When two African cultures collide: A study of interactions between managers in a strategic alliance between two African organizations

Abstract

This paper explores the interaction between managers from two African countries. Using a case study of a strategic alliance between a South African multinational organisation and a local firm in the Democratic Republic of Congo, we examine procedural justice and interactional justice between managers from the two firms. Host country managers reported higher levels of procedural and interactional injustice than South African managers. Further, the results indicate that top management teams from both firms were more willing to work together than lower level managers.