000			01495pab a2200217 454500
008			180718b2000 xxu||||| |||| 00| 0 eng d
100			_aMunene, John C.
245			_aDevelopment in Sub-Saharan Africa: cultural influences and managers' decision behaviour
260			_c2000
300			_ap.339-51
362			_aOct
520			_aWe explore the relevance of national differences in values to development in sub-Saharan Africa using data from two recent global surveys. The evidence indicates a shared black African culture that emphasizes hierarchy, embeddedness and mastery in contrast to egalitarianism, autonomy and harmony, in keeping with the literature on Africa. Further evidence reveals that African managers stress reliance on formal rules and superiors in reaching decisions, as predicted by their cultural profile. Comparisons with Western European samples indicate that these nations have the opposite cultural profile and that their managers stress self-reliance and consultation with subordinates. Implications of these contrasts for development in Africa and effective collaboration within donor agencies and multinational firms are discussed. - Reproduced
650			_aDecision behaviour - Sub-Saharan Africa
650			_aManagers - Sub-Saharan Africa
650			_aCultural values - Sub-Saharan Africa
650			_aManagers
700			_aSmith, Peter B.
700			_aSchwartz, Shalom H.
773			_aPublic Administration and Development
909			_a46789
999			_c46789 _d46789