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Coping with the African Business Environment

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dc.creator Rutashobya, Lettice
dc.creator Urassa, Goodluck
dc.creator Hansen, Michael W.
dc.creator Langevang, Thilde
dc.date 2016-02-03T20:37:31Z
dc.date 2016-02-03T20:37:31Z
dc.date 2015-09-28
dc.date.accessioned 2018-04-18T11:49:31Z
dc.date.available 2018-04-18T11:49:31Z
dc.identifier 1. Hansen, H, Langevang, T, Rutashobya, L and Urassa, G (2015) Coping with the African business environment: Strategic response under market and institutional uncertainty in the Tanzanian food processing industry,CBDS Working Paper Series, No. 24, September 2015
dc.identifier http://hdl.handle.net/123456789/283
dc.identifier.uri http://hdl.handle.net/123456789/9997
dc.description Infant industry structures, weak institutions, wide spread market failures and lack of trust permeate the Tanzanian business environment. Nevertheless, some local enterprises succeed in overcoming these challenges. This paper seeks to understand the strategies of these enterprises. Drawing on case studies of Tanzanian enterprises in the food processing industry, we identify six generic coping strategies which contrast markedly with the kind of strategies conventional strategic management thinking would prescribe: Instead of focus strategies, Tanzanian enterprises diversify across industries and value chain functions; Instead of competitive strategies, Tanzanian enterprises embark on network and political strategies; And instead of internationalizing based on home-market strengths, Tanzanian enterprises internationalize in response to home-market weaknesses. We characterize the strategies adopted by Tanzanian enterprises and discuss implications for the strategic management literature.
dc.language en
dc.publisher CBS: Copenhagen Business School
dc.subject African busness
dc.subject Environment
dc.title Coping with the African Business Environment
dc.title Strategic Response under Market and Institutional Uncertainty in the Tanzanian Food Processing Industry
dc.type Journal Article


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