By Ifedapo Adeleye, Lyal White, Nathaniel Boso
Highlighting an immense rising development in FDI to Africa, this booklet comprises vital contributions targeting a rise in alternate and funding among African international locations. a space that before has acquired little consciousness, this quantity goals to outline the main matters and explores the demanding situations and results that experience characterised Africa-to-Africa internationalization, offering information on instructions for destiny learn. Africa-to-Africa Internationalization contains either conceptual and empirical contributions, illustrating the sensible matters in intra-African alternate and funding. delivering readers with a deep experience of the realities and demanding situations of cross-border investments in the area, the instances integrated within the publication are necessary pedagogical fabrics for college participants drawn to instructing foreign company within the African context.
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Extra resources for Africa-to-Africa Internationalization: Key Issues and Outcomes
Drawn by the success of firms that have grown phenomenally through internationalization, many firms will be unable to resist the opportunity to acquire a share of Africa’s one billion consumers. Firms in economies or sectors with limited growth potential will be tempted and eventually ‘forced’ to diversify geographically. Several companies will have easier access to capital and resources, providing them with large war chests for cross-border acquisitions and greenfield investments. For others, interestingly, the mere ambition of becoming a pan-African or international firm will override other apparently important (economic) considerations.
A fourth group, the Multi-Continental Players, have at least 10 % of their assets outside of Africa. Many were originally regional players but have recently expanded overseas. Orascom Telecom, based in Egypt, is a typical example, as the company has operations in Bangladesh, Europe, the Middle East and Pakistan. South Africa’s Aspen Pharma, the largest generic drug maker in the southern hemisphere, has expanded beyond Africa. The company’s operations now span 47 countries, including South Africa, Kenya, Nigeria, Tanzania and Uganda, and, outside Africa, Australia, Hong Kong, Malaysia, Philippines, Taiwan, Japan, Ireland, United Arab Emirates, Germany, France, the Netherlands, Mauritius, Brazil, Mexico, Venezuela and the United States.
There is a notion that Africa is still a society of many strong men who wield significant influence, sometimes even more than that wielded by the institutions of state. With these characteristics in mind, Ajai (2015) argues that the failure of internationalizing firms is linked to the inability of managers to adopt effective corporate political strategies and to manage government relations skilfully in the host country’s political environment. However, a case 1 Emerging Trends and Key Issues 23 study of corporate political activities appears not to support this proposition: evidence suggests that none of the African countries studied showed adverse political actions taken by the state against any of the companies.
Africa-to-Africa Internationalization: Key Issues and Outcomes by Ifedapo Adeleye, Lyal White, Nathaniel Boso