2016
DOI: 10.1108/jmd-02-2015-0011
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Developing local managers in the Ghanaian mining industry: an indigenous talent model

Abstract: Privatisation of Ghanaian state-owned enterprises has resulted in domination ofWestern multinational companies (MNCs) in the gold mining industry. Consequently, expatriate managers dominate industry. The Government of Ghana, realising the problem of national managerial gap in industry has made development of national managers pre-condition for granting of mining lease to MNCs entering the industry. This is an attempt to 'empower' national managers for eventual takeover from expatriates.The paper reports on a r… Show more

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Cited by 26 publications
(28 citation statements)
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“…Another interesting socio-cultural force in sub-Saharan Africa is the 'Ubuntu'. The word 'Ubuntu' literarily means "I am who I am through others" [39]. Although this concept originated from Zulu, it is widely used in the continent [39].…”
Section: Socio-cultural Institutional Factorsmentioning
confidence: 99%
See 3 more Smart Citations
“…Another interesting socio-cultural force in sub-Saharan Africa is the 'Ubuntu'. The word 'Ubuntu' literarily means "I am who I am through others" [39]. Although this concept originated from Zulu, it is widely used in the continent [39].…”
Section: Socio-cultural Institutional Factorsmentioning
confidence: 99%
“…The word 'Ubuntu' literarily means "I am who I am through others" [39]. Although this concept originated from Zulu, it is widely used in the continent [39]. 'Ubuntu' is a strong form of collectivism which helps to integrate members of a community into a strong and cohesive ingroup [39].…”
Section: Socio-cultural Institutional Factorsmentioning
confidence: 99%
See 2 more Smart Citations
“…With regard to contextual HRM label, MNCs manage individual subsidiaries in various countries according to socio-cultural practices (practices diverge depending on situational factors because there is no one best way model). Therefore, HRM practices in country A may differ from that applicable in country B, and countries A and B different from country C. These differences are mostly influenced by variations in national cultures (Hofstede, 2002) and national legal demands (Oppong and Gold, 2016). Unlike the dominant labelling arrow in the diagramme, the contextual labelling arrow does not symbolise exportation to headquarters but adaptation of host-country's local culture and HRM practices by MNCs.…”
Section: 32mentioning
confidence: 99%