Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD move away from the prevailing one-size-fits-all PM approach in ID, to refocus PM for ID on managing objectives for long-term development results, to increase the aid agencies’ supervision efforts in failing countries, and to tailor PM to African culture(s). Finally, this paper suggests an agenda for research, i.e. a number of ways in which PM literature could support design and implementation of ID projects in Africa. References Ahsan, K., and Gunawan, I. (2010). “Analysis of cost and schedule performance of international development projects”. International Journal of Project Management, 28 (1), 68-78. Chauvet, L., Collier, P., and Duponchel, M. (2010). “What explains aid project success in post-conflict situations?” The World Bank Policy Research Working Paper, No 5418. Collier, P. (2007). The Bottom Billion: Why the Poorest Countries are Failing and What Can Be Done About It. Oxford: Oxford University Press. Diallo, A., and Thuillier, D. (2004). “The success dimensions of international development projects: The perceptions of African project coordinators”. International Journal of Project Management, 22 (1), 19–31. Diallo, A., and Thuillier, D. (2005). “The success of international development projects, trust and communication: An African perspective”. International Journal of Project Management, 23 (1), 237–252. Eneh, C. O. (2009, May, 19-23). Failed development vision, political leadership and Nigeria’s underdevelopment-A critique. Proceedings of the International Academy of African Business and Development, 313-320, Kampala, Uganda. Easterly, W. (2006). The White Man’s Burden: Why the West’s Efforts to Aid the Rest Have Done So Much Ill and So Little Good. New York: The Penguin Press. European Commission (2007). Support to sector programs. Covering the three financing modalities: Sector budget support, pool funding and EC project procedures. Tools and Methods Series, Guidelines, No. 2. Gow, D. D., and Morss, E. R. (1988). “The notorious nine: Critical problems in project implementation”. World Development, 16 (12), 1399–1418. Ika, L. A. (2005). “La gestion des projets d’aide au développement: Historique, bilan et perspective” . Perspective Africaine, 2, 128–153. Ika, L. A., and Lytvynov, V. (2009). “RBM: a shift to managing development project objectives”. Journal of Global Business Administration, 1 (1), 55-76. Ika, L. A., Diallo, A., and Thuillier, D. (2010). “Project management in the international industry: The project coordinator’s perspective”. International Journal of Managing Projects in Business, 3 (1), 61–93. Ika, L. A., and Hodgson, D. (January, 21-22, 2010). Towards a critical perspective in international development project management. Making Projects Critical 5, Bristol Business School, Bristol, UK. Khang, D. B., and Moe, T. L. (2008). “Success criteria and factors for international development projects: a life-cycle-based framework”. Project Management Journal, 39 (1), 72–84. Kwak, Y. H. (2002, September, 9-13). Critical success factors in international development project management. Paper presented at the CIB 10th International Symposium Construction Innovation & Global Competitiveness, Cincinnati, Ohio. Moyo, D. (2009). Dead Aid: Why Aid Is Not Working and How There Is a Better Way for Africa. Vancouver: D&M Publishers Inc. Muriithi, N., and Crawford, L. (2003). “Approaches to project management in Africa: implications for international development projects”. International Journal of Project Management, 21 (1), 309-319. Stuckenbruck, L.C., and Zomoroodian, A. (1987). “Project management: the promise for developing countries”. International Journal of Project Management, 5 (3), 167-175. 274
Abstract The Changing Requirements of FDI in Sub-Saharan Africa. Challenges in the Era of Globalization Edited by Emmanuel Obuah Emmanuel Cleeve, E.Cleeve@mmu.ac.uk Department of Economics, Manchester Metropolitan University, UK In this study, the changing requirements of FDI inflows to sub-Saharan Africa (SSA) are analysed. It uses three periods, 1985, 1995 and 2005 to make a snapshot assessment of the changing determining factors of FDI inflows to SSA. Several (flow and stock) measures of human capital is used, first to assess whether labour quality (education) is becoming more significant in explaining FDI flows over the three periods, indicating a shift in the type of FDI flows to SSA. Second, to determine which of these measures reflect better the fluid socioeconomic and political situations in SSA for policy decision making? Our results show that the influence of human capital indicates a shift towards FDI requiring higher labour quality or skills. The study also shows that the traditional variables that influence FDI are all significant, but their levels of influence tend to decline over the three separate periods. Introduction The importance of foreign direct investment in sub-Saharan Africa cannot be emphasised enough. Apart from the benefits that FDI brings, such as management and marketing skills, increased job opportunities for the local workforce and technological improvements (spillovers), it also brings the most constraining element to its economic progress; capital. Regardless of the level of development achieved, all SSA countries lack investible capital, particularly when overseas development assistance (ODA) to SSA was on a steep decline. World Bank (2000, 2003) put this decline at 41% between 1990 and 2003. This has reversed over the period 2005-2008, when ODA fluctuated upwards between $35 billion and $45 billion. This however represents a $14 billion shortfall on the original Gleneagles estimate that aid would increase by US$25 billion a year from 2004 to 2010 (OECD/DAC statistics, 2010). Despite the large increase in FDI flows to Africa in recent years, these flows represent only a small proportion of the total flows to developing countries. Average annual FDI flows increased from $2.2 billion in 1980 to $15 billion during the period 2000-2004. In contrast, Africa’s share of global flows fell from 2.3% in 1980 to about 1.5% during 2000-2004. As a percentage of total flows to developing countries, Africa’s share fell from 10% in 1980 to 7% during 2000-2004. The same declining pattern appears in the continent’s flow per capita (UN, 2005). Leading up to the financial crisis, FDI inflows to Africa had been growing strongly since 2002. In 2008, sub-Saharan Africa received $63.6 billion in FDI, $24 billion of which was directed to North Africa. Africa’s share of global FDI flows registered a significant increase to 5.2% of global FDI (up from 2.9% in 2007) (Africa Economic Outlook, 2010). Estimates for 2009 indicate a sharp fall in FDI to Africa of 36% (echoing an overall fall in FDI to developing economies by 34% over the same period) (UNCTAD, 2009). The World Bank, in several of its publications, has attributed the relatively poor FDI performance in Africa to the negative image the region holds among many foreign investors (see. For instance, the subcontinent tends to be associated with political turmoil, economic instability, diseases and natural disasters. Internal and external armed conflicts are its key characteristics. Military coup d'états are also common. Moreover, spillover effects from neighbouring countries’ instability often in some way affect those countries that experience internal stability. This unstable situation continues today. 275
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract On the Mitigation of Rever
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Figure 1: Lagos off shore survey po
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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Research Methods approach Challenge
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Abstract Marketing Nigerian medicin
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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