Abstract
This paper investigates the role of diaspora investment in fostering economic development in post-conflict Somalia, focusing on Mogadishu as a case study. Employing a mixed-method approach, the study integrates both qualitative and quantitative data from structured interviews, surveys, and institutional reports. The research introduces a conceptual framework linking diaspora investment (independent variable) with economic development (dependent variable), mediated by human capital and institutional quality and moderated by access to finance. Findings demonstrate that diaspora investment contributes significantly to job creation, entrepreneurship, innovation, and infrastructure improvement in Mogadishu. Diaspora investors have been instrumental in revitalizing key sectors such as real estate, construction, telecommunications, education, healthcare, banking, and hospitality. They also serve as channels of knowledge transfer, modern management practices, and technological diffusion. However, challenges such as political instability, weak governance systems, weak legal and regulatory frameworks, and inadequate access to formal financing mechanisms hinder the full realization of diaspora investment potential. The study concludes that diaspora investors serve as key catalysts for post-conflict economic transformation, bridging global resources with local needs and opportunities. It recommends the establishment of robust institutional frameworks that facilitate diaspora engagement, the formulation of a national diaspora investment policy, improvements in governance and the rule of law, and the development of financial instruments tailored to the diaspora. These steps are necessary to sustain and scale the diasporaβs contribution to Somaliaβs long-term development.Keywords
- Diaspora Investment
- Economic Development
- Human Capital
- Institutional Quality
- Access to Finance
References
- Bohlander, G., & Snell, S. (2004). Managing human resources. South-Western/Thomson Learning.
- Fayol, H. (1916). General and industrial management. Pitman.
- House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321β339.
- Mayo, E. (1933). The human problems of an industrial civilization. Macmillan.
- McGregor, D. (1960). The human side of enterprise. McGraw-Hill.
- Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Sage Publications.
- Abdulai, I., & Shafiwu, A. (2014). Participatory decision-making and employee productivity in Ghanaian institutions. International Journal of Business and Management, 9(10), 35β45.
- Agarwal, S., & Hauswald, R. (2009). Delegation and autonomy in organizational settings. Journal of Corporate Finance, 15(4), 600β616.
- Al-Khasawneh, J., & Futa, S. (2013). The impact of leadership styles on job satisfaction among Jordanian university lecturers. International Journal of Business and Management, 8(13), 45β53.
- Al-Matouh, A. F. (2003). The role of delegation of authority in administrative efficiency. Journal of Management Studies, 12(4), 27β35.
- Baird, K., & Wang, H. (2010). Employee empowerment: Extending the conceptual framework. International Journal of Management Reviews, 12(3), 235β252.
- Bartram, T., & Casimir, G. (2007). The relationship between empowerment and performance: A mediating role of motivation. Journal of Managerial Psychology, 22(4), 523β539.
- Bogomba, O., Simiyu, A., & Kiptoon, B. (2014). Participation in decision-making and employee commitment in Kenyan organizations. International Journal of Human Resource Studies, 4(1), 28β45.
- Brenda, A. (2001). Participative decision-making and job performance: Evidence from corporate organizations. Human Resource Development Quarterly, 12(3), 345β356.
- Cliffs, M. (2010). Delegation for effective management performance. Journal of Management and Strategy, 1(2), 87β95.
- Harris, A., & Chapman, C. (2002). Democratic leadership in education. Educational Management & Administration, 30(1), 5β19.
- Hummayoun, R., & Saif, M. (2010). Impact of empowerment on professional performance in the public sector. Asian Journal of Management, 4(2), 98β105.
- Jha, S. (2004). Delegation of authority and superiorβsubordinate relationships. International Journal of Management Science, 9(1), 45β57.
- Karakoc, U., & Yilmaz, A. (2009). Empowerment and its effect on creativity in academic institutions. Journal of Educational Management, 17(4), 99β112.
- Kim, S. (2002). Participative management and job satisfaction: Lessons from the public sector. Public Administration Review, 62(2), 231β242.
- Ladd, D., & Marshall, V. (2004). Participation in decision-making: A predictor of job satisfaction. Human Relations, 57(3), 248β269.
- Laschinger, H., Finegan, J., & Shamian, J. (2002). The influence of empowerment on organizational effectiveness. Journal of Nursing Management, 10(1), 3β15.
- Muindi, F. (2011). The relationship between delegation and job satisfaction among employees. Journal of Business Studies Quarterly, 2(4), 1β12.
- Ongori, H. (2009). Employee empowerment strategy: A critical examination. African Journal of Business Management, 3(1), 22β27.
- Prebensen, N., Woo, E., & Chen, J. (2012). Employee involvement and organizational creativity. Service Industries Journal, 32(13), 2095β2112.
- Sim, S., Fineman, S., & Gabriel, Y. (2004). The strengths of informational delegation across cultures. Journal of Cross-Cultural Psychology, 35(3), 392β415.
- Wadi, A. (2009). The effect of delegation on employee performance. Middle Eastern Journal of Management, 2(2), 55β63.
- Yahaya, R., Osman, A., & Gani, A. (2014). Democratic leadership and productivity in higher institutions. Journal of Applied Management Research, 9(2), 76β88.