Foreign Direct Investment In Sub Saharan Africa

Foreign investment is even less likely to meet Sub-Saharan Africa's rising foreign exchange and savings gaps in the 1990s than in the dismal 1980s. Investors interested in Sub-Saharan Africa are more likely to commit technology and management than equity capital. Economic activity and overall economic policy may be more effective at raising the total volume of investment than special fiscal and other incentives.

This book presents the results of a groundbreaking study on ‘spillovers’ of knowledge and technology from global value-chain oriented foreign direct investment (FDI) in Sub-Saharan Africa, and discusses implications for policymakers hoping to harness the power of FDI for economic development.

A few Sub-Saharan countries, by improving their business environment, have begun to attract more substantial foreign direct investment than other African countries with bigger domestic markets and greater natural resources. Like Ireland and Singapore, perhaps they can become competitive internationally and attract sustainable foreign direct investment.

A few Sub-Saharan countries, by improving their business environment, have begun to attract more substantial foreign direct investment than other African countries with bigger domestic markets and greater natural resources. Like Ireland and Singapore, perhaps they can become competitive internationally and attract sustainable foreign direct investment.Africa has not succeeded in attracting much foreign direct investment in the past few decades. When countries did attract multinational companies, it was principally because of their (abundant) natural resources and the size of their domestic market. Angola, Cote d'Ivoire, Nigeria, and South Africa have traditionally been the main recipients of foreign direct investment in Sub-Saharan Africa.But Morisset shows that a few Sub-Saharan countries have generated interest among international investors by improving their business environment. In the 1990s, Mali, Mozambique, Namibia, and Senegal attracted substantial foreign direct investment - more so than countries with bigger domestic markets (Cameroon, Republic of Congo, and Kenya) and greater natural resources (Republic of Congo and Zimbabwe).Mali and Mozambique, which improved their business climate spectacularly in the 1990s, did so with a few strategic actions: liberalizing trade, launching an attractive privatization program, modernizing mining and investment codes, adopting international agreements on foreign direct investment, developing a few priority projects that had multiplier effects on other investment projects, and mounting an image-building effort in which political figures such as the nation's president participated.These actions are similar to those associated with the success of other small countries with limited natural resources, such as Ireland and Singapore about 20 years ago.This paper - a product of the Foreign Investment Advisory Service, International Finance Corporation - is part of a larger effort to understand foreign direct investment flows in developing countries. The author may be contacted at [email protected].

In today’s global environment, making strategic business choices is key to successful decision-making. This book is intended to assist any multinational companies or executives to swiftly understand the business environment in the sub-Saharan African region and avoid common mistakes. It will also assist investors who are dreaming to familiarize themselves with the region’s business environment to know what is required to make a success of venturing in sub-Saharan Africa. Thus, this book will also inspire the African entrepreneurs to be gifted players on the global marketplace. This unique text provides an occasion for an excellent strategic approach to its users to explore the economic, ethical, and moral practices and the political, legal, technological, and regulatory issues of the sub-Saharan African countries to better handle the challenges and opportunities managers will face while making their operational decisions. In addition to the topics aforementioned, issues such as economic development, exports/imports, natural resource inventory, the monetary system in different sub-Saharan African countries, and trade and foreign direct investment themes will also be addressed. Understanding the African approach to business and being mindful of the business culture will lead to great success while conducting business on the African continent.