Africa’s contribution to Qatar’s diversification priorities in the immediate to long term

Diversification experiences started across the African continent in the immediate post-independence period, in an attempt to break with traditional colonial models of development. Most African countries embarked upon industrial development during the 1960s and the 1970s, in order to diversify their economies and reduce their risk dependency on primary commodities due to the fluctuation in prices. After a change of priorities in the 1980s and 1990s, there has recently been a renewed attention and debate on economic diversification in Africa. Insight gained from African experiences demonstrates that new activities and capacities can be set in place via linkages with natural resource exploitation. Investment opportunities in non-energy sectors in Africa are nevertheless also critical and need to be examined. In fact, the success of diversification strategies depends on a sound development strategy, inspiring comprehensive public policy frameworks, strong political leadership, and a sound natural resource governance framework including diversification. Presenting examples and insights from various African countries, the article highlights misperceptions and improvements of socio-economic conditions in Africa useful to properly assess risks and opportunities in various contexts. Analyzing the role of the private sector and of African state-owned institutions related to foreign direct investments in non-energy sectors, the article focuses on strategies, lessons learned, and challenges of economic diversification.     

Corruption and positive selection in privatization

We consider the supply of a public good based on a publicly owned facility. The Government has a choice between provision in-house and privatizing the facility and then outsourcing the production. In particular, we focus on corruption in the decision to privatize and on its effect on social welfare when there is asymmetric information on the public and private manager's efficiency. Our analysis shows that a corrupt Government, that chooses to privatize only in exchange for a bribe, makes a positive selection on the private firm's efficiency and, thus, may have a positive effect on social welfare.     

The Hierarchical Erosion Effect: A New Perspective on Perceptual Differences and Business Performance

Organizations are coalitions of individuals with heterogeneous interests and perceptions (March and Simon, 1958/1993). We examine an important source of heterogeneity, namely the different perceptions individuals hold across hierarchical levels. We introduce the notion of a hierarchical erosion effect whereby individual perceptions about specific practices become less favourable the lower one goes in the hierarchy. Using data from 4,243 employees across four levels in 38 business units, we provide evidence that this effect exists, controlling for other factors, including the overall favourability of the business unit culture across eight practices. We show how the size of this hierarchical erosion effect varies depending on the nature of the organizational practice being evaluated and the extent to which executives share strategic information widely, and we also show that a lower hierarchical erosion effect is correlated with higher business unit growth. In doing so, we enrich understanding of two aspects of March and Simon's work, their notion of intra‐organizational heterogeneity and their distinctive view of the nature of hierarchy.     

Exploitation- and exploration-based innovations: The role of knowledge in inter-firm relationships with distributors

Learning capacity is a critical factor for a firm’s innovation and competitiveness. This study explores the issue of how knowledge in inter-firm relationships with distributors influences manufacturers’ exploitation- and exploration-based innovations and performance. The empirical model examines the effect of three different types of knowledge-related issues in inter-firm relationships: (i) the acquisition of substantial knowledge (about products, technology, or markets) from distributors; (ii) the learning about collaborating with each distributor as the relationship evolves; and (iii) the general firm’s knowledge about managing distributors. A model of learning—innovation—performance is developed and tested in a sample of 201 firms in the food and beverages sector. The results reveal that: (i) knowledge about managing distributors promotes continuous learning from them; (ii) learning to collaborate is critical, as it favours knowledge acquisition and both types of innovations (exploitation- and exploration-based); (iii) learning from distributors weakens firms’ tendency to stress one type of innovation strategy over another; and (iv) knowledge in inter-firm relationships with distributors affects performance in a completely mediated way, that is, through innovation. Theoretical and managerial implications of these findings are discussed in the conclusion of the paper.     

