The document summarizes a research paper that analyzes barriers to the growth of small and medium-sized enterprises in Kenya. It discusses the concept of a "missing middle" in small business development and explores how some indigenous Kenyan companies have successfully grown into the medium size range despite challenges. The research involved case studies of four medium companies. It finds that business owners manage the hostile political environment through strategies like choosing markets carefully, maintaining low visibility, and developing a family culture. This suggests the issue is better described as an "invisible middle" rather than a missing one.
Factors affecting funding of youth group enterprises in kenya a case study of...Alexander Decker
Â
This document summarizes a study that examined factors affecting funding of youth group enterprises in Kenya through the Youth Enterprise Development Fund (YEDF). The study aimed to determine how the nature of businesses, management skills, business plan development, and collateral requirements impact funding. It found that while youths were receiving funds for their businesses, the amounts were not sufficient to achieve comprehensive growth. Additionally, issues with business planning, repayment structures, and lack of repayment options caused problems. The study concluded there is a need for more government support of youth products and improved youth education on accessing the fund.
Role of entrepreneurship in EconomicDevelopmentAmit Gupta
Â
This document compares the role of entrepreneurship in the economic growth of India and China. It finds that both countries have experienced rapid economic development since liberalizing their economies in 1978 (China) and 1991 (India). This growth has been closely linked to rising entrepreneurial activity, as evidenced by the Global Entrepreneurship Monitor. While political and historical factors have shaped entrepreneurship differently in each country, the ability of institutions to adapt to a changing global business environment will be important for continued growth. China has transitioned from a centralized to market economy since joining the WTO, while India's democracy has a long history of entrepreneurship in certain communities that is now spreading more broadly.
Role of-financial-inclusion-in-restraining-entrepreneurial-breakdown-in-india1Ijcem Journal
Â
This document discusses the role of financial inclusion in limiting entrepreneurial failure in India. It states that small and marginalized enterprises in the informal sector often do not have access to formal financial institutions due to a lack of proper documentation and property rights. As a result, millions of potential entrepreneurs are trapped in a cycle of exclusion and unable to benefit from opportunities. The document argues that increasing access to financial services like credit and insurance for these enterprises can empower entrepreneurs and help create an environment that fosters new business growth. It aims to explore how linkages between the formal and informal economies through financial inclusion tools can help plug leaks in the informal system and help entrepreneurs sustain their initiatives despite liquidity constraints.
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
Â
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; thatâs female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
This document summarizes the methodology of a Global Entrepreneurship Week policy survey conducted in 2013. The survey collected 2,279 responses from entrepreneurs in 109 countries on their experiences with regulation, access to resources, and the entrepreneurial environment. It was disseminated through GEW host organizations and made available online in 17 languages. While responses were received from a wide range of countries, the sample was concentrated in a handful of larger countries. Smaller countries tended to have a higher proportional response rate relative to their total population size. The results will help inform policymakers about differences in entrepreneurial conditions between countries.
Full thesis patrick onuorah - the role of small and medium sized enterprise...Jarchin Raj
Â
This document summarizes a study on the role of small and medium enterprises (SMEs) in economic growth in Nigeria. The study surveyed 200 SMEs in Matori, Lagos state to understand their profitability, impact on employment and infrastructure, and relationship with financial institutions and technology. The results found that while SMEs are profitable, issues like inconsistent policies and poor infrastructure undermine their potential. SMEs employ many people but need more support to hire more. Financial institutions are attracted to areas with SMEs but loans have high interest rates. The study confirms SMEs' role in economic growth and recommends the government provide more support through infrastructure, financing, policies and technology to help SMEs maximize their
This paper examines whether the long-run relationship between budget and external deficits follows the
tenets of the twin-deficit hypothesis, the Ricardian equivalence hypothesis, the current account targeting
hypothesis, or the feedback linkages. It also evaluates the effects of budget and trade deficits on economic growth.
On a global perspective, these have been in the recent period debated in developed and developing nations. In
contributing to this ongoing debate, the study applied unit root tests, cointegration analysis, a dynamic vector
error correction model and a multivariate Toda-Yamamoto long -run Granger-causality representation using
annual time series data for Kenya from 1980 to 2016. There is evidence of unidirectional causality running from
budget deficit to external deficit in support of the twin-deficit hypothesis. In the long run, budget deficit had
significant positive effects while trade deficit had significant negative effects, on real GDP growth. Overall, the
findings suggest that the authorities should promote policies that upscale fiscal discipline, curb budget deficits for
external stability and long-term economic growth, in Kenya. The evidence underscores the need for more country
specific studies in sub-Saharan Africa.
Factors affecting funding of youth group enterprises in kenya a case study of...Alexander Decker
Â
This document summarizes a study that examined factors affecting funding of youth group enterprises in Kenya through the Youth Enterprise Development Fund (YEDF). The study aimed to determine how the nature of businesses, management skills, business plan development, and collateral requirements impact funding. It found that while youths were receiving funds for their businesses, the amounts were not sufficient to achieve comprehensive growth. Additionally, issues with business planning, repayment structures, and lack of repayment options caused problems. The study concluded there is a need for more government support of youth products and improved youth education on accessing the fund.
