Determinants of Nigerian managers’ environmental attitude: Africa's <i>Ubuntu</i> ethics versus global capitalism

Vincent, Olusegun; Mordi, Chima

doi:10.1002/tie.21974

Cited by 23 publications

(20 citation statements)

References 113 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For the sake of simplicity and scope limitation, the current study will not elaborate on the company characteristics. However, the company characteristics variables will be kept in the study model because they offer the opportunity to unpack the black box and provide a more robust understanding of the nature of the relationship between the dependent and independent variables (Gujarati & Porter, 2009;Okereke et al, 2018).…”

Section: Methodsmentioning

confidence: 99%

Assessing SMEs tax non-compliance behaviour in Sub-Saharan Africa (SSA): An insight from Nigeria

Vincent

2021

Cogent Business & Management

Self Cite

View full text Add to dashboard Cite

The existing studies on determinants of small and medium enterprises (SMEs) tax compliance behaviour in Sub-Saharan Africa have been criticised on account of limited study scope which compromises generalisation and poor theorisation that have little or no support for the research questions of such studies. The current study is rooted in behavioural economics theory and elicits information from 392 participants from all geopolitical zones of Nigeria using paper-and-pencil survey instruments. The study's findings reveal that tax system complexity, tax deterrence sanction, tax noncompliance opportunity, tax information and tax attitude and perception are important determinants of tax compliance behaviour, while tax rate and tax compliance cost may not necessarily exert significant influence. The overall conclusion from the study reveals that certain economic and behavioural factors are effective in either encouraging or discouraging tax compliance behaviour. The study also reveals tax information to be one of the most significant drivers of tax compliance; however, little or nothing is known of this construct in the existing literature. The theoretical and policy implications of the study are discussed and suggestions for future studies are offered.

show abstract

Section: Methodsmentioning

confidence: 99%

Assessing SMEs tax non-compliance behaviour in Sub-Saharan Africa (SSA): An insight from Nigeria

Vincent

2021

Cogent Business & Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…More importantly, a pattern of managerial system in Sub-Saharan Africa is said to be underpinned by the well-known Ubuntu leadership philosophy, which is anchored in history on governance, reflecting headship under “a family atmosphere […] philosophical affinity and kinship among and between indigenous people of Africa” (Karsten and Illa, 2005, p. 610). “Ubuntu” is a term used among the Bantu tribe of South Africa and literally translates as a humane style of leadership based on collective solidarity, morality, and communalities (Okereke et al , 2018). As such, this cultural orientation is also a strong determining factor in the formation of perceptions that shape social conduct in organisations.…”

Section: Leadership Perceptionsmentioning

confidence: 99%

The influence of organisational culture on leadership style in higher education institutions

Akanji

Mordi

Ituma³

et al. 2019

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explore the impact of organisational culture (OC) on leadership styles in Nigerian universities. The study utilises the cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena. Design/methodology/approach Using an exploratory qualitative approach, 40 interviews were conducted with senior academics and non-teaching staff working in Nigerian universities. Findings The findings reveal hierarchical, patriarchal, servile, and interdependent values as the underlying characteristics of organisation culture, shaping the choice of leadership styles in the management of Nigerian universities. As a result, it emerged from the study that positional, formalised exchanges, paternalism, relational approach and gendered reactions to leadership were typically adopted in university administration in this context. Research limitations/implications The study relies on a small qualitative sample size, which makes the generalisation of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different from those of western cultures. Originality/value The findings of this study help to bridge the research gap concerning the implications of OC, and its influence on leadership behaviours in the Sub-Saharan African context. Research within this subfield in Africa is rare. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.

show abstract

“…While a large body of literature has focussed on the individualist-collectivist dichotomy, which often signifies a clear distinction between conflict-handling styles demonstrated in opposing cultures (e.g. Americans and East Asians), our findings suggest that cultural instincts in CM could frequently deviate from their expected value outcomes based on other peculiarities in value orientation (Okereke et al , 2018). Such peculiarities have been highlighted in our data, evidencing that Nigerian culture is highly rooted in paternalism, deference, servility and immoderate patriarchy, conceptualised as values projecting status and rank due to the thriving high PD perceived as a normalised and dynamically situated social practice.…”

Section: Discussionmentioning

confidence: 69%

Exploring cultural values in conflict management: a qualitative study of university heads of departments

Akanji

Mordi

Ajonbadi

et al. 2021

QROM

Self Cite

View full text Add to dashboard Cite

PurposeIn seeking to understand the impact of culture on conflict management (CM), extant organisational management research has, for the most part, confined itself to using the one-dimensional collectivism/individualism model of Hofstede's cultural theory. The purpose of this present study is to extend this knowledge area by adopting the more comprehensive analysis of Hofstede's fourfold dimensional typology – power distance, individualism/collectivism, uncertainty avoidance and masculinity/femininity – as a conceptual lens to investigate how national culture impacts the interpersonal CM of those in leadership positions in higher education institutions. Specifically, this article explores the extent to which cultural values influence the CM practices of university heads of departments (HODs).Design/methodology/approachAdopting a qualitative approach, 36 interviews were conducted with heads of different departments across a variety of disciplines in selected Nigerian universities.FindingsThe study's results conceptualise how underlying cultural norms – promoting paternalism, servility and social relations – influence the conflict-handling strategies adopted by university HODs. It consequently emerged from the thematic analysis that in Nigeria, conflict-handling decisions are shaped by status-based dictates, a normative emphasis on communality, masculine hegemony and religious motivation – as opposed to Western cultures, where these benevolent and integrative values play a far smaller role.Research limitations/implicationsThe study focussed on a small group of research subjects. Although the sample is not a sample that enables generalisation, the findings provide theoretical insights into how cultural ascendancy could frame conflict resolutions. This research is especially relevant as it runs in a culture significantly different from the ones that originally were investigated and in which managerial books and mainstream practices emerged and, thus, can contribute to challenge and enhance theory.Originality/valueThe study seeks to advance knowledge of the interface between culture and CM in a sub-Saharan African context where literature is scarce.

show abstract

Determinants of Nigerian managers’ environmental attitude: Africa's Ubuntu ethics versus global capitalism

Cited by 23 publications

References 113 publications

Assessing SMEs tax non-compliance behaviour in Sub-Saharan Africa (SSA): An insight from Nigeria

Assessing SMEs tax non-compliance behaviour in Sub-Saharan Africa (SSA): An insight from Nigeria

The influence of organisational culture on leadership style in higher education institutions

Exploring cultural values in conflict management: a qualitative study of university heads of departments

Contact Info

Product

Resources

About