Sonday, M., & Wilson-Prangley, A. (2016). Intermediary capabilities in the context of challenging state dynamics. Journal of Business Ethics. Advance online publication. doi: 10.1007/s10551-016-3319-z
The intertwined nature of social, economic, and environmental problems
has led to an increase in cross-sector partnerships to create
collaborative value. Intermediary organizations can enable these
partnerships, but the context shapes what is needed. There is a need to
understand how different contexts shape how intermediaries create value.
This study fills this gap by focusing on intermediaries in
Johannesburg, South Africa. We find there is significant unrealized
collaborative value in the context studied. This is due to the
coexistence of a limited state combined with a strong incumbent
political party. While the existing scholarship on intermediaries is
relevant, two particular capabilities are especially important in such a
context. First, intermediaries need to focus on seizing opportunities
to generate short-term value in order to build trust among partners.
Second, they need to strengthen the capacity of the state through
lateral influence. Weak and limited states combined with strong
political regimes are common in many nations, especially those in
transition. In addition, there are a variety of contemporary global
political pressures that emphasize greater state autonomy. These
contextual pressures make these findings particularly relevant to
partnership scholars and practitioners
Stirling, L., Wilson-Prangley, A., Hamilton, G., & Olivier, J. (2016). Antecedents to transformational community engagement in South Africa. South African Journal of Economic and Management Sciences, 19(4), 514-532. doi: 10.17159/2222-3436/2016/v19n4a4
Firms face increasing societal pressures to act responsibly towards
stakeholders, and community engagement is a key element of this
response. While Bowen, Newenham-Kahindi and Herremans (2010) have found
that community engagement strategies fall into the transactional,
transitional and transformational categories, more research is needed.
Nineteen semi-structured interviews were conducted with CSR
practitioners, community beneficiaries and external experts across three
companies from different sectors and geographically-associated South
African communities. Barriers to and enablers of transformational
community engagement are identified and compared with points made in the
literature. Prominent barriers identified include community
expectation; the internal capacity of the company to engage properly
with communities; and, according to a new finding in the literature,
community educational levels. The most prominent enabler of engagement
was relationshipbuilding. Companies with dedicated CSR practitioners are
able to engage more in the community. Regulatory dynamics are found to
largely determine the differences across sectors. But there is the risk
that engagement is symbolic rather than substantive. Eleven higher-order
antecedents to transformational community engagement are then
identified. A newly developed firm-oriented decision-making model is
proposed for moderating these antecedents. The findings in the community
and national context provide granular insight into an African operating
Prangley-Wilson, A., & Olivier, J. (2016). Integrative public leadership in the private sector in South Africa. Development Southern Africa. Advcance online publication. doi:10.1080/0376835X.2015.1120653
Complex social issues exist in many emerging democratic contexts. It has
been argued that boundary-crossing leadership is needed to overcome
these issues. Scholarship has developed around this, arguing that
leadership in these shared power contexts is different to leadership in
hierarchical organisations. This study focuses on a sample of senior
private-sector leaders in South Africa who have reached across sector
boundaries, in their individual capacity, to make a difference. This
extends the existing scholarship which has focused on public-sector and
non-profit integrative leadership. The intention is to understand the
relational context of their boundary-crossing work and to extend the
concept of ‘Integrative Public Leadership’. The leaders studied manage
relationships with the government, their own company and multi-company
partners within a historical context. The findings emphasise three
understudied issues: own-company buy-in, historical context and
‘integrative’ conflict. A shared concept of integrative leadership,
located in the African context, could further enhance practice.
Mishan, M., & Prangley, A. (2014). Barries to inter-organizational collaboration amongst performing arts organisations in South Africa. South African Theatre Journal, 27(2), 125-146.
There is significant financial pressure on the performing arts sector in
South Africa. Demand for the performing arts sector needs to grow if
this is to change. This requires inter-organisational collaboration.
This study explores, through a grounded qualitative approach, the
barriers to inter-organisational collaboration amongst performing arts
organisations (PAOs) in South Africa, as seen through the experience of
strategic leaders in the sector. These included views from commercial
producers, theatres, festival and independent companies, and performing
arts promoters. These organisations were professionally run with paid
staff. The findings are then compared with the emerging literature in
the field, conclusions drawn and recommendations made. Barriers
identified include personal pride, artistic ideology, the survivalist
reality, fragmented audiences and lack of support from government. The
contextual complexity of South African post-apartheid society also acts
as a barrier to collaboration. Ideas from the literature for overcoming
these barriers are included. For practitioners, the problem of
inter-organisational collaboration in the performing arts was
identified. It appears as if inter-organisational collaboration (as a
means of stimulating primary demand) is constrained when the financial
pressures on a sector are so great as to push organisations into a
corner. For academics, this study makes a contribution to the literature
that is part of a broader relational and ‘shared-power’ turn in
leadership studies, where collective action is increasingly required.
The strong importance of contextual barriers confirms the call for an
increased ‘field-level’ analysis.
Wilson-Prangley, A., Mhizha, T., & Petzer, D. (2017). Soweto Gold: Building an iconic craft beer brand (Case Study No. 9B17A031). Ontario: Ivey Publishing.
Wilson-Prangley, A., Marks, J., & Sutherland, M. (2015). Olitzki Property Holdings catalyzes change in Johannesburg (Case Study No. 9B15M118). Ontario: Ivey Publishing.
Prangley, A. & Wilson, G. (2014). Buses for democracy: Improving public transportation in South Africa (Case Study No. 9B14C028). Ontario: Ivey Publishing.
Sutherland, M., Prangley, A., & Hawarden, V. (2013). Tackling the HIV/AIDS pandemic through multi-partner stakeholder engagement (Case Study No. 9B13C029). Ontario: Ivey Publishing.