Browsing by Author "Puplampu, B.B."
Now showing 1 - 9 of 9
Results Per Page
Sort Options
Item Building the research culture in an African business school: An intervention model and a research agenda(European Business Review, 2015) Puplampu, B.B.Purpose – This paper aims to report the efforts to reverse a dire research output trend at a Ghanaian Business School, following a similar effort at a business school in New Zealand in the 1990s. African universities are often challenged by resource constraints, ageing faculty and low compensation regimes. The consequences of these challenges are particularly felt in the area of the research output of faculty members in the business and management area. The problem of low research output has been written about by management scholars who lament the weak showing of African management faculty in reputable journals and top-notch conference presentations. Design/methodology/approach – This is a qualitative and phenomenological study of an applied intervention. Using a combination of open-ended questionnaires as well as open forums attended by faculty members of the business school, views, perceptions and opinions on factors mitigating research and issues onresearch culture were collected and analysed. Descriptive analyses were usedto collate the dominant views and frequency of mention of such views. Findings – Using the descriptive accounts of faculty of the Business School, the research fnds that a research-oriented culture expressed through factors such as leadership, institutional support, articulation or otherwise of relevant values have signifcant impacts on research output. Research limitations/implications – Based on the impacts reported here, this paper advances an intervention model to assist efforts towards improving the research culture and scholarly outputs in business schools in Africa. The paper also proposes a conceptual and research framework for examining and infuencing the organisational and research culture of universities in Africa. Originality/value – This paper is perhaps the only attempt to examine research culture in an African business school. It suggests that the research culture in a business school or faculty can be developed, reinvented or infuenced and that research in African universities will not “just happen”, it has to be carefully planned for, nurtured and built into the fabric of university culture. This has signifcant implications for the growing effort to bring African scholarship in the management areas upto the point where it can more directly impact management thinking. © Emerald Group Publishing LimitedItem Corporate social responsibility and Canadian mining companies in the developing world: The role of organizational leadership and learning(Canadian Journal of Development Studies, 2010-01) Dashwood, H.S.; Puplampu, B.B.This paper explores the role of firm-level dynamics in order to explain the extent to which mining companies show a commitment in policy and practice to the principle of corporate social responsibility (CSR). The authors argue that attention must be given to organizational variables, including the role of leadership and learning. As theorizing on CSR in the developing country context remains underdeveloped, this paper tests the applicability of existing organizational behaviour concepts to a case study of a Canadian, mid-tier mining company operating in Ghana by exploring the mechanisms by which mining companies come to recognize and act on their CSR obligations. © Canadian Journal of Development Studies, 2010. All rights reserved.Item Leadership as engagement, leadership as system development: A contextualised Ghanaian study(European Business Review, 2010-10) Puplampu, B.B.Purpose: This paper uses data about the challenges and difficulties confronting organisations and leaders to advance a dualized meaning of corporate leadership in the context of a developing country. The purpose is to describe a leadership frame that is locally contextualised, thereby bringing conceptualisation and thought closer to action, reified reality and applicability. Design/methodology/approach: This research was designed as a series of three studies starting from an applied/interventionist standpoint. The first study used data from applied diagnostic interventions, the second used qualitative interviews and the third used open-ended questionnaires. Data were collected from 25 Ghanaian organisations and 29 corporate executives. Findings: Drawing on a range of everyday issues such as poor attention to customers, pressure from stakeholders (such as political overlords) and leaders' "love" for perks, the paper develops a notion of leadership as "engagement" and as "system development". Research limitations/implications: The data are exploratory and the sample size may be considered small. Originality/value: The paper discusses implications for leadership research and leader development in a developing country like Ghana. © Emerald Group Publishing Limited.Item Managing Projects in Organisations: The Answer to Achieving the Development Agenda(Management in Action with a Twist of Theory. Accra: Sedco., 2007) Ofori, D.; Puplampu, B.B.This is a collection of 9 papers that should make essential reading for students and practitioners of business and management. The name: ‘Management in Action – with a Twist of Theory’ is perhaps a deliberate inversion. The book may be equally described as ‘Management theory with a twist of action’Item Occupational Safety and Health and Corporate Social Responsibility in Africa: Repositioning Corporate Responsibility Towards National Development(UK - Cranfield Press, 2012) Puplampu, B.B.; Ofori, D.F.The objectives of this book are to: 1. Describe how CSR and OHS are executed (or not) in advanced northern countries as well as developing southern countries. There are hardly any such cogent treatments of the two concepts together taking in both advanced and developing contexts. 2. To show or demonstrate the challenges confronting the proper deployment of both notions in the African context. 3. To provide evidence to influence corporate, institutional and public policy. 4. Directly and indirectly to demonstrate how the MDGs, particularly alleviating poverty, may be attained in Africa through clear and focused attention on OHS and CSR by both State and non-State actors as well as by businesses and organisations. 