The role of land-based strategies in rural livelihoods: The contribution of arable production,animal husbandry and natural resource harvesting in communal areas in South Africa

The majority of South Africa's rural population resides in the former homelands. Although cash from urban and government sources is the mainstay of the rural economy in many areas, the multiple and diverse livelihood base of rural households is not widely recognised. This diversity includes the land-based strategies of arable farming, livestock husbandry and consumption and trade in natural resources. This article examines recent and emerging literature from a livelihood perspective in terms of the role and value of each of these three land-based livelihood sectors. We conclude that the contribution of land-based activities to rural livelihoods is important in both financial and social terms, and is probably greater than previously appreciated within the whole gamut of livelihood strategies adopted by rural households, including transfers from formal employment and state pensions. We examine the policy implications of this for land and agrarian reform in South Africa.     

The Land Crisis in Zimbabwe Viewed from South of the Limpopo

Farm invasions in Zimbabwe have highlighted the pressing need for land reform throughout the southern African region. In South Africa, where the racial disparities in land holding are most severe, the events in Zimbabwe have raised the temperature of the land debate and led to calls for land invasions by some rural groups. The ANC-led government, facing criticism from both right and left for the slow pace of reform, has veered between strident defence of private property rights and threats to expropriate white farms. White farming interests have reacted differentially, with some progressive voices joining the calls for an accelerated reform programme. Current land reform policy in South Africa seems set to advance the interests of emerging black commercial farmers and tribal chiefs at the expense of the rural poor and landless.     

Antecedents and consequences of social capital on buyer performance improvement

The ability to leverage social capital within strategic buyer–supplier relationships is increasingly cited as a key driver of value creation. Despite the importance of strategic partnerships, the process by which social capital accumulates within buyer–supplier relationships and contributes to buyer performance improvements is not well understood. Drawing on social capital theory, we develop a model linking positive relational capital, and its antecedents, supplier integration and supplier closeness, to buyer performance improvements. Further, we hypothesize that structural capital, as reflected in managerial communication and technical exchanges, is also positively related to buyer performance improvements. Using data provided by 111 procurement executives from the United Kingdom, we find support for our hypotheses. The study extends the supply chain management and social capital literature and suggests important implications for both research and practice.     

Environmental soundness: a pragmatic alternative to expectations of sustainable development in business strategy

In recent years, many companies have responded publicly to pressure to improve their environmental performance. The paradigm within which these responses have been made, however, appears to be confused. This paper proposes the role that companies are best able to play in the societal progression towards sustainable development. We argue that the concept of sustainable development may only be properly applied at the global level; it follows that a ‘sustainably developed’ company or industry sector is not a practical objective. Nevertheless, the contribution which business can make within a sustainable development framework is recognized as being of the highest importance. We suggest that the nature of this contribution pivots around a distinction between environmental soundness (which concerns the interaction between the environment and economics) and sustainability (which adds a broad social element to the environmental and economic, and requires the consideration of time horizons). It is proposed that companies are well positioned to pursue effective environmentally sound corporate strategies. It is also argued that such strategies offer great potential to advance social justice, as environmental improvements are often disproportionately beneficial to poorer groups in society. In contrast, arguments are presented against companies attempting to move beyond environmental soundness to address those broad social elements demanded by sustainable development. A broad allocation of those responsibilities inherent in sustainable development to societal institutions is presented, placing the suggested role of business into context. In advocating the adoption of corporate strategies based on environmental soundness we do not seek to derogate the concept of sustainable development; we do aim to stem the apparent continuing erosion of its fundamental tenets and to identify responsibilities that are appropriate to business. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.     

Knowledge Sharing in Interorganizational Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms*

Working collaboratively with suppliers is increasingly cited as a “best practice” in product development. The importance of sharing knowledge between buyer and supplier in this context has been well recognized, although comparatively little research exists on the interorganizational socialization mechanisms that facilitate it. The present research proposes and tests a theoretical model of the impact of formal and informal socialization mechanisms on the level of knowledge sharing within interorganizational product development projects and the subsequent effect on buyer firm performance. Results from this study of 111 manufacturing organizations in the United Kingdom largely support its hypotheses. It is revealed that informal socialization mechanisms (e.g., communication guidelines, social events) play an important role in facilitating interorganizational knowledge sharing, whereas formal socialization mechanisms (e.g., cross‐functional teams, matrix reporting structures) act indirectly through informal socialization to influence knowledge sharing. The results also show that interorganizational knowledge sharing is positively associated with supplier contribution to development outcomes, which, in turn, improves buyer product development performance and, ultimately, financial performance. Product development managers are encouraged to build social ties between interorganizational development teams to increase the flow of knowledge and to improve both product development outcomes and financial performance.     

Formalisation of land rights in the South: An overview

Formalisation of property rights has recently been proposed as a way of reducing poverty. The poor, it is said, do not lack assets, they lack only the formal, protected rights necessary to make these assets engines of entrepreneurship, thriving markets, and information networks. Historical evidence with regard to formalisation programmes is, however, mixed at best, and current universalist proposals contain numerous flaws. A more context-specific and flexible approach is needed, with greater attention to local settings and specific objectives and tools. Property formalisation should not be considered merely a technical tool but must take account of politics and culture.     

Strategic supply and the management of inter- and intra-organisational relationships

As companies attempt to shed old habits and begin to view procurement as a strategic resource from which a competitive advantage can be gained, there is a great deal of corporate baggage that must be shed. More importantly, there is a new mindset that must be instilled both in procurement and across the firm. Strategic supply symbolizes the importance of enterprise wide thinking where functional units inside the firm and key suppliers from the firm's supply chain all work in concert to bring value to the marketplace. This paper presents data from the US and the UK that helps us better understand and address issues that are key to managing across independent supply chain partners. We also address some of the barriers to implementing such a supply strategy. These barriers exist inside the firm as well as between the firms at its key suppliers. Whilst we acknowledge that progress is being made, however the data suggest that the journey is far from over.     

Creating supply chain relational capital: The impact of formal and informal socialization processes

Establishing closer social ties between buying and supplying organizations is increasingly cited as a critical differentiator of high and low performers in global supply chains. While the creation of relational capital within an organization is a relatively well identified concept in organizational research, comparatively little research exists on the inter-organizational socialization processes that create relational value in supply chains. In our research, we extend theoretical models of group social conduits into this context, and develop a model that posits the impact of formal and informal socialization processes on the creation of relational capital between buyers and suppliers. Results from our study of 111 manufacturing organizations in the United Kingdom suggest that informal socialization processes are important in the creation of relational capital, which in turn can lead to improved supplier relationship outcomes. Formal bridging socialization conduits appear to play a lesser role in deriving these benefits.