The foreign policy and diplomatic attributes of a developmental state: South Africa as case study

With South Africa having declared itself a developmental state, this paper posits that if a developmental state is one that drives development, then the foreign policy of such a state should pursue development as one of its most important goals. Similarly the diplomatic corps of such a state should prioritise economic, commercial, para- and public diplomacy as drivers of diplomacy. In answering the question, ‘What should be the foreign policy and diplomatic attributes of a developmental state?’, the authors, through an exploratory approach, seek to analyse how well the state has fared in achieving this objective. To be a successful developmental state, a strategic capacity should exist and a clear strategic conception of the state's national interest should be formulated. Old paradigms about the role and functions of the diplomatic corps are challenged and a meritocratic diplomatic corps is strongly advocated to support the state's declared developmental goals.     

An overview of the EU–SA Strategic Partnership 10 years on: Diverging world views,persisting interests

ABSTRACT

The European Union–South Africa (EU–SA) Strategic Partnership has entered its 10th year. It is a product of its time and particular regional and international circumstances. These having changed somewhat over the course of the last decade, it is not surprising that the dynamics of the relationship, expressed through the strategic partnership's parameters, have undergone commensurate changes. Based on the recognition that the partnership is between a multilateral institution and a state, the difference in their respective strategic positions is inevitable. The challenge, therefore, is for the EU–SA Strategic Partnership to maintain a flexibility that allows for continued contestation, development and relevance. This paper reviews the historical context of the partnership and the challenging dynamics that have evolved over the lifespan of the partnership, providing the basis for the thematic discussion which follows in this issue. The analysis in this article demonstrates that, in spite of acknowledged challenges, the functionality of the strategic partnership based on persisting interests remains intact.     

The foreign policy of the Zuma government: pursuing the ‘national interest’?

It was after much anticipation that members of the new Jacob Zuma foreign policy executive announced that, for the duration of their term, South Africa's foreign policy would be based on the doctrine of advancing ‘the national interest’, conceptualised simply as the ‘most vital needs’ of the country. However, almost two years since taking control of the levers of policy and political power, the South African government has yet to spell out in detail what constituted the national interest or how such interest would be pursued. In spite of this lacuna, senior members of the new foreign policy inner-elite continue to proclaim the national interest, and proceed to spell out grander foreign policy goals that they would pursue under the banner of a ‘new’ developmental agenda. These include consolidating the African agenda; deepening South–South cooperation; expanding South–North relations; strengthening foreign political and economic ties generally; and participating in a global system of governance. To date, this proclamation that the national interest will be the beam that will guide foreign policy has remained little more than a statement of intent and much conjecture. The challenge is to move beyond rhetoric and intentions and to define the national interest and to articulate a coherent foreign policy going forward. This will require concrete proposals on the basis of thorough-going domestic–foreign policy linkages.     

Memory, Empathy, and the Politics of Identification

This essay explores the ethical and political dimensions of what I have elsewhere called “prosthetic memories” (Landsberg, Prosthetic memory: The transformation of American remembrance in the age of mass culture, Harvard University Press, 2004), focusing on those that are produced and disseminated cinematically. I argue that cinematic technology, by which I mean also to include the dominant cinematic conventions and practices used in the Hollywood style of filmmaking, is an effective means for structuring vision. Through specific techniques of shooting and editing, films attempt to position the viewer in highly specific ways in relation to the unfolding narrative. Sometimes, in such films, viewers are brought into intimate contact with a set of experiences that fall well outside of their own lived experience and, as a result, are forced to look as if through someone else’s eyes, and asked to remember those situations and events as both meaningful and potentially formative. By engaging specific strategies intended to elicit identification, films can force viewers to engage both intellectually and emotionally with another who is radically different from him or herself. This complicated form of identification across difference might condition viewers to see and think in ways that could foster more radical forms of democracy aimed at advancing egalitarian social goals.

Enforcing Desegregation: A Case Study of Federal District Court Power and Social Change in Macon County Alabama

This case study of Lee v. Macon County Board of Education demonstrates that a federal district court in Alabama, enforcing Brown v. Board of Education, brought about significant social change despite constraints on the courts. The court's application of Brown played a decisive role in ending the racial caste system in this Alabama Black Belt county. The court, by adding the U.S. Department of Justice as a party, overcame constraints that had precluded the executive branch from pursuing school desegregation. Change came through the courts before Congress legislated against school segregation. Seekers of social change must evaluate the constraints on the courts relative to the constraints on the other branches and levels of government.     

IBSA's trilateral constellation and its development fund: Valuable pioneers in development cooperation?

With a changing geopolitical landscape following the Northern-induced global financial meltdown, stagnation on global governance reform and failure to reach agreement on issues ranging from trade (Doha Development Round) to climate change (United Nations Convention on Climate Change), the India–Brazil–South Africa (IBSA) Dialogue Forum finds itself at the proverbial crossroads. At this point, with no summit having taken place since 2011, the future of IBSA is uncertain in part because the three IBSA partners have allowed ambivalence and lack of leadership to hold sway. Yet the current fluidity in the international environment has ironically meant that IBSA is more relevant and needed than ever before. IBSA is well placed to play a vital role in arresting the current trajectory of the global governance architecture, particularly when it comes to concerns of development. As this article argues, it is in the area of development cooperation that IBSA has found its niche in demonstrating the possibilities that development diplomacy and South–South cooperation avail, while challenging traditional norm conceptions when it comes to the future of international development financial institutions. Yet the question remains as to how this will be used going forward, as there is little strategic discussion between the trilateral partners on the future of development diplomacy and the IBSA Fund.     

Relationship Management with Managers of Countrywide Offices of SEESA: A Case Study

Employees are a crucial stakeholder group for organisations since they determine the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services to employers, was investigated to determine the way in which it manages relationships with its nationwide managers. A mixed-method approach was followed, using semi-structured interviews and questionnaires to gather data. The findings indicated that, despite studies elsewhere indicating a communication and relationship building strategy as a prerequisite for building strong organisation-employee relationships, the outcomes of such relationships can be present without a formal internal communication strategy. This can occur provided the organisation is inclined towards a symmetrical world view, has an open culture and encourages two-way communication with top management. Suggestions for managing relationships with employees in nationwide offices are made.     

The triple black burden: Race,knowledge production and South Africa's international affairs

China's relationship with Africa is viewed as strategic and complementary by both regions, politically and economically. The article analyses the relationship within the framework of China's official policy, looking at what both sides stand to gain.     

Pax Africana in the age of extremes

Agriculture in Asia was revolutionised in the latter part of the 20^th century through the creative use of new technologies and well‐targeted government intervention. Similar principles can be applied in Africa.