4 How can people management practices be developed in emerging countries in
order to make them more appropriate to the local situation?
9 FURTHER READING
- T. Jackson (2002a) International HRM: A Cross-cultural Approach, London: Sage.
Provides a more comprehensive view of the cross-cultural issues involved in managing people
in international contexts including emerging countries, particularly the instrumental-humanistic
dichotomy, and the way different cultures have addressed the split between home/community
and work life. - M. Dia (1996) Africa’s Management in the 1990s and Beyond, Washington, DC: World
Bank.
Provides a comprehensive view of the disconnection theory of organizations from the commu-
nity in the context of Africa. This is written largely for the development community rather than
the management community. - A.M. Jaeger and R.N. Kanungo (eds) (1990) Management in Developing Countries,
London: Routledge.
Difficult to obtain, but a classic, providing a number of chapters on aspects of managing in
developing countries, albeit largely within the developing–developed world paradigm. - P. Blunt and M.L. Jones (1992) Managing Organizations in Africa, Berlin: Walter de
Gruyter.
Again, this is getting more difficult to obtain. The classic work on management in Africa.
REFERENCES
Abudu, F. (1986) ‘Work attitudes of Africans, with special reference to Nigeria’, International
Studies of Management and Organization, 16(2), 17–36.
Akiner, S. (1995) The Formation of Kazakh Identity: From Tribe to Nation-state, London: The
Royal Institute of International Affairs.
Allinson, R. (1993) Global Disasters: Inquiries into Management Ethics, New York: Prentice-
Hall.
Balogun, M.J. (1986) ‘The African culture and social structure: lessons from contemporary pub-
lic administration’, in The Ecology of Public Administration and Management in Africa, New
Delhi: AAPAM/Vikas.
Barratt Brown, M. (1995) Africa’s Choices: After Thirty Years of the World Bank, London:
Penguin.
HRM in Developing Countries 245