Yvon Pesqueux*
Professor at the Conservatoire National des Arts et Métiers
*Faculty member ofthe Business Science Institute
In a world where the creation of management knowledge is largely influenced by concepts from the North, it is imperative to reflect on the contextualization of this knowledge when applied in Africa. African managers, key players in the economic development of their continent, often find themselves confronted with realities and dynamics that differ significantly from those that gave rise to Western managerial theories. The Doctorate in Business Administration (DBA), as a training and research tool, is proving to be an essential lever for a relevant and effective contextualization of managerial practices in Africa.
Circulation of Ideas in Space and Time
First and foremost, we need to understand the circulation of ideas in space and time. The management concepts we use today were developed in specific societal contexts, often far removed from those experienced in African countries. As a result, it is crucial to re-examine and adapt these concepts to suit local realities. This adaptation must not be limited to a simple transposition, but must take into account the historical and cultural particularities of each society.
For example, the notion of leadership, often associated with charismatic, individualistic figures in Western models, may take on a different dimension in Africa, where community and collective leadership are of greater importance. Similarly, theories of motivation based on individualistic perspectives may not have the same resonance in cultures where collective action and solidarity are paramount.
Interdisciplinarity and contextualization
The circulation of ideas between disciplines is another fundamental aspect of this contextualization. Management sciences borrow and transform elements from various disciplines, such as social psychology. In Africa, where economic and social contexts differ significantly from Western models, this interdisciplinarity enriches managerial approaches and makes them more relevant to local managers.
Interdisciplinarity offers the possibility of combining a variety of perspectives to better understand the unique challenges facing African managers. For example, anthropological approaches can shed light on managerial practices by taking into account local traditions and cultural norms, while economic perspectives can help to understand market dynamics and economic constraints specific to the region.
Public and Private Logics in Management Education
Management education in Africa also has specific features that merit particular attention. The distinction between the logics of public and private education is a striking example. While private management education is developing rapidly, it is often seen as a necessary complement to the weaknesses of public education in this field. This growth in the private sector reflects the growing demand for management training tailored to the continent's contemporary challenges.
Public management education in Africa often faces problems of under-funding, lack of resources and inadequate infrastructure. By contrast, private institutions can offer more flexible and innovative programs, often in partnership with international universities and institutions. These programs are designed to meet the specific needs of African managers, with an emphasis on practical and contextual skills.
The challenges of insecurity, poverty and demographics
The challenges of insecurity, poverty and demographics in Africa also call for a re-contextualization of traditional categories of thinking in marketing and human resources management. Traditional approaches are not always applicable in contexts marked by chronic insecurity or particular demographic dynamics. It is therefore essential to develop models that take these specific realities into account.
Insecurity, for example, can influence the way companies operate and interact with their employees and customers. Human resources management strategies need to take into account the risks associated with political and economic instability, while marketing approaches need to be adapted to meet the needs of populations living in precarious environments. In addition, Africa's strong demographic growth presents unique opportunities and challenges, requiring flexible and innovative management strategies.
Institutionalization and the informal economy
Institutionalization is another major challenge in Africa. The weak institutionalization of many African states calls for a rethinking of what we mean by "institution". The informal economy, for example, operates according to implicit rules that differ from formal regulations. Understanding and integrating these dynamics is crucial to developing appropriate managerial practices. What's more, the new forms of regulation emerging from borderless territories need to be studied in order to develop relevant management models.
Informal economies play a major role in many African countries, providing jobs and essential services to a large proportion of the population. However, these economies are often neglected in traditional management theories and practices. It is therefore crucial to develop approaches that recognize and integrate the dynamics of the informal economy, focusing on the resilience, innovation and adaptability of informal enterprises.
Knowledge creation by African managers
The creation of knowledge by African managers is therefore of paramount importance. It gives a voice to local realities and enables the development of innovative, contextual approaches. Initiatives such as the use of cell phones in banking services are a perfect illustration of this capacity for innovation. These solutions, rooted in local realities, show that African managers can provide original and effective responses to the challenges they face.
By creating and sharing their knowledge, African managers contribute to the construction of a theoretical and practical framework that reflects the realities and aspirations of the continent. This production of endogenous knowledge is essential for developing management models that are not only adapted to local contexts, but can also offer new and enriching perspectives to the global managerial community.
Contextual innovations and mobile telephony
Contextual innovations play a key role in the development of management practices in Africa. The use of cell phones in banking is a particularly telling example. By providing access to financial services for millions of people previously excluded from the traditional banking system, this innovation has transformed the African economy and society in a profound and lasting way.
The cell phone, as a tool for financial inclusion, illustrates the ability of African managers to develop creative solutions adapted to local challenges. These innovations show that traditional approaches to management can be reinvented and enriched by African practices and experiences, offering new perspectives for managerial development worldwide.
Prospects and challenges
The prospects for the DBA in Africa are promising, but the challenges remain numerous. Contextualizing knowledge, recognizing the dynamics of the informal economy, and integrating local innovations are crucial to the development of appropriate and effective management on the continent. The DBA, as a training and research tool, can play a central role in this dynamic, enabling African managers to become agents of change and innovation in their respective contexts.
The DBA in Africa is much more than just a diploma. It is a tool for transformation, enabling the creation of knowledge that is contextualized and adapted to African realities. By giving a voice to African managers, it contributes to a positive and specific evolution of management on the continent, paving the way for more inclusive and relevant practices. Management development in Africa, supported by the DBA, is thus a source of hope and progress for the entire continent.
Comments