While management research has made significant progress in globalizing its reach, African organizations have remained a missing link. We argue that Africa-focused management research may address the major problem of organizational effectiveness through work on the two major theoretical building blocks: institutions and resources. Building a model of organizational effectiveness in Africa, this article discusses the interactive processes within each of the two building blocks and the transformational mechanisms that link each theory and organizational effectiveness in the African context. Described as a "parochial dinosaur" by Boyacigiller and Adler (1991) more than 20 years ago, management research has made significant progress in globalizing its reach and being more inclusive of organizations in non-Western developing economies in the last two decades (Hoskisson,

This paper applies cognitive-social theory to Green HRM, articulating a meta-theory based on cognitive-social HRM information processing (C-SHRIP) which centers on initiation and maintenance of green HRM behaviors. It focuses on managers' encodings, expectancies, affects, goals and values, self-regulation, and their interactions with each other, and the green HRM-relevant information in the course of cognitiveaffective processing. In processing green HRM information, managers are presumed to differ in accessibility of mental representations and the organization of relationships among them. Implications for research and practice of Green HRM in organizations are discussed. Die Dynamiken umweltorientierten Personalmanagementverhaltens: Ein kognitiv-sozialer Informationsverarbeitungsansatz Der Beitrag wendet die Theorie kognitiv-sozialer Informationsverarbeitung auf umweltorientiertes Personalmanagement an. Es wird eine Metatheorie formuliert, die auf der Verarbeitung kognitiv-sozialer Personalmanagement-Information basiert und auf die Einführung und Beibehaltung umweltorientierten Personalmanagementverhaltens fokussiert. Die Metatheorie setzt den Schwerpunkt auf Enkodierung, Erwartungen, Affekte, Ziele und Werte sowie Selbst-Regulierung von Managern sowie deren Wechselwirkungen untereinander. Im Zentrum stehen dabei die für umweltorientiertes Personalmanagement relevanten Informationen. Es wird angenommen, dass sich Manager bei der Verarbeitung solcher Informationen darin unterscheiden, wie zugänglich die jeweiligen mentalen Repräsentationen der Informationen sind. Diese Annahme bezieht sich auch auf die Organisation der Beziehungen zwischen den Repräsentationen. Abschließend werden Implikationen für die Forschung und Praxis des umweltorientierten Personalmanagements in Organisationen diskutiert.

Research on participation in development activities (PDA) has traditionally been examined from an advantage perspective: Employees engage in development activities out of a desire to enhance current and future advantages. In this study, the author examined PDA from a disadvantage perspective, which suggests that employees participate in development activities out of a desire to redress perceived disadvantages. Perceived individual relative deprivation was hypothesized to relate to PDA through intention to participate and counterfactual beliefs, and perceived behavioral control was proposed to interact with intention to participate in relating to development behaviors. In a sample of 144 employees from 27 companies in Ghana, an emerging economy, moderated structural equation modeling results confirm some of the hypotheses. Implications for PDA research and human resource management are discussed.

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Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.