Book contents
- Reviews
- Duality by Design
- Duality by Design
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Acknowledgements
- 1 Duality by Design: The Global Race to Build Africa’s Infrastructure
- Part I Mitigating Institutional Voids by Design
- Part II Exploiting Institutional Voids by Design
- Afterword
- Index
- References
1 - Duality by Design: The Global Race to Build Africa’s Infrastructure
Published online by Cambridge University Press: 14 November 2019
Book contents
- Reviews
- Duality by Design
- Duality by Design
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Acknowledgements
- 1 Duality by Design: The Global Race to Build Africa’s Infrastructure
- Part I Mitigating Institutional Voids by Design
- Part II Exploiting Institutional Voids by Design
- Afterword
- Index
- References
Summary
This book starts from the idea that much can be learned about the design of new forms of organising, theoretically and empirically, by examining a phenomenon central to the global order: Africa’s struggle to bridge a growing gap between supply and demand for basic infrastructure. A gap linked, amongst other factors, to the rapid growth of the continent’s population, projected to reach 40 per cent of the world’s population by 2100.1 Infrastructure is a vast class of capital-intensive technologies that input into a wide range of productive processes that generate positive externalities and social surplus.
- Type
- Chapter
- Information
- Duality by DesignThe Global Race to Build Africa's Infrastructure, pp. 1 - 30Publisher: Cambridge University PressPrint publication year: 2019
References
African Development Bank (2014). African Development Bank Group strategy for addressing fragility and building resilience in Africa. Abidjan, Cote d’Ivoire: African Development Bank.Google Scholar
African Development Bank (2018). African economic outlook. African Development Bank Group, Abidjan, Côte d’Ivoire: African Development Bank.Google Scholar
Bayly, C. (2004). The birth of the modern world 1780–1914: Global connections and comparisons. Oxford: Blackwell.Google Scholar
Birkinshaw, J. and Gibson, C. (2004). Building ambidexterity into an organisation. MIT Sloan Management Review, 45(4): 47–55.Google Scholar
Bräutigam, D. (2009). The dragon’s gift: The real story of China in Africa. Oxford: Oxford University Press.Google Scholar
Bräutigam, D. (2011). Aid ‘with Chinese characteristics’: Chinese foreign aid and development finance meet the OECD‐DAC aid regime. Journal of International Development, 23: 752–764.Google Scholar
Brewer, N. (2008). The new Great Walls: A guide to China’s overseas dam industry. Berkeley, CA: International Rivers.Google Scholar
Burnside, C. and Dollar, D. (2000). Aid, policies, and growth. American Economic Review, 90(4): 847–868.Google Scholar
Chabal, P. and Daloz, J.-P. (1999). Africa works: Disorder as political instrument. Oxford: James Currey; Bloomington and Indianapolis, IN: Indiana University Press, in association with the International Institute.Google Scholar
Chen, S. and Ravallion, M. (2008). The developing world is poorer than thought but no less successful in the fight against poverty. Policy Research Working Paper 4703. Washington, DC: World Bank.Google Scholar
Collier, P. (2009). The political economy of state failure. Oxford Review of Economic Policy, 25(2): 219–240.Google Scholar
Colquitt, J. A. and George, G. (2011). Publishing in AMJ: Topic choice. Academy of Management Journal, 54: 432–435.CrossRefGoogle Scholar
Doh, J., Rodrigues, S., Saka-Helhout, A. and Makhija, M. (2017). International business responses to institutional voids. Journal of International Business Studies, 48: 293–307.Google Scholar
Dutt, N., Hawn, O., Vidal, E., Chatterji, A., McGahan, A. and Mitchell, W.(2016). How open system intermediaries address institutional failures: The case of business incubators in emerging-market countries. Academy of Management Journal, June 59: 818–840.CrossRefGoogle Scholar
