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The chapter evaluates trust-based and emotional intelligence (EI) approaches in Tanzania’s informal sector entrepreneurs, from mali kwa mali (barter trade), mali kauli (trust-based credit) to collective or technology-based upatu (revolving credit). It analyses both vertical and horizontal trust, and the depth of linkage to growth and sustainability of entrepreneurship in the informal sector.

The chapter invokes experiences of informal sector entrepreneurs including itinerant hawkers (machinga), food vendors (mama lishe or mama ntilie) and motorcycle drivers (bodaboda). The unique trust-based approaches mali kwa mali and mali kauli in entrepreneurial undertakings extends from colonial times to post economic liberalisation and contemporary Tanzania. Mali kauli, a creative traditional credit practice, is a unique approach that facilitates and sustains micro-retail sub-sector and livelihoods in urban and rural Tanzania. Although the objective remains business profitability, sustainability of entrepreneurial ventures does not depend on it alone. Trust and EI are well invested in these approaches.

The chapter draws from past work on managing in the informal economy to derive theoretical and practical implications, and how trust and EI plays a role in the Tanzanian informal entrepreneurial circles.

Tocqueville's theory emerged from a social movement–infested society rather than from the rather bucolic and static American democracy that he sometimes portrays. And while Putnam (2001) and others try to resurrect this cooperative view of society using the concept of social capital, this approach is inadequate to explain major changes in society and, indeed, only repeats power resources theory with a different linguistic cloak.

Chama microfinance models continue to be a safety net for many rural women in Kenya; however, their financial literacy remains largely unexplored. This study sought to explore the financial literacy of women entrepreneurs who are also members of Chama groups in rural Western Kenya, examine the specific indigenous practices and values that educators could draw upon to support and enhance the teaching of financial literacy to women, and also highlight the potential outcome of integrating indigenous knowledge and pedagogies to financial literacy. The study adopted critical participatory action research and African womanism methodology to centre learning on the experiences of rural Chama women. Based on in-depth interviews of six women in Western Kenya, the study found that the women's financial literacy can be explained and demonstrated through their relationships, connections and identity. On specific indigenous practices and methods the study found community engagement, centred learning and discovery learning, as relevant ways of engaging with the women. Integrating values, practices, and methods to inquire about the financial literacy from the Chama women's perspective cultivated an environment that encouraged mutual respect, sharing, participation and learning. Within the context of the findings, the study suggests that it is best to understand the women's financial literacy from their perspective. This study also contributes to knowledge on critical participatory action research and financial literacy from an Africana womanist perspective.

This chapter provides an extensive review of literature on the interaction between and interdependence of informal and formal working practices in various workplace settings. The aim of the chapter is to elucidate the organisational, managerial, human relations and social factors that give rise to informal work practices and strategies, on the shop-floor not only at workers and work group levels but also at supervisory and managerial levels. This chapter helps the reader to understand the informal work practice of making a plan (planisa) in a deep-level mining workplace.

The conceptual framework of institutions proposed here is not entirely new. While it shares common features with the early institutionalists’ frameworks, it also introduces some original insights. What is new is that this framework identifies the key components of institutions and approaches as an open organic system with complex dynamics among its components rather than a static mechanism operating in a vacuum. The two additional models presented in the next section will help us better understand how these components of institutions are linked, how they interact, and how institutions are enforced. The framework brings together and builds on empirical evidence and theoretical scholarship from the different disciplines discussed in the previous and current chapters.

Forming a project organization is, in our opinion, the most essential characteristic of the project-working mode. A project task calls for contribution from several parties, e.g., user representatives with knowledge of the application situation, specialists with professional knowledge and experience, and management that can provide the overall support and position the project strategically. Cooperation across professional areas and organizational units is required.

A project organization should be designed in view of the project task. In this chapter, we present and discuss a basic pattern of a project organization consisting of three generic parts: a decision, a management, and a working part. The specific appointments to these parts will depend on questions and issues related to four aspects: professional contribution, management contribution, anchoring of the project results, and influence (where should stakeholders’ influence and involvement be dealt with).

The chapter discusses adjustment of the project organization as the project comes along. We also discuss organizational issues when there are several independent partners, e.g., joint ventures and partnering.