Migration, Space and Transnational Identities: The British in South Africa

This timely text explores the lives, histories and identities of white British-born immigrants in South Africa, twenty years after the post-apartheid Government took office. Drawing on over sixty in depth biographical interviews and ethnographic work in Johannesburg, Pietermaritzburg and Cape Town, Daniel Conway and Pauline Leonard analyse how British immigrants' relate to, participate in and embody South Africa's complex racial and political history. Through their everyday lives, political and social attitudes, relationships with the places and spaces of South Africa, as well as their expectations of the future, the complexities of their transnational, raced and classed identities and senses of belonging are revealed. Migration, Space and Transnational Identities makes an important contribution to sociological, geographical, political and anthropological debates on transnational migration, whiteness, Britishness and lifestyle, tourism and labour migration.

The east of Suez decision

A witness seminar on Britain's decision to withdraw from East of Suez was held by the Institute of Contemporary British History at King's College London on 16 November 1990. It was introduced by a short paper by David Greenwood of the Centre for the Study of Defence Economics, University of Aberdeen. Those participating were Professor Lawrence Freedman (Chairman), David Greenwood, Sir Frank Cooper, C.W. Wright, Sir Patrick Nairne, Richard Hastie‐Smith, J.K. Wright, Sir Ewen Broadbent, Peter Hudson, Sir Robert Andrew, Sir George Leitch, Sir Arthur Drew, Lord Thomson of Monifieth, Lord Zuckerman, Lord Mayhew and Field Marshal Lord Carver. The Institute of Contemporary British History would like to record its thanks to BP for its sponsorship of this event.

Cross-National Differences in Managerial Discretion: Insights from the Middle East

Our study examines the effect of cultural practices on CEO discretion across six Middle Eastern countries. Using a panel of senior management consultants, we extend the national-level framework of managerial discretion and find that an encompassing array of cultural practices play a crucial role in shaping the degree of discretion provided to CEOs’ of public firms headquartered in these countries. We empirically demonstrate that power distance, future and performance orientation along with gender egalitarianism and assertiveness have positive relationships with managerial discretion. However, institutional collectivism, uncertainty avoidance and humane orientation negatively affect the degree of discretion provided to CEOs. As such, our results indicate that executives are able to take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. As such, we contribute to the strategic leadership literature by finding new national-level antecedents of managerial discretion that haven’t been considered in earlier studies and confirm the context dependency of the discretion construct.