ABSTRACT
In this chapter, we discuss our experience of conducting management research in sub-Sahara Africa while navigating dilemmas that are linked to the legacy of colonisation, and to the wider asymmetries that characterise South/North relations. We share some of our reflections on our identities, power and knowledge production and our understanding of how these impact on management knowledge production in Africa. We suggest two strategies that might help decolonising management knowledge and research. Firstly, a move towards open-ended approaches to minimise imposing rigid ideas on the process; and secondly, a commitment towards liberating the participants’ role in the research process, thus switching from seeing them as mere sources of data to partners in knowledge production and consumption.
