As a PhD in Economics Nadine taught Macroeconomics at the University of Paris X France and was a Visiting Fellow at Princeton University, Department of Economics.Holder of a Master of Science in Consulting and Coaching for Change from HEC Paris, France and Oxford Saïd Business School, UK and a Master of Management Program in International and Cross-Cultural Management from The Norwegian School of Management, BI Oslo, Norway Nadine founded her boutique consulting and then coaching for change business twelve years ago and has a rich variety of missions focusing on: individuals, groups, project teams, organizational cultures and management leadership in Europe, Africa, the Middle East and the USA.
Diversity in Africa: The Coming of Age of a Continent, 2007
The West has continued to supply leadership and management ideas, political systems, and economic... more The West has continued to supply leadership and management ideas, political systems, and economic infrastructures to Africa, from colonial times to present. Understandably, most Western theories that are continuously being used in organisations in Africa, with their seemingly good intentions, have not achieved the desired outcomes, because many Africans find it difficult to relate to them and have to sacrifice their authenticity in order to fully embrace them. Some have identified the limitations of perspectives and practices formulated solely in the West (Blunt & Jones, 1992; Kamoche, 1993, 1997; Nzelibe, 1986), while others have offered empirical evidence on the nature of extant practices, pointing to their appropriateness or lack thereof (Blunt & Jones, 1986; Kamoche, 2000a; Seddon, 1985). This growing critique has highlighted the need to understand the African context as well as the indigenous thought system and, in particular, the perspective of the African worker. The unquestioning use of Western models of management in Africa merely stifles the incentive to examine critically the real needs of organisations on the continent. The results of these imposed theories are counter intent and innumerable unintended consequences, as the leadership- and management styles are not well guided by theories that are meaningful to the majority of the African populace. True to the ‘African Way’, African theories are seldom captured in literature, and specifically not in organisational literature – the wisdom of the ages usually used to be passed on through the oral tradition. This no longer appears sufficient, as many Africans, particularly educated and skilled Africans, have been drawn to, and into, urban lifestyles, thus separating them from the traditional forms of oral transfer and additionally placing them in direct contact with often dominant Western organisational norms and cultures – and it has therefore become imperative that such traditional- and contemporary African wisdom be captured in supplementary communication forms, e.g., modern African music, art, popular-, praxis- and academic literature.
Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le proje... more Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le projet d'unification monetaire en Allemagne ont impulse une nouvelle dynamique au processus d'integration monetaire au sein du SME. Cette these propose une description et une analyse de ce processus sous l'angle des trois principes d'organisation de l'architecture europeenne : cooperation, integration et union. Le chapitre I presente les termes du debat conflictuel en Europe genere par l'adoption du SME et sa logique de fonctionnement. A partir de ce constat theorique et empirique des fondements de la cooperation monetaire en Europe, le chapitre II presente les outils d'analyse theoriques de la coordination des politiques macroeconomiques. Il s'agit de la theorie des jeux adaptee pour comprendre la logique de fonctionnement du SME. La deuxieme approche est celle de la politologie de la cooperation qui eclaire la logique de transformation des regles du SME qui peut contenir plusieurs regimes monetaires. Le chapitre III presente les promesses et les deceptions de l'approche Ludo theorique du SME a travers une selection de modeles representatifs de la litterature qualifiee. Le chapitre IV presente des conclusions tirees de l'application des concepts et definitions inspires de la politologie de la cooperation les propositions du comite Delors et les consequences de l'unification monetaire allemande sur l'integration monetaire europeenne sont analysees sous l'angle des differentes interpretations de la nature de la monnaie europeenne. . .
Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le proje... more Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le projet d'unification monetaire en Allemagne ont impulse une nouvelle dynamique au processus d'integration monetaire au sein du SME. Cette these propose une description et une analyse de ce processus sous l'angle des trois principes d'organisation de l'architecture europeenne : cooperation, integration et union. Le chapitre I presente les termes du debat conflictuel en Europe genere par l'adoption du SME et sa logique de fonctionnement. A partir de ce constat theorique et empirique des fondements de la cooperation monetaire en Europe, le chapitre II presente les outils d'analyse theoriques de la coordination des politiques macroeconomiques. Il s'agit de la theorie des jeux adaptee pour comprendre la logique de fonctionnement du SME. La deuxieme approche est celle de la politologie de la cooperation qui eclaire la logique de transformation des regles du SME qui p...
The canon of knowledge within the fields of management and leadership theory and practice has bee... more The canon of knowledge within the fields of management and leadership theory and practice has been developed and espoused from Western capitalist principles, with leading thinkers in the field being mainly of American or European dissent. These ideas have then been ‘exported’ beyond Western boundaries as trade has moved from being multinational, through international to global, and practices such as international outsourcing have become more widespread. While some areas of Asia, particularly India, may be both responsive and adaptive to some of these Western practices, other areas of Asia and Africa as a whole are not so. This paper offers a contextual understanding and comparison of leadership and management practices in Western and African contexts to provide some explanation as to why such practice needs to be adapted if it is to be successful outside of the Western context in which it is was conceived.
The causes of important aspects of African managers’ thinking are to be found in fundamental nati... more The causes of important aspects of African managers’ thinking are to be found in fundamental national sociocultural and political elements. African organizations function very often in an environment of acute resource scarcity, economic uncertainty and highly centralized political power. These organizations tend to retain the major characteristics of structures developed in the colonial era, namely, rather rigid bureaucratic, rule-bound hierarchies. During such times, managers were few in numbers and were mainly European traders who undertook economic activities with little, or no, knowledge of the art of management. The Africans, however, viewed these foreigners as experts in management, and tried hard to imitate their managerial skills. Colonialists, in order to maintain their dominance and elitist role in society, chose to import managers from Europe, rather than to train Africans.
... Age of a Continent, pp. 10 - 34, Palgrave Macmillan, Basingstoke, Hampshire. author(s): N. Th... more ... Age of a Continent, pp. 10 - 34, Palgrave Macmillan, Basingstoke, Hampshire. author(s): N. Theimann Kurt April. Year: 2006. All 2006 documents by N. Theimann All 2006 documents by Kurt April. Type: Books/Chapters. All Books ...
Page 1. Context Tension: Cultural Influences on Leadership and Management Practice by Dr. Nadine ... more Page 1. Context Tension: Cultural Influences on Leadership and Management Practice by Dr. Nadine Mendelek Theimann (University of Oxford), Prof. Kurt April (University of Cape Town & Ashridge) & Dr. Eddie Blass (University of Hertfordshire & Ashridge) Introduction ...
The canon of knowledge in the fields of management and leadership has been developed from Western... more The canon of knowledge in the fields of management and leadership has been developed from Western capitalist principles, with leading thinkers in the field being mainly of American or European descent. These ideas have then been “exported” beyond Western boundaries as trade has expanded globally, and practices such as international outsourcing have become more widespread. Although some areas of Asia, particularly India, may be willing to adapt to some of these Western practices, other areas of Asia, and Africa as a whole, are not so willing. We offer a contextual understanding and comparison of leadership and management practices in Western and African contexts to provide some explanation as to why such practice needs to be modified if it is to be successful outside the Western context in which it was conceived.
