics of the cultural concepts at play

Autorentext

Alette Vonk is a Lecturer in Intercultural Management at the University of Leiden, the Netherlands. She is a Development Sociologist, lived and worked in West Africa for ten years and today she's a seasoned trainer and consultant in the field of Intercultural Management for a great variety of clients.

Vasco Freitas Silva, PhD is an Executive Board Member of Strong Charon SA, a leading private security company in Portugal. With a career spanning 17 years, Silva has held various management positions, including R&D Manager, Sales Manager, Regional Office Manager, Country Manager and Board Member. He is a member of the alumni network at the Harvard Business School and AESE Business School. He embarked on his entrepreneurial venture in Angola in 2010.

Inhalt

1. ** Introduction.- Part I: Setting the Stage.- 2. Globalisation, 'best' management practices and cultural awareness.- 3. Contemporary tradition and modernity in Africa.- Part II: Cultural Research: etic and emic approaches.- 4. The Hofstede model: understanding a multicultural environment.- 5. Genchi Genbutsu of the Toyota Way: finding local perspectives.- Part III: Organisational change.- 6. The process of organisational design to bridge the cultural gap.- 7. Reaping the harvest: the results of the transformation.- Part IV: Conclusion.- 8. Spaces of cultural confluence: performative elements of leadership.- Bibliography.-Index.**

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