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- No. 1 / (3) Evolving Patterns of Structural Change in Sub-Saharan Africa
- Evolving Patterns of Structural Change in Sub-Saharan Africa Richard Grabowski abstract The traditional structural change process, as it has evolved in East and parts of Southeast Asia, has involved a shift of labor out of agriculture and into labor-intensive manufacturing. It has relied on political coalitions based on farmers and new manufacturing entrepreneurs to implement policy. However, this does not seem relevant to the situation in Africa. This is because labor in this region is not relatively abundant, and industrial technology is becoming more capital-intensive. As a result, in Africa, the dynamic relationship between manufacturing and agriculture has been significantly reduced or weakened, and development coalitions based on expanding manufacturing are likely to fail. The recent experience of Ethiopia suggests that structural change there initially involved a shift of labor into traditional services. This was driven by investment in agriculture and infrastructure services (transportation, communications, and trade), with productivity growing in both sectors, agriculture and traditional services. Thus, political coalitions in Sub-Saharan Africa seeking to successfully promote economic development would seem to require the incorporation of service sector entrepreneurs. As services develop, manufacturing may in the longer run become more viable as the rising productivity in traditional services enhances productivity in manufacturing. Keywords Structural change, Africa, Asia, Agriculture
- IPAIDipaid 2026.09.02
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- No. 1 / (2) Beyond Administration: Achieving Strategic Visibility by Redefining the HRM Function’s Uniqueness in Uganda
- Beyond Administration: Achieving Strategic Visibility by Redefining the HRM Function’s Uniqueness in Uganda Government Institutions Robert Frank Kyagaba, Samuel Mafabi, John C. Munene, Jotham Byarugaba Mbiito abstract This study investigates the relationship between social identity and the visibility of Human Resource Management (HRM) within government institutions in Uganda. By adopting a social identity approach, the research explores how internal and external perceptions shape the strategic value of the HRM function. The study examines how self-conception, relationships, and collective membership predict HRM visibility. It employed an explanatory sequential design. Quantitative data were collected from a sample of 109 government institutions and analyzed using SmartPLS. This was followed by qualitative research involving 10 key informants and analyzed using NVivo. The findings reveal that self-conception, relationships, and collective membership positively and significantly relate to HRM visibility. The study recommends Uganda government institutions empower the HRM function to demonstrate strategic value through relationships, cross-functional collaboration, stakeholder engagement, and entrusting HRM with leadership in formulating institutional strategies. By aligning HRM activities with institutional goals, the research highlights that social identity can elevate HRM visibility within the public sector context. Keywords Social identity, Human resources management visibility, Human resources management function, Government institutions, Stakeholders
- IPAIDipaid 2026.09.02
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- No. 1 / (1) Assessing the Institutional Settings for Local Economic Development Promotion in Ghana
- Assessing the Institutional Settings for Local Economic Development Promotion in Ghana Jonas Ayaribilla Akudugu abstract Institutional arrangements for local economic development promotion commonly called local economic development agencies are often established to facilitate local economic development promotion. Through a qualitative assessment, this paper analyses efforts to set up local economic development agencies in Ghana. The paper argues that the structuring of the institutional architecture for local economic development in Ghana does not align with the principle of subsidiarity which requires that authority should presumptively rest on the agency representing those at the local level likely to be affected by an intervention. The current structuring of local economic development agencies in Ghana is top-down, largely ad hoc and in most part lacking legal or institutional powers to effectively promote local economic development. There is the need to re-think the approach to setting up local economic development agencies in Ghana to ensure local anchorage, and the commitment to make them functional and assume an enduring institutional character. Keywords Local economic development agencies, Subsidiarity, Institutional settings, Structures, Local economic development
- IPAIDipaid 2026.09.02