Diversity in Africa: The Coming of Age of a Continent, 2007
The West has continued to supply leadership and management ideas, political systems, and economic... more The West has continued to supply leadership and management ideas, political systems, and economic infrastructures to Africa, from colonial times to present. Understandably, most Western theories that are continuously being used in organisations in Africa, with their seemingly good intentions, have not achieved the desired outcomes, because many Africans find it difficult to relate to them and have to sacrifice their authenticity in order to fully embrace them. Some have identified the limitations of perspectives and practices formulated solely in the West (Blunt & Jones, 1992; Kamoche, 1993, 1997; Nzelibe, 1986), while others have offered empirical evidence on the nature of extant practices, pointing to their appropriateness or lack thereof (Blunt & Jones, 1986; Kamoche, 2000a; Seddon, 1985). This growing critique has highlighted the need to understand the African context as well as the indigenous thought system and, in particular, the perspective of the African worker. The unquestioning use of Western models of management in Africa merely stifles the incentive to examine critically the real needs of organisations on the continent. The results of these imposed theories are counter intent and innumerable unintended consequences, as the leadership- and management styles are not well guided by theories that are meaningful to the majority of the African populace. True to the ‘African Way’, African theories are seldom captured in literature, and specifically not in organisational literature – the wisdom of the ages usually used to be passed on through the oral tradition. This no longer appears sufficient, as many Africans, particularly educated and skilled Africans, have been drawn to, and into, urban lifestyles, thus separating them from the traditional forms of oral transfer and additionally placing them in direct contact with often dominant Western organisational norms and cultures – and it has therefore become imperative that such traditional- and contemporary African wisdom be captured in supplementary communication forms, e.g., modern African music, art, popular-, praxis- and academic literature.
Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le proje... more Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le projet d'unification monetaire en Allemagne ont impulse une nouvelle dynamique au processus d'integration monetaire au sein du SME. Cette these propose une description et une analyse de ce processus sous l'angle des trois principes d'organisation de l'architecture europeenne : cooperation, integration et union. Le chapitre I presente les termes du debat conflictuel en Europe genere par l'adoption du SME et sa logique de fonctionnement. A partir de ce constat theorique et empirique des fondements de la cooperation monetaire en Europe, le chapitre II presente les outils d'analyse theoriques de la coordination des politiques macroeconomiques. Il s'agit de la theorie des jeux adaptee pour comprendre la logique de fonctionnement du SME. La deuxieme approche est celle de la politologie de la cooperation qui eclaire la logique de transformation des regles du SME qui peut contenir plusieurs regimes monetaires. Le chapitre III presente les promesses et les deceptions de l'approche Ludo theorique du SME a travers une selection de modeles representatifs de la litterature qualifiee. Le chapitre IV presente des conclusions tirees de l'application des concepts et definitions inspires de la politologie de la cooperation les propositions du comite Delors et les consequences de l'unification monetaire allemande sur l'integration monetaire europeenne sont analysees sous l'angle des differentes interpretations de la nature de la monnaie europeenne. . .
Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le proje... more Le rapport du comite Delors pour l'union economique et monetaire en Europe ainsi que le projet d'unification monetaire en Allemagne ont impulse une nouvelle dynamique au processus d'integration monetaire au sein du SME. Cette these propose une description et une analyse de ce processus sous l'angle des trois principes d'organisation de l'architecture europeenne : cooperation, integration et union. Le chapitre I presente les termes du debat conflictuel en Europe genere par l'adoption du SME et sa logique de fonctionnement. A partir de ce constat theorique et empirique des fondements de la cooperation monetaire en Europe, le chapitre II presente les outils d'analyse theoriques de la coordination des politiques macroeconomiques. Il s'agit de la theorie des jeux adaptee pour comprendre la logique de fonctionnement du SME. La deuxieme approche est celle de la politologie de la cooperation qui eclaire la logique de transformation des regles du SME qui p...
The canon of knowledge within the fields of management and leadership theory and practice has bee... more The canon of knowledge within the fields of management and leadership theory and practice has been developed and espoused from Western capitalist principles, with leading thinkers in the field being mainly of American or European dissent. These ideas have then been ‘exported’ beyond Western boundaries as trade has moved from being multinational, through international to global, and practices such as international outsourcing have become more widespread. While some areas of Asia, particularly India, may be both responsive and adaptive to some of these Western practices, other areas of Asia and Africa as a whole are not so. This paper offers a contextual understanding and comparison of leadership and management practices in Western and African contexts to provide some explanation as to why such practice needs to be adapted if it is to be successful outside of the Western context in which it is was conceived.
