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The primary goal of university education globally is to promote research, knowledge, and innovations instrumental for national development and societal transformation. In line with this goal, East African countries, namely Kenya, Uganda, and Tanzania have invested heavily in university education in the last 60 years since independence. The evidence of this is the increasing number of both private and public universities, and the number of students joining the institutions. While the expansion of university education is to be celebrated, it should not be taken for granted that this expansion indicates development. The purpose of this research was to assess the impact of university education on regional development in the three East African countries, that is, Kenya, Uganda, and Tanzania. Data were collected through historical analyses, database searches on electronic and printed sources, and interviews. The study found out that the three African countries have formulated the goals of education toward the achievement of development and that large budgets have been committed to educational expansion in the university in recent years. However, the impact of the universities in the development of the region expected through research and innovation is minimal because of major challenges that include expansion of access without adequate government funding; compromises quality; graduate unemployability and political interference; students’ unrest and strikes; weaknesses in earlier levels of education; regional, gender, and class inequalities; and misalignment of education, development, and contextual strengths. Proposed future strategies included the calls for governments to enhance regional consultations on development and education, the need for specialization in programs rather than duplication, enhancement of international collaborations and networking, rethinking the role of education in development within given contextual and environmental realities, and good governance and adequate funding of education.

Energy consumption in transportation accounted for over 29% of total final consumption (TFC) of energy and 65% of global oil usage, and it is highly connected to mobility. Mobility is essential for access to day-to-day activities such as education, leisure, healthcare, business activities, and commercial and industrial operations. This study examines the energy consumption for the transport industry, and the level of renewable energy development in some selected Sub-Saharan African (SSA) nations. This study relied on previous publications of government, reports and articles related to the subject matter. Vehicle ownership is fast increasing, particularly in cities. Still, it begins at a relatively low level because the area is home to countries with the lowest ownership rates worldwide. In its current state, the energy sector faces significant challenges such as inadequate and poorly maintained infrastructure, dealing with increasing traffic congestion in cities, large-scale imports of used vehicles with poor emission standards that affect air quality in cities, a lack of safe and formally operated public transportation systems, and inadequate consideration for women and disabled mobility needs. Motorcycle and tricycle are dominating the rural areas, accounting for a substantial amount of this growth. Aviation is the largest non-road user of energy, and this trend is predicted to continue through 2040 as Gross Domestic Product (GDP) grows and urbanisation expands. This study revealed the energy consumption for the transport industry, and the level of renewable energy development in some selected SSA. Rail and navigation lag behind current global levels. The usage of biofuel and rail transport was recommended.

In the last decade, the speed and intensity with which regional level connections are expanding in all areas of the world has been remarkable. Higher education in Africa is no exception. This chapter focuses on African policies and programme initiatives to further higher education regionalization. Regionalization is defined as the process of ‘building closer collaboration and alignment among higher education actors and systems in a designated area or framework, commonly called a region’. An analytical framework, consisting of functional, organizational and political approaches, is applied to the evolution of higher education regionalization at the continental level in Africa through a close examination of the progress related to the implementation of the “African Union Strategy for the Harmonization of Higher Education Programmes.” Special emphasis is given to the harmonization of degree structures and the recognition of qualifications through sub-regional qualification frameworks. Key issues and challenges such as rationales, governance, benefits and risks, unintended consequences, language, engagement for all and innovation are raised at the end of the chapter to stimulate further reflection and exploration of the complex process of higher education regionalization.

With the world gradually evolving into a global economy, Africa is playing an increasing role both as a major supplier of commodities and a huge consumer market for products from other parts of the world. Hence, it has become necessary for organisations to understand logistics and supply chain management (SCM) practices in Africa. For organisations that operate in Africa or have business dealings in Africa, it has become a strategic competitive priority to understand the current state of logistics in Africa and identify the challenges and opportunities inherent in the system. Finally, it is essential to learn how to overcome the challenges and maximise the opportunities. This chapter provides a historical and contextual basis for some of the logistics and SCM practices in sub-Saharan Africa. It reviews the current state of logistics management in Africa and identifies the challenges and opportunities that confront anyone interested in doing business in Africa. We reviewed the indigenous management practices that pervade the logistics discipline and highlighted cultural, unique and anecdotal evidence of practices and characteristics peculiar to the African countries. In addition, a comparative analysis of the logistic performance of countries in the region was provided to help readers situate the discussion. We concluded the discussion with some practical suggestions on how to get the best out of the African logistics system.

This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines the prevailing nature of decision-making in West Africa, East Africa, Northern Africa and Southern Africa. Interestingly, decision-making in these regions is characterised by unique features and peculiarities. The Ubuntu African philosophy was used to illustrate the traditional African lifestyle and decision-making practice. Drawing from both traditional and contemporary decision-making approaches, it identifies similarities as well as differences in the approach employed by decision-makers across the various sub-regions of Africa. To clearly articulate the similarities and differences, interviews and surveys were used to gather data from managers operating in these regions. Factor analysis enabled the description of underlying factors that drive decision-making within each region. The chapter further illustrates a framework for decision-making practice in Africa, which shows the dynamics and important features of decision-making among executives in Africa. The author describes decision- making as an essential competence for managers and posits that being cognisant of the factors that influence decision-making significantly improves organisational performance. In conclusion, it recommends suitable strategies that enhance the quality of decision-making for both managers and educators.

Over decades, indigenous management practices and their values in Africa have changed from time to time. However, it continued to remain relevant in most business organisations in developing countries. Today in Africa and across the globe, there is a paradigm shift and stiff competition in human resource management practices as a basic element for effective and efficient business organisations’ performance. Effective human resource management practices and performance of organisations rely on the integration of indigenous management practices and sound strategies aligned to cultural values and cores business objectives. The study covers four regions of Africa as a continent. Empirical teachings of the study form a basis for active reforms and innovations, so as to revamp the use of indigenous knowledge, which was deliberately destroyed by colonial masters. Over the years, human resource management practice has evolved in favour of Western strategies and ideologies. Advocates for curriculum reforms in all African countries so as to incorporate indigenous knowledge content, since it is believed to be the future of Africa. An appropriate employees management practice in Africa is a necessary move in today’s business community as it enhances service delivery and performance. The application of indigenous management practices is believed to play a vital role and invokes effective decision-making practices in the business organisation. Therefore, the chapter traces the origin of indigenous wisdom and its fundamental structure in management practices. This chapter attempts to throw light on indigenous management practices and their values in business organisations in Africa.

The efficacy of conventional financing strategies such as angel investment and venture capital financing developed in the context of Western economies but applied to Africa remains a subject of interest. This chapter, therefore, examined financing strategies that are indigenously peculiar to Africa and opportunities therein that could lead to entrepreneurial growth. Consequently, based on a number of criteria such as population and gross domestic product, five countries were selected from the five distinct African geographical regions while six different homogenous ethnic groups were selected from the five countries based on numbers (strength) and spread. A study of the financing strategies of these ethnic groups revealed germane customary funding practices based on culture and communal norms. Thus, as a result of the findings, a model was developed to explain the path to rapid entrepreneurship growth. It is emphasised that there are indigenous modes of financing strategies which the world could learn and adopt from Africa, particularly in instances where conventional theories or modes are not quite effective. Africa needs to achieve industrialisation and grow at a very rapid pace, and this could be achieved through indigenous financing strategies for its many unemployed youths. Advice for managers, educators and government officials are discussed.