Research Article
Retrospective Analysis of the Effects of Decentralization on Local Development in Cameroon
Joseph Nzomo Tcheunta*,
Orfe Chouafi Nguekam,
Donald Njintcha Ngahane,
Clovis Miamo Wendji
Issue:
Volume 15, Issue 2, December 2026
Pages:
65-79
Received:
24 July 2025
Accepted:
30 May 2026
Published:
6 August 2026
DOI:
10.11648/j.jwer.20261502.11
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Abstract: Bringing the administration closer to citizens and collectively involving these citizens in the management of public affairs at the local level can only be synonymous with improving the quality of public spending. The objective of this article is to assess the effects of the decentralization process on local development in Cameroon in 2010 and then in 2018. Based on documentary analysis and survey data, it appears that in 2010, we witnessed the first wave of effective transfers of powers from the State to municipalities and urban communities as enshrined in the decentralization laws of July 2004. This is why conducting this survey on decentralization was a necessary step in the national training seminar for decentralization stakeholders, which was held in July 2010, on the management of first-generation powers transferred to municipalities. Today, we have material that will allow us to move forward, and this on incontestable objective bases given the response rate obtained, higher than 95%, regardless of the regions. In 2018, we are witnessing a progressive integration of citizens in the management of affairs at the municipal level regardless of the regions, which is synonymous with an improvement in the quality of public spending given the efforts of the Cameroonian public authorities.
Abstract: Bringing the administration closer to citizens and collectively involving these citizens in the management of public affairs at the local level can only be synonymous with improving the quality of public spending. The objective of this article is to assess the effects of the decentralization process on local development in Cameroon in 2010 and then...
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Research Article
From Compliance to Competitive Performance: Business Assurance as a Strategic Driver of Profitability and Sustainable Growth in Developing Economies
Anar Malikov Karim*
Issue:
Volume 15, Issue 2, December 2026
Pages:
80-88
Received:
13 June 2026
Accepted:
1 July 2026
Published:
10 August 2026
DOI:
10.11648/j.jwer.20261502.12
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Abstract: Despite the widespread adoption of Quality Management (QM) frameworks, many organizations in developing economies continue to implement them primarily as compliance mechanisms rather than strategic drivers of competitive performance, profitability, and sustainable growth. This study examines the underlying reasons for this persistent gap and argues that the problem lies not in the existing frameworks themselves, but in the way quality is perceived, positioned, and governed within organizations. Using a qualitative multi-method approach, the research combines an extensive literature review, Root Cause Analysis (RCA), semi-structured interviews with senior managers, comparative case analysis, and a pilot survey involving organizations from Azerbaijan, Georgia, Kazakhstan, and Turkey. The findings reveal three interrelated root causes: the widespread perception of quality as a standalone support function rather than an inherent characteristic of every business process, the rigid implementation of quality frameworks without considering organizational context, and limited executive-level understanding of quality as a strategic business capability. These factors weaken process ownership, reduce integration with financial and strategic decision-making, and limit the contribution of quality systems to operational effectiveness and business performance. To address these challenges, the study introduces the concept of Business Assurance (BA) and proposes the Business Assurance Model of Excellence (BAME), which redefines quality as the measurable degree to which each process achieves its intended business objectives and embeds assurance within the responsibility of process owners rather than centralized quality functions. By integrating quality into governance, financial management, operational performance, and leadership accountability, BAME provides a scalable framework that enables organizations to move beyond certification-focused systems towards measurable business value, improved profitability, greater organizational resilience, and sustainable competitive advantage. The study contributes to Quality Management theory by repositioning quality as a strategic business capability and offers a practical framework for organizations seeking to transform compliance-oriented management systems into drivers of long-term economic performance and sustainable growth.
Abstract: Despite the widespread adoption of Quality Management (QM) frameworks, many organizations in developing economies continue to implement them primarily as compliance mechanisms rather than strategic drivers of competitive performance, profitability, and sustainable growth. This study examines the underlying reasons for this persistent gap and argues...
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