Empirical and textual analyses of development issues seem to suggest that the fundamental flaw in the early initiatives1 of Africa’s leadership to address the socio-economic problems of the continent was embedded in neo-liberal inspired economic reductionist approach to development. This approach is premised on the ‘econo-mythical invocation that if the economics are right everything else would fall into place’ (Cernea 1994:07). An economic reductionist approach to Africa’s development is inadequate. Cultural, sociological, psychological, political and administrative factors are also important dimensions of development that merit substantial consideration in the quest for the solution of the socio-economic problems besetting the African continent. For development to be sustainable a multi-disciplinary approach is required. In this article the political administrative dimension of development with specific reference to good governance in the New Partnership for Africa’s Development (NEPAD) is, from a conceptual perspective, examined.

none

Thesis (MBA)--Stellenbosch University, 2011. / This case study explores why the strategic positioning of the wall-panel heater, manufactured by Econo-Heat, justifies a green marketing strategy. The primary research objective is to provide Econo-Heat with a coherent marketing strategy framework, based on the outcome of the strategic analysis of the competitive positioning of the wall-panel heater. The following factors form the context of the study: the impact companies have on the environment, the energy crisis and the rising “green economy” in South Africa, and the increased consumer awareness about lifestyle consequences for the environment. The wall-panel heater uses convection-heating technology to warm rooms and has unique selling properties, such as being energy efficient, economical, effective and safe. Other space-heating products found in South Africa do not encapsulate all these qualities in one product. A strategic analysis done of the company revealed that the current competitive positioning of the wall-panel heater is a best-cost strategy. However, based on a literature review, the strategic analysis of the company and an exploration of the small household appliance consumer profile, the study found that the current competitive positioning of the wall-panel heater could be augmented. The combination of factors revealed by this study could be interpreted as push-factors towards the implementation of an applicable green marketing strategy that could support the re-positioning of the wall-panel heater to a broad-differentiated competitive positioning. These factors are the unique selling properties of the wall-panel heater, the lean manufacturing principles of the company, the rising green economy in the country, the energy crisis and the slow recovery from the global financial crisis in South Africa, as well as the unique characteristics of the environmentally-focused consumer. The view is held that green marketing can mitigate mass consumption. The case study suggests a future marketing strategy framework that consists of three combined elements. First, the argument is made that the unique selling properties of the wall-panel heater in combination with the unique operations of the company, against the backdrop of external factors that influence companies and consumers (i.e. the rising green economy and the energy crisis), could be utilised to discover new market space. The concept of “lateral marketing” is suggested as a framework should the company position itself to differentiate along the green dimension. Secondly, the “green marketing strategy matrix” is suggested as a framework to establish the size and greenness of its consumer segment, as well as the ability to differentiate along the green dimension. Lastly, the suggestion is made that the marketing objective of the company (its greenness) can be measured through the application of a “green marketing grid” that leads to innovation and the challenging of consumer behaviour. The combination of these elements is thought to form a coherent green marketing framework that could in future place the product at a strategic and competitive advantage within the space-heating industry.

Decentralization leads to functional and financial devolution of authority, induces more transparency in the system and puts emphasis on local needs. It creates platforms to voice and institutionalize the interests of various groups, and comes nearer to the public by making all tiers of government accountable directly to the people. However, several complexities govern this effort in India. First, implementation involves several official agencies, creating administrative gaps, lack of coordination and fiscal complexities. Second, Indian society is largely agrarian and rural marked by divisions of religion, caste and economic class. Third, the socially vulnerable and poor are often trapped in interlocking economic transactions with affluent landlords making it difficult for them to go for collective change. This research critically evaluates these dynamics taking the case example of the Mahatma Gandhi Rural Employment Guarantee Scheme (MGREGS). We followed a threefold methodology in order to understand the policy dynamics, namely, stakeholders’ interviews, primary survey data analysis and secondary data analysis. Case studies were useful in understanding policy implementation dynamics through field observations. The multi-level regression results reflected co-existence of agriculture and MGREGS dynamics, with their own rules and objectives, apparently contradictory, but leading to social and economic equilibrium. Searching explanations for these contradictory results led us to two larger understandings: 1) Actors are seen to take rational decisions based on local socio-politico-economic understandings of the world. 2) These decisions are, however, at multiple levels and at multiple action spaces. Institutional rational choice perspective proposed by Ostrom (1999) corroborated these findings. Latent variable path analysis results indicated the dynamics of civil society and administrative bureaucracy as a negotiated equilibrium that has the potential to transform governance. The process of institutional evolution was through endogenous institutional change process as proposed by Grief and Laitin (2004). Furthermore, the effect of socio-structural factors on institutional structures was observed. The results indicated two major understandings: 1) the formation and effectiveness of institutional structures were dependent on social capital and in turn on social structures and networks 2) the influence of formal institutional structures on local governance and social dynamics affect the governance network formation (Hertting, 2001). Scenario-wise regression analyses results revealed that the effort to improve social capital of the groups through governance procedures need to be mediated through ‘local’ social structures. Agent based model results indicated the following: 1) regulatory dynamics need not necessarily follow the trend of socio-economic dynamics. Instead, they were in line with advocacy dynamics (Sabatier, 1988), which in turn depend on the social structures and networks. 2) regulatory strategies were endogenous institutional rational choices, given the existing socio-economic structures and networks of the society. Hence, Institutional theories were observed to be instrumental in understanding the policy implementation dynamics in democratic decentralization setup.