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D. Lax, James Sebenius (1987)
The Manager as Negotiator
A. Whiteford, M. McGrath (1994)
Distribution of income in South Africa
T. Hawkins (1994)
The new South Africa : business prospects and corporate strategies
D. Houghton (1965)
The South African economy
J. Calitz (1991)
Southern African population projections, 1995-2005
R. Horwitz (1967)
The political economy of South Africa
After the Mandela government took power in 1994 in South Africa, one of its highest priorities was providing power to the impoverished rural areas, and particularly the infrastructurepoor black townships. In addition to a scarcity of resources, multiple stakeholders with very different agendas were integrally a part of the decisionmaking process. To this extent, what happened with the electricity industry is a metaphor for the multiple issuessocial, economic, and politicalwhich had to be negotiated by the new society. The multiple stakeholders were brought together in a Forum, a nonregulatory advisory body which was designed to specifically include all relevant interested parties in an open transparent problemsolving process. This forum system was extensively used in the 1824 months immediately before and after the 1994 elections to deal with a host of issues. The National Electricity Forum NELF was one of the earliest and most successful of these forums. This case reviews the buildup to the 1994 elections, describes how the forum process worked, and outlines its structure.
International Journal of Conflict Management – Emerald Publishing
Published: Jan 1, 1998
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