Purpose: The paper aims to investigate whether differences exist in the conflict management styles exhibited by male and female managers at different organizational levels in Uganda.Design/methodology/approach: Using samples from organizations within Uganda, the paper utilizes the Rahim Organization Conflict Inventory to collect data.Findings: Independent samplet‐tests of the hypotheses reveal that basically no statistically significant differences exist in the way men and women in Uganda handle conflict when dealing with subordinates, peers, or supervisors.Research limitations/implications: Research is restricted to a convenience sample of educated working men and women in the greater Kampala urban area. The findings serve to dispel the widely held myth that women in Uganda use significantly different management styles than men because of the patrilineal nature of the male dominated society.Practical implications: The paper shows that Ugandan women exhibit little difference from their male counterparts in how they deal with conflict. They also have much in common with their female counterparts in the developed world in confronting gender based discrimination in the workplace.Social implications: The findings of this paper neutralize some of the negative connotations about women in Uganda and may help lead to a protracted campaign to change the attitudes toward women in this patriarchal society.Originality/value: Little is known in Africa about the conflict management styles of women because they are only now becoming a significant element in the economies of developing countries. This paper fills some of gaps.

In light of the importance of emerging markets in the world economy, this study seeks to illustrate how emerging market characteristics, country institutional profiles, and some elements of the task environment in these countries combine to influence sustainability marketing using examples from Uganda as a case in point. Based on a review of the literature on sustainability marketing in emerging markets and a range of theoretical approaches, the study demonstrates that regulatory, cognitive, and normative country profiles plvay a big role in breeding and promoting unsustainable marketing practices. The task environment consisting of infrastructure, education levels, product knowledge, and competition among others also plays a big role in this regard. Recommendations as to what should be done to promote sustainability marketing and suggestions for future research are provided.

This study investigates factors that constrain the development of rural startups in the Ugandan rural entrepreneurial ecosystem in light of the importance of entrepreneurship in reducing poverty worldwide. Based on a review of the literature on entrepreneurial ecosystems, necessity, and opportunity entrepreneurship plus a range of theoretical approaches, the study demonstrates that the characteristics of the rural population, the social cultural context, and the lack of physical infrastructure greatly constrain the start and growth of rural startups. Recommendations as to what should be done to promote rural startups are proposed.

Everrett Hagen (1957, 1963) criticizes economic theory for neglecting the role of cultural values in explaining technological progress, economic development and eventually social change. His theory argues that cultural values, social structure and psychological motivations constrain the transition of a traditional society toward (continuing economic development) technological progress. The current study, premised on Hagen's model of social change examines the role the above factors play in the development of entrepreneurship in a collective emerging market context, Uganda. While some individuals manage to overcome such barriers and set up profitable enterprises in this country, some of these participate in unsustainable business practices putting entrepreneurship in this country on the defensive as the well-being of present and future generations is threatened by their activities. Some recommendations to mitigate some of the constraints toward technological change and unsustainable entrepreneurship are provided.

The unending war between qualitative and quantitative researchers is an indicator that mono method scholars are more willing to tenaciously hold on to their positions rather than appreciate merits of a combined strategy. Research shows that business students find a mixed research design as a difficult topic. In light of these problems, this study seeks to highlight the differences between the two paradigms, and use these as a springboard to demonstrate how weaknesses and strengths of each paradigm can be combined to derive synergy. The negative consequences of the divide are examined, and specific recommendations are made in the attempt to reduce the impact of the divide.