5. Finally offer students, practitioners and researchers a useful resource book.Item The role of leaders in building research cultures in sub-Saharan African universities: A six-nation study(Taylor & Francis Group, 2022) Puplampu, B.B.; Nkomo, S.; du Plessis, Y.; Kabagabe, J.B.; Garwe, E.C.; Namada, J.; Ogunyemi, K.; Thondhlana, J.; Abdul-Nasiru, I.; Agina, A.; Amponsah-Tawiah, K.; Danesi, R.; Djokoto, J.G.; Duncan, D.D.; Lekunze, J.; McGrath, S.; Ndegwa, J.; Ngowa, N.; Ntow, M.O.; Ondondo, E.A.; Rena, R.; Sandada, M.Existing research attributes the problem of weak research productivity of academics in African universities primarily to institutional resource poverty and inadequate research skills. However, there has been little attention to research cultures and the role of leaders in fostering productive ones. Drawing from the literature on organizational culture, this study examines the role of university leaders in developing research cultures. The study explores how institution leaders do this within the higher education contexts in their countries. The empirical work is based on qualitative interviews with senior and mid-level university leaders in six countries in sub-Saharan Africa. While all of the leaders espoused clear views about the elements of a productive research culture, results indicate a significant gap remains between espoused values for research and the actual research culture. Theoretically, the research extends the concept of research cultures by demonstrating the complex dynamics between research cultures, culture embedding mechanisms, and leader behavior within contextual constraints.Item A Study of the Dimensions of Organisational Justice Which Best Predict Employee Trust and Productivity in Ghanaian Higher Education Institutions(University of Ghana, 2015-07) Aboagye, E.S.; Puplampu, B.B.; University of Ghana, College of Humanities, Business School, Department of Organisation and Human Resource Management (OHRM)This study aims to examine the dimensions of organisational justice that best predict employee trust; and the dimensions of organisational justice that best predict employee productivity. The study used quantitative approach and data were gathered from 211 respondents through the use of questionnaire. Convenience sampling techniques was used to select both the five Ghanaian higher education institutions and the respondents for the study. The data gathered was analysed using Statistical Packages for Social Science (SPSS). A multiple regression was therefore used to test the hypotheses of the study. The findings of the study indicated that both procedural justice and informational justice significantly and positively predict employee trust and productivity whereas both distributive justice and interpersonal justice have an insignificant positive relationship with employee trust and productivity. Furthermore, the study findings revealed that the best predictor of employee trust and productivity is informational justice. It was suggested that in order for employees’ (academic staff) to have confidence (trust) in their leaders/supervisors’/institution and constantly improve their productivity there is the need for all the dimensions of organisational justice to be mutually pursued by organisations because the neglect of one can lead to mistrust and might affect the optimal level of productivity. It is therefore recommended that institutions should constantly embrace justice in all aspect of their business practices as it impact on the activities academic staff perform.Item Toward a framework for understanding the distressed organization: Insights from practitioner-based organizational interventions in an emerging economy(Consulting Psychology Journal, 2005-09) Puplampu, B.B.Organizational distress, sickness, and ill health are important concepts given the consequences of organizational failure on the lives of people. It seems, however, that there is no comprehensive framework within organizational psychology for theorizing about organizational sickness. Most work in this area has focused on individual experience of organizational life to the neglect of the organizational level of analysis. This article presents a framework by drawing on practitioner interventions in 6 organizations in an emerging economy in Africa. The findings suggest 6 main indicants of organizational ill health: executive delusions of grandeur, procedural weakness, employee alienation of the malicious and redundant forms, organizational hemorrhaging or constipation, and corporate directionlessness. These indicants are discussed and a continuum of organizational health-sickness-distress is advanced. Copyright 2005 by the Educational Publishing Foundation and the Society of Consulting Psychology.Item Towards an Organisational Revolution in Africa – calibrated culture, engaged leadership and structured health – musings of an organizational psychologist(University of Ghana, 2016-01-28) Puplampu, B.B.;Organisations are purposive entities. They go where they are directed, steered and structured to go. They do not get there on their own. The state of an organisation/s is at any point in time (how they perform, whether they (are) meet(ing) the objects of those who birthed them or not, whether they are functional or dysfunctional) is a direct or indirect consequence of human behavioural action or inaction. I contend that for us in Africa, the rather predominant proclivity towards attributing organizational success or failure to forces external to the organisation and a near schizophrenic refusal (or inability) tolook inward at specific, identifiable behaviours of specific identifiable persons or groups of persons is a demonstration of emotional unintelligence at the corporate level and head-in-the-sand ostrich mindset at the national and continental levels. It is time for revolutionary introspection. In this lecture, I offer some thoughts using three key within-organisation variables: leadership, culture and structured health as tools of revolution. I draw on my research and collaborative endeavours with other scholars to show why and how using these organizational behavior imperatives, organisations in Africa may be invented, reinvented and enabled to survive and achieve their objects into the far future.