FEATURE
PAPER
The
Dynamics of Conflict Management in West Africa: The Case
of Violent Conflicts among the Tiv People of the Middle
Belt of Nigeria
The
following paper was presented at the 2007 Allied Academies
International Conference - Jacksonville. It was written
by Justice A. P. B. Utsaha of Benue State Customary Court
of Appeal, Nigeria
Steve D. Ugbah of California State University, and
Stevina U. Evuleocha of California State University.
Abstract
In
the last few decades Nigeria has experienced violent conflicts
and antagonism rooted in
religion, ethnicity, and economics. Violent conflicts among
the Tiv people of the Middle Belt region
of Nigeria are not an exception. This paper (1) examines the
environmental context and dynamics
of intra-Tiv conflicts; (2) examines the causes of conflict
more broadly and in Tivland specifically;
(3) offers preventive diplomacy (PD) grounded in Tiv tradition
and culture, as a strategy for conflict
management among the Tiv; and (4) discusses policy implications
for resolving conflicts and
sustaining peace in Tivland.
Introduction
The
African continent has been, and continues to be, embroiled
in one conflict after another.
Over the last 40 years nearly 20 African countries, or about
40% of Sub-Saharan Africa (SSA), have
experienced at least one period of civil war (Elbadawi & Sambanis,
2000). Elbadawi & Sambanis
estimate that 20 percent of SSA's population now live in countries
which are formally at war, and
low-intensity conflict has become endemic to many other African
states. This state of affairs has
created stereotypes of Africa as a doomed continent with inescapable
ethnic cleavages and violent
tribal conflicts. As the most populated African nation with
over 140 million people, Nigeria has not
been spared its share of violent conflicts, particularly ethnic
conflicts. Some of these ethnic/communal conflicts have been
characterized as crises of identity (Isa, 2001) or competition
for control of the political space (Egwu, 1998). These pose
a fundamental threat and challenge to
the state, and erode current attempts at institutionalizing
virile and durable democracies in Africa,
and particularly in Nigeria.
Since
conflict prevention has not taken sufficient root in Nigeria,
ethnic conflicts have now
become pervasive. As Isa aptly notes “Ethnic conflicts
in Nigeria have attained a situation of
pervasive phenomenon; it has turned Nigeria's urban and rural
communities into battlefields and
killing grounds” (p. 1). The sheer number of recent inter-ethnic/communal
clashes compels us to
refocus our efforts at attempting to understand the causes
of violent inter-ethnic/communal conflicts,
and ways of preventing them. The Ife-Modakeke communal conflicts
of Oyo/Osun States, 1999;
Hausa/Fulani and Kataf of Zangon Kataf in Kaduna State, 1999;
Ijaw and Istekiris of Warri in Delta
State, 1999; Hausa/Fulani and Yoruba ethnic conflicts in
Oyo and Lagos States respectively,
1999/2000; Jukun/Chamba and Kuteb, Jukun and Tiv in Taraba
State, 1998/1999; Igbakwu-Omor,
Aguleri and Umuleri communal conflicts of Anambra State,
1999 (Isa, 2001) are manifestations of
these conflicts. In Tivland, some of the most prominent conflicts
include the following: The 1947
chieftaincy riots in Makurdi, Ushongo-Iharev, Isherev-Utyondu,
Tiv-Jukun, Tiv-Udam, Inyambuan,Shoja Patali, Atemtyo, and the
militia. Currently there are low-grade conflicts within Tivland
that
have not received any media attention.
Two
key questions with profound policy implications could be
asked: (1) What explains the
high incidence of intra-Tiv conflicts? (2) What strategies
can be used to reduce the incidence of
intra-Tiv conflicts and sustain peace in Tivland?
Read
the Entire Paper...
.
TIP
OF THE WEEK
Ownership
and Succession of Family Business
One of the most important - and potentially controversial
- elements of a family-owned business is the number of owners
in the enterprise.
Having multiple family owners can affect overall business performance
and add to the complexity of the professional and personal dynamics within
the firm. These dynamics can, in turn, have broad implications on company
direction, retirement decisions, succession planning, and ultimately, the
future viability of the business itself.
