This book uses a narrative approach to examine the challenges of intercultural management in sub-Saharan Africa. It presents a case study of Vasco Silva, a Portuguese businessman who established a successful business in Luanda, Angola, following the 2008 global financial crisis. After four years of rapid growth, Silva encounters a culture shock due to a wild strike by his employees. To address this challenge, he embarks on a deep cultural exploration using the Hofstede 6D model and the Toyota-management tool Genchi Genbutsu (go and see for yourself). Through this journey, he gradually gains an understanding of effective leadership in the Angolan context, unraveling important features of the local culture and initiating an organizational change project.
This work contributes to the ongoing discourse in African management literature and philosophy, particularly regarding the integration of ‘modern’ and ‘traditional’ organizational and leadership concepts. It responds to the demand for descriptive accounts of hybrid case studies of confluencing cultures, especially in business contexts.
For business practitioners the book is an inspiration, both vested in the description of the journey and the use of the tools on the way, as well as in the description of the solution and the positive results of such an effort.
Scholars of African management philosophy can utilize this case study to explore indigenous African notions and contemporary traditional concepts in a practical setting, demonstrating the performative characteristics of local leadership forms and the adaptability required for success in foreign business environments.