The causes of important aspects of African managers’ thinking are to be found in fundamental nati... more The causes of important aspects of African managers’ thinking are to be found in fundamental national sociocultural and political elements. African organizations function very often in an environment of acute resource scarcity, economic uncertainty and highly centralized political power. These organizations tend to retain the major characteristics of structures developed in the colonial era, namely, rather rigid bureaucratic, rule-bound hierarchies. During such times, managers were few in numbers and were mainly European traders who undertook economic activities with little, or no, knowledge of the art of management. The Africans, however, viewed these foreigners as experts in management, and tried hard to imitate their managerial skills. Colonialists, in order to maintain their dominance and elitist role in society, chose to import managers from Europe, rather than to train Africans.
... Age of a Continent, pp. 10 - 34, Palgrave Macmillan, Basingstoke, Hampshire. author(s): N. Th... more ... Age of a Continent, pp. 10 - 34, Palgrave Macmillan, Basingstoke, Hampshire. author(s): N. Theimann Kurt April. Year: 2006. All 2006 documents by N. Theimann All 2006 documents by Kurt April. Type: Books/Chapters. All Books ...
Page 1. Context Tension: Cultural Influences on Leadership and Management Practice by Dr. Nadine ... more Page 1. Context Tension: Cultural Influences on Leadership and Management Practice by Dr. Nadine Mendelek Theimann (University of Oxford), Prof. Kurt April (University of Cape Town & Ashridge) & Dr. Eddie Blass (University of Hertfordshire & Ashridge) Introduction ...
The canon of knowledge in the fields of management and leadership has been developed from Western... more The canon of knowledge in the fields of management and leadership has been developed from Western capitalist principles, with leading thinkers in the field being mainly of American or European descent. These ideas have then been “exported” beyond Western boundaries as trade has expanded globally, and practices such as international outsourcing have become more widespread. Although some areas of Asia, particularly India, may be willing to adapt to some of these Western practices, other areas of Asia, and Africa as a whole, are not so willing. We offer a contextual understanding and comparison of leadership and management practices in Western and African contexts to provide some explanation as to why such practice needs to be modified if it is to be successful outside the Western context in which it was conceived.
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The unquestioning use of Western models of management in Africa merely stifles the incentive to examine critically the real needs of organisations on the continent. The results of these imposed theories are counter intent and innumerable unintended consequences, as the leadership- and management styles are not well guided by theories that are meaningful to the majority of the African populace. True to the ‘African Way’, African theories are seldom captured in literature, and specifically not in organisational literature – the wisdom of the ages usually used to be passed on through the oral tradition. This no longer appears sufficient, as many Africans, particularly educated and skilled Africans, have been drawn to, and into, urban lifestyles, thus separating them from the traditional forms of oral transfer and additionally placing them in direct contact with often dominant Western organisational norms and cultures – and it has therefore become imperative that such traditional- and contemporary African wisdom be captured in supplementary communication forms, e.g., modern African music, art, popular-, praxis- and academic literature.
The unquestioning use of Western models of management in Africa merely stifles the incentive to examine critically the real needs of organisations on the continent. The results of these imposed theories are counter intent and innumerable unintended consequences, as the leadership- and management styles are not well guided by theories that are meaningful to the majority of the African populace. True to the ‘African Way’, African theories are seldom captured in literature, and specifically not in organisational literature – the wisdom of the ages usually used to be passed on through the oral tradition. This no longer appears sufficient, as many Africans, particularly educated and skilled Africans, have been drawn to, and into, urban lifestyles, thus separating them from the traditional forms of oral transfer and additionally placing them in direct contact with often dominant Western organisational norms and cultures – and it has therefore become imperative that such traditional- and contemporary African wisdom be captured in supplementary communication forms, e.g., modern African music, art, popular-, praxis- and academic literature.