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dc.contributor.advisorDonald Sull.en_US
dc.contributor.authorOdunuga, Morisolaen_US
dc.contributor.otherSloan School of Management.en_US
dc.coverage.spatialf------en_US
dc.date.accessioned2015-09-29T18:59:56Z
dc.date.available2015-09-29T18:59:56Z
dc.date.copyright2015en_US
dc.date.issued2015en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/99044
dc.descriptionThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015.en_US
dc.descriptionSub-title as is reads in June 5, 2015 Commencement Exercises program: Lessons from the African Development Bank. Cataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 61-63).en_US
dc.description.abstractSeveral research studies on strategy execution have examined corporate establishments with hierarchical organizational structures. These organizations often have refined goals of effectively generating revenue and maximizing shareholder value. Absent from the literature, however, are effective means to manage multiple stakeholders institutions with complex structures and strong political influences. This paper fills this void by examining how the African Development Bank Group (AfB) developed and executed strategies, as well as factors that helped the bank avoid strategic drift while managing the seven major crises during Donald Kaberuka's tenure (2005-2015). This paper explores: (1) The impact of the bank's complex organizational structure (2) Political influences on crisis management, strategy development and execution (3) Challenges and tradeoffs to select a viable strategy consistent with the Bank's mission. This paper found that the AfDB under Kaberuka's leadership took deliberate steps to develop and execute well-established and interconnected strategies that led to effective crisis management and business continuity, increased operational efficiency, and expanded regional impact in all 54 African member countries.en_US
dc.description.statementofresponsibilityby Morisola Odunuga.en_US
dc.format.extent63 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.titleExecuting strategy in the face of crises : the case of the African Development Banken_US
dc.typeThesisen_US
dc.description.degreeM.B.A.en_US
dc.contributor.departmentSloan School of Management.en_US
dc.identifier.oclc921481744en_US


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