Managing in a war zone: Somalian managers in the banking and mobile telecommunications sectors

Abdulkadir Noor,John Walsh

doi:10.4102/sajhrm.v18i0.1148

Abdulkadir Noor, John Walsh

Open Access

https://doi.org/10.4102/sajhrm.v18i0.1148

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Abstract

Orientation: Management studies too often concentrate on supposedly normal market conditions in stable, developed countries. In reality, most forms of management are conducted in more trying circumstances, and this article seeks to expand knowledge of how it takes place under difficult conditions.Research purpose: This study explored management techniques under wartime conditions exhibited by managers in the banking and mobile telecommunications sectors in Mogadishu, the capital of Somalia.Motivation for the study: Somalia is a fragile state that risks failing its people in many ways, including security, food security and basic public services. One means of compensating for these failures is the private sector’s ability to organise not just business but essential public services when the government is unable to do so. This article studied whether that was taking place.Research approach/design and method: The research was qualitative in nature and featured in-depth, personal interviews with managers and executives in the identified sectors of interest. Respondents were identified through convenience and then purposive snowball sampling techniques.Main findings: It was found that adaptations to managing in wartime could be divided into three main themes: practical aspects of managing in adversity, coping mechanisms and the ethical issues involved in managing without a government. In general, in the absence of a legitimate ruling power or a form of market regulation, managers reverted to the pre-existing tribal system as a means not just of managing transactions but also to instil trust in those transactions.Practical/managerial implications: A model is provided for managing under wartime or similarly difficult situations, which might be adapted to other contexts.Contribution/value-add: This article extends knowledge of how management is conducted in wartime and how managers adapt to adverse conditions.

Highlights

Somalia, a coastal country located on the Horn of Africa, has had a troubled history since emerging from Italian and British imperialism as the Somali Republic in 1960
Research purpose: This study explored management techniques under wartime conditions exhibited by managers in the banking and mobile telecommunications sectors in Mogadishu, the capital of Somalia
The Somalian environment has caused considerable stress and anxiety to the people who occupy it, and the disruptions have been of sufficient length and importance to ensure that the habitus of each individual has become suffused by these events

Summary

Introduction

A coastal country located on the Horn of Africa, has had a troubled history since emerging from Italian and British imperialism as the Somali Republic in 1960. A military coup in 1969 was succeeded by a civil war in the 1990s that led to the evisceration of the country’s institutions, such that it became considered a ‘failed state’ This concept, much contested, places the reasons for failure on crises that are local in nature and the failure of local leaders, whilst in reality it is the ‘imperial history of global capitalism’ that is the principal cause and this is manifested locally as the crisis that is manifested locally (Jones, 2008). This crisis, results from the uneven development that drives the spread of capitalism through colonialism. The threat of famine for a large proportion of the population, has become a persistent presence (Samator, 1992)

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