Eisenhardt, K. M., Graebner, M. E. and Sonenshein, S. (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of Management Journal ( August 2016) 59: 1103–1112.Google Scholar
Eom, J., Hwang, J., Atkins, L., Chen, Y. and Zhou, S. (2017). China Africa Research Initiative. School of Advanced International Studies Policy Brief No. 18. Johns Hopkins University.Google Scholar
Erdmann, G. and Engel, U. (2006). Neo-patrimonialism revisited: Beyond a catch-all concept. GIGA Research Paper No. 16. Hamburg: German Institute of Global and Area Studies.Google Scholar
Esfahani, H. and Ramirez, M. (2003). Institutions, infrastructure and economic growth. Journal of Development Economics 70: 443–477.Google Scholar
Evans, P. and Doz., Y. (1989). The dualistic organisation. In Laurent, A. (Ed.) Human resource management in international firms. Basingstoke, UK: Macmillan.Google Scholar
Ferraro, F., Etzion, D. and Gehman, J. (2015). Tackling grand challenges pragmatically: Robust action revisited. Organisation Studies, 36: 363–390.Google Scholar
Fjeldstad, Ø. D., Snow, C. C., Miles, R. E. and Lettl, C. (2012). The architecture of collaboration. Strategic Management Journal, 33: 734–750.Google Scholar
Flyvbjerg, B., Bruzelius, N. and Rothengatter, W. (2003). Megaprojects and risk: An anatomy of ambition. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Frischman, B. M. (2012). Infrastructure: The social value of shared resources. Oxford: Oxford University Press.Google Scholar
George, G., Corbishley, C., Khayesi, J. N. O., Haas, M. R. and Laszlo Tihanyi, L. (2016). Bringing Africa in: Promising directions for management research. Academy of Management Journal, 59: 377–393.Google Scholar
Gil, N. (2007). On the value of project safeguards: Embedding real options in complex product and systems. Research Policy 36(7): 980–999.Google Scholar
Gil, N. (2009). Project safeguards: Operationalizing option-like strategic thinking in infrastructure development. IEEE Transactions on Engineering Management, 56 (2) May: 257–270.Google Scholar
Gil, N. and Pinto, J. (2018). Polycentric organising and performance: A contingency model and evidence from megaproject planning in the UK. Research Policy, 47: 717–734.Google Scholar
Gulati, R. and Puranam, P. (2009). Renewal through reorganisation. Organisation Science, 20(2): 422–440.Google Scholar
Gulati, R., Puranam, P. and Tushman, M. (2012). Meta-organisation design: Rethinking design in interorganisational and community contexts. Strategic Management Journal, 33: 571–586.Google Scholar
Henderson, J. (2008). China and global development: Towards a global-Asian era? Contemporary Politics, 14(4): 375–392.Google Scholar
Henderson, J., Appelbaum, R. P. and Ho, S. Y. (2013). Globalization with Chinese characteristics: Externalization, dynamics and transformations. Development and Change 44: 1221–1253.CrossRefGoogle Scholar
Henisz, W. J., Dorobantu, S. and Nartey, L. J. (2014). Spinning gold: The financial returns to stakeholder engagement. Strategic Management Journal, 35(12): 1727–1748.Google Scholar
Hermes, N. and Lensink, R. (2001). Changing the conditions for development aid: A new paradigm. London: Frank Cass.Google Scholar
Hernandez, D. (2017). Are ‘new’ donors challenging World Bank conditionality? World Development, 96 (August): 529–549.Google Scholar
Hirschman, A. O. (1967). Development projects observed. Washington, DC: Brookings Institution.Google Scholar
Hirschman, A. O. (1971). Introduction: Political economics and possibilism. In Hirschman, A. O. (Ed.), A bias for hope: Essays on development and Latin America, 1–37. New Haven, CT: Yale University Press.Google Scholar
Hirschman, A. O. (1975). Policymaking and policy analysis in Latin America:A return journey. Policy Sciences 6:385–402.Google Scholar
