Africa's political boundaries: Colonial cartography,the OAU,and the advisability of ethno-national adjustment

This article challenges the notion that nation-state boundaries in Black Africa are best left intact despite their historically problematical origins and questionable ethnographic rationality. The increased energization and politicization of ethnic identity evident in much of Black Africa during the past generation call for reexamination of the boundaries inherited from colonialism. Although post-colonial nationalism has taken root in some countries, it has not, overall, provided the political cohesion to obviate the need for periodic boundary adjustments in light of prevailing political realities both within Black Africa and within the global political and economic systems. The underlying social and political forces evidently giving rise to politicized ethnic consciousness are not likely to recede in the near future. Accordingly, arguments concerning the rationality, and therefore the inviolability, of inherited boundaries, must be understood in light of political circumstances which have evolved during the first generation of independence from colonial rule.     

Tacit Collusion in the Frequently Repeated Multi-Unit Uniform Price Auction for Wholesale Electricity in England and Wales

Tacit collusion between National Power and PowerGen, the dominant generators in England and Wales for most of the 1990s, was widely speculated but was not definitively proven. In the event of a legal determination, the best available evidence is a test of suspicious patterns of bidding behavior. The methodology has two stages: the first is to show that the suspects behave differently from the rest, which are assumed competitive; the second stage is to ask whether or not strategies of suspects affect one another. Results: the impact of suspects on the aggregate bid function can not be explained away by costs and common market events, and a seemingly unrelated regression (SUR) on strategies of the suspects reveals bid inter-dependence and co-ordination on demand trends. A quarter of the dynamic indicators support an inference of tacit collusion. The existence of multiple equilibria in supergames, however, prevents a conclusive statement.     

Organisational reputation and impact on employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited

The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisation, and it is believed that their attitude towards the organisation creates a positive performance for the organisation. This study, therefore, sought to determine organisational reputation and the impact on employee attitude by determining the contribution of employee in achieving the reputation of the organisation. The type of research design was a survey, and it relied on secondary information such as reviewing available literature and primary data through the dissemination of questionnaires. The findings suggests that employees contribute earnestly and effectively to organisations reputation, and this creates an enabling environment for creativity and growth, as employees see themselves as stakeholders who play part in the achievement of organisations reputation to the market. It was also revealed that when employees are taken for granted, they become dissatisfied and apathetic, which is likely to adversely affect organisational performance and goes a long way to drag the image of the organisation into the mud. It is recommended that employees' feelings are sought on matters that affect their lives and work, and they should work under conducive and healthy environments as this would give employees the feeling that their employers are concerned about their wellbeing, and this builds a positive attitude to work within employees who in turn work to achieve the goals of their organisation. Copyright © 2015 John Wiley & Sons, Ltd.     

The calculus of corruption: a paradox of ‘strong’ corruption amidst ‘strong’ systems and institutions in developing administrative systems

Without the right political will to battle corruption, systems and institutions are put in place and tend to be façade and window dressing. Ghana, especially, in the new millennium has seen the proliferation of various institutions ostensibly to curb the phenomenon of corruption, yet its impact has only been marginal. This study adopts two models of corruption to critically assess the institutional development of Ghana since the Fourth Republican Dispensation and how these institutions have impacted the fight against corruption. The study adopts mainly secondary data and resources from the 1992 Republican Constitution, Acts of Parliaments and Legislative Instruments relevant corruption combat. An analysis of the corruption perception index of Ghana from 2000 to 2014 and other data portrays poor performance. What accounts for this phenomenon? Are there really demons who obstruct the spirit and letter of the institutions? Are the systems weak or the human elements (demons) rather stronger in adapting and outsmarting the institutions? Copyright © 2015 John Wiley & Sons, Ltd.     

Public sector leadership‐subordinate ethical diffusion conundrum: perspectives from developing African countries

The interaction between organizational superiors and their subordinates has a practical implication on the entire organizational life cycle in terms of ethical conduct. This study explores how ethics among public leadership could trickle down on the conduct of public employees by using two empirical cases from developing African countries context. Using the attraction–selection–attrition and social learning models, the study assesses how superiors influence street level bureaucrats' interaction with clients or customers. Drawing from existing cases and other secondary data, we propose a leadership‐ethical diffusion model that argues that subordinates' perception and experience of superiors' behavior tend to create a kind of organizational ‘ethical groupthink’, which spans the rank and file of the organization. Copyright © 2015 John Wiley & Sons, Ltd.