Family Businesses in Sub-Saharan Africa

This book is the first of its kind to highlight the importance of family businesses to economic growth in sub-Saharan Africa. It examines the managerial, behavioral, and strategic issues facing these companies and offers conclusive statements about their performance and influence on the region. Family businesses have been found to outperform non-family businesses in advanced industrialized economies, yet no such information exists on the importance of these companies which dominate the economic landscape of sub-Saharan Africa.
Through empirical evidence and cross-country data, a team of expert contributors explore matters related to the management of family-owned businesses, such as how they evaluate employee productivity and performance, manage human resources, view governance practices and the role of women, and other sensitive issues. This is a seminal text for students and researchers in family business, entrepreneurship, strategic management, andfamily business owners looking to improve and advance their companies for the greater good of sub-Saharan Africa and the rest of the continent.

Autorentext
Moses Acquaah is Professor and Head of the Department of Management in the Bryan School of Business and Economics at the University of North Carolina at Greensboro, USA. His research focuses on strategic management, international management, entrepreneurship, and family businesses in emerging economies. He is an Assistant Editor of the South African Journal of Human Resource Management, and serves on the Editorial Review Boards of the Journal of African Business, Journal of Education for Business, African Journal of Economic and Management Studies, and Africa Journal of Management.

Inhalt

1. Family Business Theories and sub-Saharan African Family Businesses.- 2. Family Business Research in Africa: An Assessment.- 3. Organizational Justice and Employee Job Effectiveness in Family Businesses in Uganda: The Mediating Role of Organizational Support.- 4. Human Resource Management and Market Orientation Strategies in Family and Nonfamily Firms in Ghana: How Do They Relate to Competitive Strategy and Firm Performance? .- 5. Women-Owned Family Businesses in Africa: Entrepreneurs Changing the Face of Progress.- 6. The Direct and Indirect Effects of Innovative Capability on Firm Performance: Evidence from Micro and Small Family Businesses in Ghana.- 7. Social Capital, Market Competition and Productivity Growth in Family Businesses in Ghana.- 8. Manufacturing Strategy, Competitive Strategy and Performance: Testing Differences between Family and Non-family Firms in Ghana.