Hoorweg, D. and Pope, K. (2017). Population predictions for the world’s largest cities in the 21st century. Environment and Urbanization, 29(1): 195–216.Google Scholar
IRENA. (2014). REmap 2030: A renewable energy roadmap. Summary of findings. International Renewable Energy Agency, June, Abu Dhabi.Google Scholar
Khanna, T. and Palepu, K. G. (1997). Why focused strategies may be wrong for emerging markets. Harvard Business Review 75: 41–51.Google Scholar
Khanna, T. and Palepu, K. G. (2010). Winning in emerging markets: A road map for strategy and execution. Boston, MA: Harvard Business Press.Google Scholar
Khanna, T. and Rivkin, J. (2001). Estimating the performance effects of business groups in emerging markets. Strategic Management Journal 22(1): 45–74.Google Scholar
Klingebiel, R. and Stadler, C. (2015). Opportunities and challenges for empirical strategy research in Africa. Africa Journal of Management , 1(2): 194–200.Google Scholar
Knudsen, T. and Srikanth, K. (2014). Coordinated exploration: Organising joint search by multiple specialists to overcome mutual confusion and joint myopia. Administrative Science Quarterly 59: 409–441.Google Scholar
Lavagnon, A. I. (2018). Beneficial or detrimental ignorance: The straw man fallacy of Flyvbjerg’s test of Hirschman’s hiding hand. World Development, 103: 369–382.Google Scholar
Lawrence, P. R. and Lorsch, J. W. (1967). Differentiation and integration in complex organisations. Administrative Science Quarterly, 12: 1–47.CrossRefGoogle Scholar
Lenfle, S. and Loch, C. (2010). Lost roots: How project management came to emphasize control over flexibility and novelty. California Management Review, 53(1): 32–55.Google Scholar
Levy, B. (2014). Working with the grain: Integrating governance and growth in development strategies. New York, NY: Oxford University Press.Google Scholar
Libecap, G. D. (1989). Contracting for property rights: Political economy of institutions and decisions. Cambridge, UK: Cambridge University Press.Google Scholar
Love, P. E. D. and Ahiaga-Dagbui, D. D. (2018). Debunking fake news in a post-truth era: The plausible untruths of cost underestimation in transport infrastructure projects. Transportation Research Part A 113: 357–368.Google Scholar
Luo, X. and Chung, C. (2013). Filling or abusing the institutional void?Organisation Science, 24: 591–613.CrossRefGoogle Scholar
Mair, J., and Marti, I. (2009). Entrepreneurship in and around institutional voids: A case study from Bangladesh. Journal of Business Venturing, 24: 419–435.Google Scholar
Mair, J., Marti, I. and Ventresca, M. (2012). Building inclusive markets in rural Bangladesh: How intermediaries work institutional voids. Academy of Management Journal, 55: 819–850.Google Scholar
Marshall, M. G. and Cole, B. R. (2008). Global report on conflict, governance, and state fragility 2008. Foreign Policy Bulletin 18(1): 3–21.Google Scholar
McDermott, G., Corredoira, R. and Kruse, G. (2009). Public–private institutions as catalysts of upgrading in emerging market societies. Academy of Management Journal, 52: 1270–1296.Google Scholar
McLean, E. V., and Schneider, C. J. (2014). Limits of informal governance? The scope of conditionality in the World Bank. Proc. 7th Annual Conference of the Political Economy of International Organizations, 16–18 January, Princeton University.Google Scholar
Miller, R. and Lessard, D. (2000). Public goods and private strategies: Making sense of project performance. In Miller, Roger and Lessard, Donald (Eds.), The strategic management of large engineering projects. Cambridge, MA: MIT Press.Google Scholar
Mohan, G., and Lampert, B. (2013). Negotiating China: Reinserting African agency into China–Africa relations. African Affairs, 112(446): 92–110.Google Scholar
North, D. (1990). Institutions, institutional change, and economic performance. Cambridge, UK: Cambridge University Press.Google Scholar
