Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The causes and consequences of foreign direct investment (FDI) in developing countries remains a subject of debate among researchers and policymakers alike. The authors use international data and a new micro-data set of firms in thirteen Southern African Developing Countries (SADCs) to investigate the benefits and determinants of FDI in this region. FDI appears to have facilitated local development in the SADC region. Foreign firms tend to perform better than domestic firms, tend to be larger, are located in richer and better-governed countries and in countries with more competitive financial intermediaries, and they are more likely to export than domestic firms. They also exhibit positive spillover effects to domestic firms. Relying on a standard model to predict the country-level FDI inflows per capita, the authors find that SADC is attracting their expected level of FDI inflows, at least relative to its income level, human capital, demographic structure, institutions, and economic track record. There are some differences between SADC and the rest of the world in FDI behavior: in SADC, the income level is less important and openness more so. The authors use two comparison groups to compare with SADC to shed light on why other regions have attracted more FDI per capita than SADC. The factors that explain SADC's low FDI inflows are economic fundamentals (e.g., previous growth rates, average income, phone density, and the adult share of population).

Advanced economies --- Debt Markets --- Demographic --- Developing countries --- Economic development --- Economic Theory & Research --- Emerging Markets --- Finance and Financial Sector Development --- Financial intermediaries --- Firm performance --- Foreign capital --- Foreign Direct Investment --- Foreign firms --- Foreign ownership --- Growth rates --- Human capital --- Income --- Institutional environment --- International Economics and Trade --- Investment and Investment Climate --- Investment climate --- Macroeconomics and Economic Growth --- Private Sector Development --- Regional integration --- Sales growth --- Technology transfer --- Track record

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The causes and consequences of foreign direct investment (FDI) in developing countries remains a subject of debate among researchers and policymakers alike. The authors use international data and a new micro-data set of firms in thirteen Southern African Developing Countries (SADCs) to investigate the benefits and determinants of FDI in this region. FDI appears to have facilitated local development in the SADC region. Foreign firms tend to perform better than domestic firms, tend to be larger, are located in richer and better-governed countries and in countries with more competitive financial intermediaries, and they are more likely to export than domestic firms. They also exhibit positive spillover effects to domestic firms. Relying on a standard model to predict the country-level FDI inflows per capita, the authors find that SADC is attracting their expected level of FDI inflows, at least relative to its income level, human capital, demographic structure, institutions, and economic track record. There are some differences between SADC and the rest of the world in FDI behavior: in SADC, the income level is less important and openness more so. The authors use two comparison groups to compare with SADC to shed light on why other regions have attracted more FDI per capita than SADC. The factors that explain SADC's low FDI inflows are economic fundamentals (e.g., previous growth rates, average income, phone density, and the adult share of population).

Advanced economies --- Debt Markets --- Demographic --- Developing countries --- Economic development --- Economic Theory & Research --- Emerging Markets --- Finance and Financial Sector Development --- Financial intermediaries --- Firm performance --- Foreign capital --- Foreign Direct Investment --- Foreign firms --- Foreign ownership --- Growth rates --- Human capital --- Income --- Institutional environment --- International Economics and Trade --- Investment and Investment Climate --- Investment climate --- Macroeconomics and Economic Growth --- Private Sector Development --- Regional integration --- Sales growth --- Technology transfer --- Track record

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations. Because of the interdependencies, interorganizational collaboration is essential, yet working across organizational boundaries is far from simple. It involves a multitude of different organizations, each having its own interests, perspectives, and identities while also varying in power and size. Further, the societal problems that are dealt with are often severe. This volume focuses on the relational complexities of interorganizational collaboration, captured by the term dynamics, referring to: (a) the social and psychological processes that occur when organizations and their representatives interact to engage in cross-boundary or collaborative work (e.g., trust and distrust, intergroup stereotyping and conflict, conflict avoidance, inclusion and exclusion of stakeholders, power dynamics), as well as (b) the development of these processes over time, in view of external and internal events and/or as a consequence of deliberate interventions to enhance collaborative success. The perspective put forward is largely psychological and sociological, both in terms of understanding the group and intergroup processes as well as efforts to intervene to develop collaborative relationships, based on action research and an organizational development approach.

Philosophy --- collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability --- collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations. Because of the interdependencies, interorganizational collaboration is essential, yet working across organizational boundaries is far from simple. It involves a multitude of different organizations, each having its own interests, perspectives, and identities while also varying in power and size. Further, the societal problems that are dealt with are often severe. This volume focuses on the relational complexities of interorganizational collaboration, captured by the term dynamics, referring to: (a) the social and psychological processes that occur when organizations and their representatives interact to engage in cross-boundary or collaborative work (e.g., trust and distrust, intergroup stereotyping and conflict, conflict avoidance, inclusion and exclusion of stakeholders, power dynamics), as well as (b) the development of these processes over time, in view of external and internal events and/or as a consequence of deliberate interventions to enhance collaborative success. The perspective put forward is largely psychological and sociological, both in terms of understanding the group and intergroup processes as well as efforts to intervene to develop collaborative relationships, based on action research and an organizational development approach.

Philosophy --- collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability --- n/a

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations. Because of the interdependencies, interorganizational collaboration is essential, yet working across organizational boundaries is far from simple. It involves a multitude of different organizations, each having its own interests, perspectives, and identities while also varying in power and size. Further, the societal problems that are dealt with are often severe. This volume focuses on the relational complexities of interorganizational collaboration, captured by the term dynamics, referring to: (a) the social and psychological processes that occur when organizations and their representatives interact to engage in cross-boundary or collaborative work (e.g., trust and distrust, intergroup stereotyping and conflict, conflict avoidance, inclusion and exclusion of stakeholders, power dynamics), as well as (b) the development of these processes over time, in view of external and internal events and/or as a consequence of deliberate interventions to enhance collaborative success. The perspective put forward is largely psychological and sociological, both in terms of understanding the group and intergroup processes as well as efforts to intervene to develop collaborative relationships, based on action research and an organizational development approach.

collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability --- n/a