On 10 April 2008, Nepal turned a new page in its history. Nearly two decades of violence and instability caused by an ongoing political, economic, and cultural crisis ended with the stunning electoral success of the Communist Party of Nepal (Maoist). In addition to resolving the well-known structural and economic imbalances of the country, after five decades of failed development, Nepal must also find a way to resolve the crisis of rising ethno-cultural nationalism amidst continuing conditions of inequality. We suggest Nepali nationalism provides a grand narrative that goes to the heart of the future of Nepal and its prospects for a sustained democracy.
Book Review| August 01 2000 Nepal's Failed Development: Reflections on the Mission and the Maladies Devendra Raj Panday Kathmandu: Nepal South Asia Centre, 1999, viii and 432 pp., tables, graphs,references, and index. Nepali Rupees (Rs) 350.00 paperback. Nanda Shrestha Nanda Shrestha Search for other works by this author on: This Site Google Comparative Studies of South Asia, Africa and the Middle East (2000) 20 (1-2): 154–156. https://doi.org/10.1215/1089201X-20-1-2-154 Cite Icon Cite Share Icon Share Twitter Permissions Search Site Citation Nanda Shrestha; Nepal's Failed Development: Reflections on the Mission and the Maladies Devendra Raj Panday. Comparative Studies of South Asia, Africa and the Middle East 1 August 2000; 20 (1-2): 154–156. doi: https://doi.org/10.1215/1089201X-20-1-2-154 Download citation file: Zotero Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search Dropdown Menu nav search search input Search input auto suggest search filter Books & JournalsAll JournalsComparative Studies of South Asia, Africa and the Middle East Search Advanced Search The text of this article is only available as a PDF. Comparative Studies of South Asia, Africa and the Middle East2000 Article PDF first page preview Close Modal Issue Section: Book Reviews You do not currently have access to this content.
Purpose This paper aims to propose a normative framework focusing on the need to enhance the roles of the four fundamental environmental forces of management – socio‐demographic, techno‐economic, politico‐institutional, and cultural. The objective is to create a business climate of certainty so that Kenya can achieve its goals of national and private sector development and of elevating its global competitiveness in terms of foreign direct investment and exports. Design/methodology/approach The paper uses secondary data to describe Kenya's development goals, its current level of private sector development, its position in the global economy, and the historical and cultural dimensions of its management practices. Against that backdrop, the article combines systems thinking and broad‐based reasoning to develop a normative management framework for policy makers and for domestic and international business managers. After using data to describe Kenya's status with respect to the four environmental forces, the article explains how Kenya – through reforming private and public institutions and implementing enlightened national development polices – could shape its management system and its prevailing climate of uncertainty in order to enhance its competitiveness in the present global economy. Findings The paper concludes that, if Kenya takes policy actions necessary to redirect and enhance its environmental forces, it would improve the efficacy of its resource management system and reduce the uncertainty inherent in the system. This would also promote openness to international trade and business and reduce the “cost” and other real or perceived barriers to business in the country to world levels, leading Kenya to become more competitive in the present global economy in terms of both increased foreign investment and export. As a result, Kenya should experience higher levels of private sector development, economic growth, and employment and, consequently, reduced poverty and higher standards of living for its citizens. Originality/value The paper introduces a normative, broad‐based management framework for national and private sector development in a cross‐cultural context. This framework should prove particularly useful to governments, policy makers, and business managers in countries that are in the early stages of private sector development and who are charged with achieving national development goals and with increasing the global competitiveness of their countries' economies.
Africa is far behind East and Southeast Asian countries in attracting FDI from multinational corporations (MNCs). To improve their positions, most African states are now pursuing neoliberal economic policies that focus on private sector development and export trade. In light of their chosen economic path, this exploratory paper proposes an institutionally-driven management framework for African states to create and promote national competitive advantages to enhance their attractiveness to FDI. The proposed framework highlights the government’s role in managing the four critical environmental forces—techno-economic, politico-institutional, socio-demographic, and cultural—that drive national productivity and innovative capacity, especially in the early phases of the national push for economic growth and development.
"Nepal has been experiencing a permanent rural-to-rural migration of households from the central hill zone to the Terai region. Migrant households, due to the structure of the Terai economy, are impelled to acquire control of land for subsistence agriculture by squatting, purchasing, or receiving a grant. A household's ability to maximize subsistence opportunities is partly a function of the means by which land is acquired and whether land is acquired at all. Factors which determine the chances of acquiring land reflect the role of institutional rigidities such as the distribution of wealth and the caste structure, state-imposed land reform policies, and such household characteristics as family size and risk aversion. A multinomial logit model is used to empirically assess the importance of these elements in the outcomes of migrant households' resource acquisition decisions."
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