North, D. C., Wallis, J. and Weingast, B. (2009). Violence and social order: A conceptual framework for interpreting recorded human history. Cambridge, UK: Cambridge University Press.Google Scholar
North, D. C., Weingast, B. R. (1989). Constitutions and commitment: The evolution of institutions governing public choice in seventeenth-century England. The Journal of Economic History 49(4): 803–832.Google Scholar
Ostrom, E. (1990). Governing the commons: The evolution of institutions of collective action. New York, NY: Cambridge University Press.Google Scholar
Ostrom, E. (2005). Understanding institutional diversity. Princeton, NJ: Princeton University Press.Google Scholar
Pinkham, B. C. and Peng, M. W. (2016). Overcoming institutional voids via arbitration. Journal of International Business Studies, 48 (3): 344–359.Google Scholar
Rodrick, D. (2006). Goodbye Washington consensus, hello Washington confusion. Journal of Economic Literature, 44(4): 973–987.Google Scholar
Scott, W. R. (1981). Organisations: Rational, natural, and open systems. Englewood Cliffs, NJ: Prentice Hall Inc.Google Scholar
Simon, H. A. (1981). The sciences of the artificial. 2nd ed. Cambridge, MA: MIT Press.Google Scholar
Smith, W. K. and Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organisation Science 16(5): 522–536.Google Scholar
Tan-Mullins, M., Mohan, G. and Power, M. (2010). Redefining ‘aid’ in the China–Africa context. Development and Change, 41: 857–881.Google Scholar
Thompson, J. D. (1967). Organisations in action: Social science bases of administrative theory. New York: McGraw-Hill.Google Scholar
Trigeorgis, L. (1996). Real options: Managerial flexibility and strategy in resource allocation. Cambridge, MA: MIT Press.Google Scholar
Tull, D. (2006). China’s engagement in Africa: Scope, significance and consequences. Journal of Modern African Studies, 44(3): 459–79.CrossRefGoogle Scholar
UN. (1995, January). Public sector management, governance, and sustainable human development: A discussion paper. Management Development and Governance Division. New York: Bureau for Policy and Programme Support, United Nations Development Programme.Google Scholar
UN. (2013). Financing for sustainable development: UN task team on the post-2015 UN Development Agenda, executive summary. New York: United Nations.Google Scholar
UN. (2017). World population prospects: The 2017 revision. Department of Economic and Social Affairs, Population Division. New York: United Nations.Google Scholar
UN. (2018). The United Nations world water development report: Nature-based solutions for water. France: United Nations World Water Assessment Programme, United Nations Educational, Scientific and Cultural Organization.Google Scholar
UN-Habitat. (2011). Infrastructure for economic development and poverty reduction in Africa. Nairobi: UN-Habitat.Google Scholar
UN-Habitat. (2016). World cities report 2016: Urbanization and development. Emerging futures: Key findings and messages. Nairobi: UN Habitat.Google Scholar
van Dijk, M. P. (2009). The new presence of China in Africa. Amsterdam: Amsterdam University Press.Google Scholar
Williamson, O. E. (1985). The Economic institutions of capitalism. Free Press: New York.Google Scholar
Wily, L. A. (2011). ‘The law is to blame’: The vulnerable status of common property rights in sub-Saharan Africa. Development and Change 42: 733–757.Google Scholar
Woods, N. (2008). Whose aid? Whose influence? China, emerging donors and the silent revolution in development assistance. International Affairs 84(6): 1205–1221.Google Scholar
World Bank (1994). World development report: Infrastructure for development. New York: Oxford University Press.Google Scholar
World Economic Forum. (2017). The global competitiveness report 2018–2018. Edited by Schwab, Klaus. Geneva: World Economic Forum.Google Scholar
- 2
- Cited by