The Role of Social Capital for Organizational Identification: Implications for Strategic Communication

Scholars in the fields of organization and strategic communication have long been interested in organizational identification as a phenomenon favoring employees’ alignment with corporate values and consequently achievement of the organizational mission. To date, most studies on the subject have relied on social identity theory, which focuses on cognitive categorization processes but overlooks the role of employees’ relationships within their organization. In this research, we introduce a social capital perspective into organizational identification models. We propose and test a model looking at the influence of an individual’s social capital, a variable deriving from different dimensions of an individual’s communication network (i.e., prestige, resourceful others, friendship), on organizational identification, mediated by the attractiveness of perceived organizational identity. The results from a survey conducted in a business organization suggest that a person’s social capital influences organizational identification, both directly and through the attractiveness of perceived organizational identity. Our organizational identification model contributes to extend knowledge on the complementarity of the cognitive and relational perspectives of strategic communication and on the role of relationship building and networks in strategic communication management.     

Sustainable tourism implementation in urban areas: a case study of London

Sustainable tourism is a concept widely embraced by managers and planners of tourist destinations. However, it has received little attention in the context of urban tourism, an area of research that has until recently been largely neglected by academics. This paper contributes to the body of knowledge on sustainable tourism implementation in large cities, by using London as an exploratory case study. Through the collection and analysis of both primary and secondary data (online survey, semi-structured interviews and document analysis), it seeks to explore whether local authorities have implemented policies towards sustainable tourism in the capital. The findings indicate that although the concept of sustainable tourism is perceived as important by policy makers, only a few local authorities in London promote its principles in their policy documents and even fewer have initiatives to put them in practice. Most of these initiatives are isolated activities which address limited aspects of sustainable tourism. The paper concludes that despite some progress made to date, in the current economic climate, growth and development remain the main objectives of governments and local authorities, while social and environmental issues are often left behind.     

Block trades and the benefits of control in Slovenia1

Ownership and control have been concentrating in most transition countries. The consolidation of control introduces changes in the power distribution within privatized firms and, most importantly, redirects the corporate governance problem to a conflict between large and small shareholders. In this study, we evaluate the ownership changes in Slovenian privatized firms through an analysis of stock price reactions to the entrance of a new blockholder (the shared benefits of control) and through an estimation of the premiums paid for large blocks (the private benefits of control). We provide evidence of and discuss the reasons for the failures of the privatization investment funds in implementing control over firm managers and in promoting the restructuring of firms in the first post‐privatization years.     

A look for low season tourist profile: Antalya Region of Turkey example

This paper investigates the profile of low season tourists who visit Antalya Region of Turkey. The research findings belong to their opinions regarding destination and quality of services. At the same time additional information on demographic aspects of sampled tourists can be followed from the research. In order to satisfy tourists, providing information about their likes and dislikes is always important. Primary goal of this paper is to be a potential part of future marketing strategy for Antalya Region. Ana Cristina N. Silva was an “Erasmus Student”.     

Controversies over fair value accounting： The case of SMEs

This study analyses IASB＇s stipulations on fair value usage in its standard designed for SMEs and the reactions of national standard setters, preparers and users of financial reporting in this respect. It tries to clarify fair value applications such as market value and value in use and the appropriateness of their usage for the case on hand. This research determines the inconsistencies within IASB ED IFRSfor SMEs （2007） related to the usage of fair value, underlined by the respondents＇ comment letters. The content analysis of all the above, conducted according to the type of economy and nature of respondent, along with the statistical techniques applied, indicates a partial approval of fair value usage under the following conditions： clarification of the concept, details on its usage in relation to market liquidity and the nature of the asset, additional guidance regarding the measurement methods. We advocate for the value in use, an application of the fair value based on internal valuations, which offers an adequate cost-benefit rate. The final version ofIFRSfor SMEs highlights both the preference of market information over the internal valuations and the insufficient information regarding solutions suited for non-liquid markets. It may be appropriate for the IASB, maybe in collaboration with the IVSC, to provide guidance and details regarding the implementation and disclosure of the valuation techniques applicable to this type of entities.