Transnational telecommunications capital expanding from South Africa into Africa: adapting to African growth and South African transformation demands
SOURCE: African Sociological Review
OUTPUT TYPE: Journal Article
PUBLICATION YEAR: 2008
TITLE AUTHOR(S): D.Sanchez
KEYWORDS: AFRICA, GROWTH MONITORING PROGRAMME, POST APARTHEID SOUTH AFRICA, TRANSFORMATION
DEPARTMENT: Developmental, Capable and Ethical State (DCES)
Print: HSRC Library: shelf number 5708
HANDLE: 20.500.11910/4988
URI: http://hdl.handle.net/20.500.11910/4988
OUTPUT TYPE: Journal Article
PUBLICATION YEAR: 2008
TITLE AUTHOR(S): D.Sanchez
KEYWORDS: AFRICA, GROWTH MONITORING PROGRAMME, POST APARTHEID SOUTH AFRICA, TRANSFORMATION
DEPARTMENT: Developmental, Capable and Ethical State (DCES)
Print: HSRC Library: shelf number 5708
HANDLE: 20.500.11910/4988
URI: http://hdl.handle.net/20.500.11910/4988
If you would like to obtain a copy of this Research Output, please contact Hanlie Baudin at researchoutputs@hsrc.ac.za.
Abstract
Drawing on secondary information on empowerment initiatives in Africa, this paper provides background information on the expansion of mobile telephony on the continent. Primary data were also collected from representatives of Ericsson, through semi-structured interviews with fifteen international managers or directors. Six were women, nine were men, ten were Europeans and five were Africans. I interviewed managers based at the Johannesburg head office, as well as those based at the regional hubs and country offices in Senegal, Kenya, Nigeria, Zambia, Botswana and Ghana. Managers based in South Africa had a broad regional exposure as they spent at least 50 percent of their time constantly on the move managing their accounts and customers around sub-Saharan Africa. Only two of the interviewees manage only South African business. This information as well as the secondary data on Ericsson illustrates the company's regional expansion and its responses to the BBBEE strategy in South Africa. These interviews focus on the perceptions and experiences of managers and they illuminate the Ericsson story and its relevance to the pivotal role played by foreign multinationals operating out of SouthAfrica.-
Related Research Outputs:
- Africa in the contemporary world
- SA expansion into Africa: can the leopard change its spots?
- Post-apartheid South Africa's corporate expansion into Africa
- Post-apartheid South Africa's corporate expansion into Africa
- Where are we ten years later?: the complexity of South African education transition
- South Africa in Africa: introduction
- South Africa and Africa: mixed messages?
- Is Africa on the right track to economic transformation?
- The South Africans have arrived: post apartheid South Africa's economic expansion into Africa
- South Africa's role in conflict resolution and peacemaking in Africa: conference proceedings
- Is South Africa burning in Paris?
- The 'new public management' and public sector training in Africa
- Conclusion: Cosatu and the democratic transformation of South Africa
- Continuing a debate: the challenges of organising an academic conference in a divided society
- Planning and transformation: learning from the post-apartheid experience
- A contradictory class location?: the African corporate middle class and the burden of race in South Africa
- South Africa in Africa and the challenges of the internal transformation
- Foreign capital operating within the limits and possibilities of South Africa's socio-economic transformation process: trans-national companies in Africa: from South Africa to Africa
- Racial redress & citizenship in South Africa
- Will SA retreat from Africa?