Explore publications.

This paper explores how expatriates deal with host country informal business practices that differ from their home country institutional frameworks. We note that expatriate business people working in emerging markets of Africa often contend with corrupt business practices rooted in local informal institutions and the lack of strong formal institutions regulating business practices. We also observe that while local people take informal institutions such as magendo, as a way of life and adjust to them, expatriates being ‘outsiders’ respond in different ways. The study employed a qualitative phenomenological design that involved in-depth interview of a small sample of expatriates operating in Uganda. For data analysis, NVivo 11 was used to search for and retrieve chunks of labelled data. The key findings indicate that expatriates from countries with strong formal institutions experience the most frustrations and often reject informal business practices. On the other hand, expatriates from countries with weak institutions are more pragmatic and easily adapt to existing practices in the new environments. Multinationals however, often reject informal business practices due to their market power and strict codes of conduct.The study recommends that small-medium category expatriates targeting Africa need to align with influential local people so as to navigate business informalities that characterise informal business environments.

In African Public Administration, this article considers the subject of rethinking identity for indigenous public administration. It seeks to determine whether the lack of indigenous traditions as a foundation for current Public Administration will actually fulfil the essential knowledge demands of government by solving challenges that cannot be answered by public officials. This epistemic discrimination of indigenous public administration in Public Administration has been widely disseminated without taking into account the value systems of African societies that have established their own distinct administrative structures within their respective cultural settings. This has resulted in a plethora of misunderstandings and contradictions in contemporary public administration practices. This is due to P[p]ublic A[a]dministration modulating the influence of Africans, their processes and institutions in the development of the discipline. In light of this realization, this paper discusses how rethinking the issue of identity for indigenous public administration can and should serve as a foundational tool for promoting Africa's Public Administration. This paper employs Afrocentricity as an avant-garde to untangle this discourse based on the above-mentioned breakdown. The paper is conceptual in nature and is based on a review of literature from a variety of sources, including policies, popular media statements, and academic publications.

Small and Medium Scale Enterprises (SMEs) continue to be major players in the economic growth of Uganda as well as many of the emerging economies. The Uganda Investment Authority had projected 5.5% economic growth by 2030 in anticipation of stable market conditions necessary for the sustained financial performance of SMEs. However, the business failure rate of SMEs in Uganda had persistently revolved around 70% in 2018 from 50% in 2004. This problem had been linked to the turbulent market conditions characterized by intensive competition as well as volatile consumption behavior of the customers. Empirical literature indicates that competitive intensity, as well as volatile customer demand, presents a negative impact on financial performance. Hence, the study sought to determine the moderating effect of market conditions on the capital structure-financial performance relationship of SMEs in Uganda. From a population of 218,561 SMEs, a sample of 453 respondents was selected out of which, 423 responded to the questionnaire. Primary data were analyzed using descriptive statistics and multiple regression techniques. The hypothesis was tested at a 0.05 level of significance. Findings indicated that Market conditions had a positive and significant moderating effect on the capital structure-financial performance relationship (?= 0.175 and p = -0.027). We conclude that market conditions can strengthen/ weaken the effect of capital structure on the financial performance of SMEs. We recommend that SMEs should evaluate the market conditions during the process of deciding the financing mix for their operations to optimize the impact of capital structure on financial performance