Model for Local Economic Development
Leadership function
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- It should be understood if the local market (people) desire any changes to the current situation. In the case of interest, capital is to be supplied. Management Control (internal), Confidence and Transparency are important factors to focus on.
Boon, Introducing Management Control in Local Economic Development.
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- In the Indonesian province of West-Kalimantan, a so called Reds Team is trying to stimulate local economic development. In this research, it is investigated to what extent the Reds Team in Singkawang can be be expected to achieve its goals and to what extent improvements are necessary to overcome possible problems that can frustrate the achievement of these goals. It is expected they can better achieve their goals by increased decision making authority, increase attention to social capital and empowerment for the team.
de Vries, The Reds Team in Singkawang Analyzed.
- The purpose of this study is to determine whether or not Humanness as a management practice is present within the Dutch business environment and if there is a positive causal relation with both Knowledge Sharing as well as Leader Behavior. The theoretical considerations and empirical findings show that Humanness as a management practice is indeed present within the Netherlands and that there is a positive causal relation with Knowledge Sharing.
Fredriks, Does the Dutch business environment value humanness as a management practice and is there a relation with both knowledge sharing and leader behaviour?
- Knowledge eagerness of locals can be stimulated most effectively by combining the contents of outside knowledge with the vehicle of inside knowledge. This will increase empowerment and local economic development. Strong local leaders are necessary to bring in outside knowledge.
Ghiassi, Achieving Local Economic Development by Generating Knowledge Eagerness.
- This paper examines whether foreign direct investment influences the management styles in sub-Saharan African countries. Firstly a measurement instrument is established to be able to measure differences in management styles between countries. On the .other hand an empirical research is done on the country level of foreign direct investment, to establish its influences on economic circumstances within countries. The study concludes that a careful relationship can be inferred from the research, that the level of foreign direct investment influences the management style within the recipient organization.
Hennipman, Foreign direct investment and management: Does Africa adopt western management styles?
- MNE’s should use their leadership function in urban areas to target people at the bottom of the pyramid. This is a fruitful market with lots of potential, where the MNE can profit from and also improve the living conditions of the people there. MNE’s can do this by offering them first basic needs products, which will improve their life conditions. Furthermore, MNE’s should invest in market development by creating awareness and education. This will keep people loyal to the company as they climb up the ladder.
Nagi, How Can Multinational Enterprises Conquer the Market of the People in Urban Areas Living at the Bottom of the Pyramid and at the Same Time Create Motivation for Development of These People's Life Conditions?
- This particular research has been done in Western companies with Western managers and Western employees, so I am not sure if it is fitted for the LED framework. However, one important thing to keep in mind is that there is a significant difference between employees’ knowledge sharing with host-country national managers and their knowledge sharing with expatriate managers due to differences in social capital. One could conclude that in LED projects, the manager of a MNC should not be an expatriate in order to share knowledge most effectively.
Van der Werff, The Impact of Managers on the Cultural Barrier between Headquarters and Subsidiaries: Measuring Knowledge Sharing by Social Capital, According to the Locals.
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