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This book considers the new business environment of modern-day Africa, addressing how management styles must adapt to societal changes across the continent. As investment in the continent grows and African businesses begin to look beyond their own borders, there comes a real need to understand leadership from an Afro-centric perspective. This book explores the similarities and differences across African countries, compares them with other regions, and identifies particular cultural realities that managers must consider in order to be successful in the new business environment of modern Africa. Building on their Leadership Effectiveness in Africa and the African Diaspora (LEAD) research project, the authors provide an empirical understanding of African leadership styles and how businesses can harness these more effectively. Drawing on the African Diaspora’s values, beliefs, and preferences, as well as anecdotal material from African academics and managers, this book grants a realistic view of leadership in various African countries including Egypt, Ghana, Nigeria, Kenya, Tanzania, Uganda, Ethiopia, and South Africa. It will be invaluable to academics, students, and anyone interested in African and global business leadership from a non-Western perspective.

Social psychology --- International law --- Ethnology. Cultural anthropology --- Business policy --- Personnel management --- History of civilization --- internationale handel --- Afrikaans --- Afrikaanse cultuur --- etnologie --- B2B (business-to-business) --- diaspora --- leidinggeven --- strategisch beleid --- North Africa --- Egypt --- Africa

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"Customer service management the world over is dynamic, with companies transitioning from a transactional to a more strategic view of the customer. Customers have evolved and transformed from 'passive audiences' to 'active players.' Consequently, businesses are moving away from the old industry model that sees value as created from goods and services to a new model where value is created by experiences. Today, customers engage in dialogue with businesses at each stage of product design and product delivery. This dialogue is an interactive process of learning together. Together, businesses and customers create value through customized, co-produced offerings. This co-creation of value help firms highlight the customer's or consumer's point of view and improve the front-end process of identifying customers' needs. Co-creation, a new paradigm in the customer service literature, describes an environment in which businesses and customers create value through interaction aimed at further development of new business opportunities. In the past decade, co-creation has spread swiftly through theoretical and empirical analyses. Many professionals interested in marketing and consumer research, service management, and innovation management have applied "co-creation" models, enriching the approaches and the theoretical perspectives in the respective fields. Given the increasing recognition of the customer as a co-creator of value, this comprehensive and well-timed book aims to be an essential reference on the emerging role of the customer as a strategic partner in the co-creation value. This book discusses the management and delivery of customer service under seven broad themes: 1) customer service as shared value; 2) customer service systems; 3) customer service strategy; 4) customer service structure; 5) customer service style; 6) customer service staff; 7) customer service skills. The book examines the concepts, roles, and practices of customer service management. The authors also address the following central questions: 1) What is the new definition of customer service management? 2) How should organizations position themselves to create value for customers and stakeholders? 3) How should individuals representing organizations project themselves to align with the customer delivery promises made by their organizations?"--

Customer services --- Management.