Nearly three quarters of all respondents in our 2007 survey indicate that
their company has five or fewer owners. Another 17 percent reported having
between five and nine owners. Thus for 91 percent of the family-owned businesses
in this country, the ownership structure is fairly simple - with fewer
than 10 individuals involved. Likewise, over 90 percent of the ownership
in these firms is controlled by family members.
The relatively simple structure of the firms contribute to the lack of
formal succession planning for the next generation, which could lead to
potential crisis in the future. Despite the fact that nearly 60 percent
of the majority shareholders of family-owned firms are 55 or older, only
29 percent of the firms have a written succession plan. Further, only 46
percent say that their firm has plans outlining potential management roles
for their heirs, and even fewer - 41 percent - have identified a successor.
When a successor has been named, nearly 90 percent of respondents indicate
that the new leader will be a family member.
At the same time, over 67 percent of respondents believe that their current
CEO will not leave their company any time soon - that is, the CEO will
retire at least five years into the future. Given the age of majority shareholders
in our survey, this expectation may be unrealistic. Sooner or later, most
people want to retire. For family-owned business, having a written succession
plan in place can mean the difference between a multigenerational company
and one that is forced to either liquidate or sell upon retirement of the
majority shareholder. Perhaps this is why more than 50 percent of family-owned
businesses fail to last beyond one generation.
Succession can be further complicated if the older generation has ceased
active involvement without yielding positions of authority, or if they
have not decided how to remain involved after leaving active management.
Fortunately, most family businesses report that older family members are
responsive to the needs of the firm and have made plans for how they want
to be involved after giving up active management roles. Further, more than
80 percent of respondents say the generation wants the business to stay
in the family; 76 percent claim that that the next generation is committed
to retaining ownership in the firm; and 75 percent feel the next generation
has the business competence and acumen required to run their company.
When is the appropriate time to begin talking to the next generation about
the business and their potential future involvement in the firm? Responses
vary considerably. The most frequent age cited for these types of discussions
is 18 to 25, when young adults are attending or nearing completion of college
and considering potential career paths. After that, the age ranges for
such discussions to occur are fairly evenly dispersed among 12 years of
age and under, 13 to 17, and 26 or older.
The importance of a business in a family's livelihood is undisputed, with
over 92 percent of respondents indicating that their family-owned firm
provides the primary source of income and security. Likewise, there is
a strong consensus among respondents about compensation issues. Over 60
percent of survey respondents say that information about family member
compensation is shared among other family members and 81 percent of respondents
indicate that family members are paid at fair market value.
Laird
Norton Tyee Family Business Survey 2007 - Family to
Family 2007. pg.12-13.
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CONFERENCES
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Marketing Management
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MMA Fall Educators Conference
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St. Louis, Missouri, USA |
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September 26-28, 2007 |
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BOP
2007
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The William Davidson Institute and
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2007
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Ann Arbor, Michigan, USA |
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September 9-11, 2007 |
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FU
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Fordham
University
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The
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Fordham University, New York, New
York, USA |
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September 28-29, 2007 |
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ISBE
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Institute
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30th Annual ISBE Conference
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November 7-9, 2007 |
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E-nnovations
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E-nnovations 2007: Mid-Atlantic
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Anne Arundel Community College -
Arnold, Maryland, USA |
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October 13, 2007 |
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BRC
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The
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N/A
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Cambridge |
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Submission
Deadline:
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IBEC
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International
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Seventh
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San Francisco, California, USA |
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January 9 - 12, 2008 |
Submission
Deadline:
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SWAM
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Southwest Academy
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2008 Annual Meeting and 50th Reunion
Southwest Acadmeny of Management
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Hyatt Regency - Houston, TX |
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March 4-8, 2008 |
Submission
Deadline:
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SBI
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| Who: |
Small
Business Institute
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| What: |
2008 SBI Conference
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| Where: |
Handlery
Hotel – San Diego, CA |
| When: |
Feb.
14-16, 2008 |
Submission
Deadline:
October 1, 2007
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