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Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the oil-and-gas exploration and production player that ranked among Britain’s top 200 companies, experienced such a public backlash against its operations. For nearly 20 years, Cagle had helped steer his company’s projects around the world—often in volatile regions where others feared to tread, such as Vietnam, Russia, and Yemen—while delivering significant returns to investors. But the international uproar surrounding SOCO during the past year had been nothing short of mind-boggling.

Purpose – This study addresses the great apes' fatal situation in the wild by integrating perspectives from conservation biology, conflict research, and bioethics.

Design/methodology/approach – We introduce the great apes' red list status and describe habitat destruction and bushmeat commerce as main threats to their survival. We analyze the complex context in which great ape extinction takes place in the Democratic Republic of the Congo (DRC) and thereby focus on a threatening factor that is interlinked with habitat destruction and bushmeat commerce: armed conflict.

Findings – The study shows that some characteristics of so-called “New Wars” are apparent in the DRC and that they directly or indirectly impact the great apes' situation. Because the human role in the animals' extinction is so severe and so obvious, ethical consequences become apparent. Animal ethics (the welfare as well as the rights approach) has to acknowledge the severity of the situation of the great apes in the wild. Implications for the human–animal relationship and the human identity come into play. After all, we have to ask ourselves what it means for us and for coming generations if our nearest relatives are going to be extinct one day.

Practical implications – It is argued that conservation policy has to include insights from conflict research. Likewise, peacemaking has to address ecological consequences of warfare.

Originality/value – Our findings promote an interdisciplinary approach. Armed conflict as a threatening factor to great ape survival has so far largely been neglected within the literature on conservation biology as well as in conflict research.

Policymakers and stakeholders lack empirical evidence on the effectiveness of community participatory management for agribusiness development and environmental conservation. The purpose of this paper is to assess the management preferences, approaches and practices of farm communities in Rwanda’s Volcanoes National Park (VNP).

Primary data collected from 191 farmers were used. A choice experiment on current and potential park management practices and utilization levels was conducted along with a survey on socioeconomic, farm and institutional behavior characteristics.

Results show that farmers prefer preserving VNP resources for the production of agribusiness crops that are low input and environmental friendly and provide high income to farmers in addition to handcraft production to enhance cultural, plant and wild animal tourism development. Farmers highly value integrated stakeholder participatory decision making about the parks natural resources. High-income farmers prefer to restore traditional cultural heritage park sites for recreation, and ancestral intellectual and cultural property rights.

The sample size limited the analysis to a conditional logit model.

This is the first study to assess the management preferences of farm communities in the VNP area.

Tourism is sometimes described as a worthwhile activity for a developing economy. Among countries of emergent Africa, for example, Kenya derives a significant portion of its national economic advancement from tourism. But cogent socio‐economic arguments modify the general proposition for Kenya, as for several other developing countries. If these reservations are accorded proper attention, the tourist may yet prove the unwitting agent for development. If, however, the cost‐benefit construct is not adjusted to take account of these further factors, tourism in emergent Africa may end up by the way it is going in the Caribbean and several other parts of the Third World: a source of economic, cultural, social and ultimately political friction.

At midnight on Thursday, 26 March 2020, the South African government ordered a three-week lockdown in response to the COVID-19 pandemic and subsequently extended this lockdown for a further two weeks until the end of April 2020. Among other measures, businesses not classed as “essential” had to cease operation. This meant that Jonathan Robinson, founder of the Bean There Coffee Company had to close his trendy Cape Town and Milpark coffee shops, as well as the company’s hospitality and corporate business. At the same time, Bean There’s costs increased by 25%, as the rand: dollar exchange rate worsened substantially. A glimmer of hope was that the company was able to continue roasting coffee and supplying its retail clients. Unlike most captains of industry, Robinson was not driven by the bottom line and clamouring shareholders. His corporate strategy was driven by a single, simple purpose: to achieve ethical sustainability aspirations while still running a profitable business. The question for him now, however, was how to ensure that his company could survive in the short term, so that it could achieve these goals in the longer term, and whether he could take this opportunity to think about whether his business was best positioned to achieve these goals when things returned to normal.

The learning outcomes are as follows: conduct a thorough analysis of a specific company and its industry, including its markets, competitors, and other aspects of the internal and external business environment, using a range of tools, including a Business Model Canvas (BMC), SWOT analysis and PESTLE analysis; analyse and explain the market outlook of a company; identify and analyse a company’s competitors; discuss and explain a detailed implementation plan showing the way forward for a company, considering its current challenges, including integrating a range of conceptual and analytical fields of knowledge to assess a management dilemma, and arrive at a creative and innovative management solution; and be able to present information and defend substantial insights and solutions to a management dilemma in oral and written modes, appropriate in standard for both the academic and business communities to analyse and appreciate.

Postgraduate Diploma in Management, MBA, Masters in Management, Executive Education.

Teaching notes are available for educators only.

CSS 11: Strategy.

32-year-old Heather Wilson was about to become a property investor. After years of painstaking savings, she had finally reached agreement to purchase her first buy-to-let property, a 1 bedroom flat in London's sought-after Kensington and Chelsea neighborhood. She looked forward to a lifetime of building wealth through property investments. Of course, some of the income the property would generate would be owed to Her Majesty's Revenue and Customs (HMRC). But such was the nature of life. Unfortunately, the tax laws had only recently become less favorable for property investors, but Wilson expected to negotiate a lower purchase price as a result and so she felt confident that her investment remained solid.

The purpose of this chapter is to identify African financial management practices, highlight their origin and explain how they differ from their Western counterparts. The study identified indigenous African financial practices using literature review, archival sources and library research covering the five areas of Africa comprising Northern Africa, Eastern Africa, Central Africa Western Africa and Southern Africa. The study found out that pre-colonial indigenous African financial management features prevalent use of trade finance, trade credit management, investment management and accounting. While there is also evidence of modification of Western financial management practices to suit African contexts, it is on the whole scarce. This is suggestive of the fact that they were in existence in the first instance. The clear conclusion is that many indigenous African financial management practices pre-dated and foreshadowed their Western counterparts. Yet, it is confounding that this has been largely lost sight of, and both scholars and financial management practitioners depict the former as inferior. There is clearly a need to remedy this situation. Educators need to focus on incorporating ethno-finance concepts into the entire curricula chain from basic to higher education. The anchor point for such curricula is Ubuntu philosophy. Financial management practitioners, on their part, need to shed notions that the indigenous practices are inferior and seek to journalise their day-to-day work experiences to build a body of documented practice.