Role of entrepreneurship in EconomicDevelopmentAmit Gupta
Â
This document compares the role of entrepreneurship in the economic growth of India and China. It finds that both countries have experienced rapid economic development since liberalizing their economies in 1978 (China) and 1991 (India). This growth has been closely linked to rising entrepreneurial activity, as evidenced by the Global Entrepreneurship Monitor. While political and historical factors have shaped entrepreneurship differently in each country, the ability of institutions to adapt to a changing global business environment will be important for continued growth. China has transitioned from a centralized to market economy since joining the WTO, while India's democracy has a long history of entrepreneurship in certain communities that is now spreading more broadly.
Role of-financial-inclusion-in-restraining-entrepreneurial-breakdown-in-india1Ijcem Journal
Â
This document discusses the role of financial inclusion in limiting entrepreneurial failure in India. It states that small and marginalized enterprises in the informal sector often do not have access to formal financial institutions due to a lack of proper documentation and property rights. As a result, millions of potential entrepreneurs are trapped in a cycle of exclusion and unable to benefit from opportunities. The document argues that increasing access to financial services like credit and insurance for these enterprises can empower entrepreneurs and help create an environment that fosters new business growth. It aims to explore how linkages between the formal and informal economies through financial inclusion tools can help plug leaks in the informal system and help entrepreneurs sustain their initiatives despite liquidity constraints.
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
Â
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; thatâs female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
This document summarizes the methodology of a Global Entrepreneurship Week policy survey conducted in 2013. The survey collected 2,279 responses from entrepreneurs in 109 countries on their experiences with regulation, access to resources, and the entrepreneurial environment. It was disseminated through GEW host organizations and made available online in 17 languages. While responses were received from a wide range of countries, the sample was concentrated in a handful of larger countries. Smaller countries tended to have a higher proportional response rate relative to their total population size. The results will help inform policymakers about differences in entrepreneurial conditions between countries.
Full thesis patrick onuorah - the role of small and medium sized enterprise...Jarchin Raj
Â
This document summarizes a study on the role of small and medium enterprises (SMEs) in economic growth in Nigeria. The study surveyed 200 SMEs in Matori, Lagos state to understand their profitability, impact on employment and infrastructure, and relationship with financial institutions and technology. The results found that while SMEs are profitable, issues like inconsistent policies and poor infrastructure undermine their potential. SMEs employ many people but need more support to hire more. Financial institutions are attracted to areas with SMEs but loans have high interest rates. The study confirms SMEs' role in economic growth and recommends the government provide more support through infrastructure, financing, policies and technology to help SMEs maximize their
This paper examines whether the long-run relationship between budget and external deficits follows the
tenets of the twin-deficit hypothesis, the Ricardian equivalence hypothesis, the current account targeting
hypothesis, or the feedback linkages. It also evaluates the effects of budget and trade deficits on economic growth.
On a global perspective, these have been in the recent period debated in developed and developing nations. In
contributing to this ongoing debate, the study applied unit root tests, cointegration analysis, a dynamic vector
error correction model and a multivariate Toda-Yamamoto long -run Granger-causality representation using
annual time series data for Kenya from 1980 to 2016. There is evidence of unidirectional causality running from
budget deficit to external deficit in support of the twin-deficit hypothesis. In the long run, budget deficit had
significant positive effects while trade deficit had significant negative effects, on real GDP growth. Overall, the
findings suggest that the authorities should promote policies that upscale fiscal discipline, curb budget deficits for
external stability and long-term economic growth, in Kenya. The evidence underscores the need for more country
specific studies in sub-Saharan Africa.
The document provides an overview of Washington state's economic development priorities and strategies. It discusses four pillars for economic growth: talent and workforce, investment and entrepreneurship, infrastructure and regulations, and international business. For each pillar, it outlines specific policy recommendations and programs. It also highlights Washington's strengths as an innovation hub and its global health ecosystem. The document aims to accelerate job creation by making progress on developing intellectual capital, attracting investment, improving infrastructure, and growing international trade.
The document discusses strategies for promoting economic inclusion through entrepreneurship and market-based approaches. It defines economic inclusion as providing equal opportunities for all members of society to participate in the economy as entrepreneurs, employees, consumers and citizens. The key strategies discussed are:
1) Promoting youth entrepreneurship through reforms to education to teach entrepreneurial skills and linking training programs to actual market opportunities.
2) Supporting women's entrepreneurship, which empowers women economically and creates new sources of growth.
3) Engaging underrepresented groups like women and youth in the design of inclusion policies and programs, and ensuring they have advocacy skills and access to networks and resources.
Explore the four pillars of future economic development - one prosperous, skilled, innovative, and livable - that communities are using to build globally competitive communities. Explore how private sector development, workforce and education, entrepreneurs and small business, and community development support broad-based economic growth and quality of life.
Gain more information on the topic during IEDC's Economic Future Forum in Tulsa, OK June 12-14. To register visit: iedconline.org/futureforum
Effect of market penetration management strategies on performance of Small En...AkashSharma618775
Â
Small businesses in Kenya face a myriad of challenges. Most of the establishments have gone under the
waters due to various reasons including market turbulences. The businesses leave the market as soon as they make
entry. If they stay, they stagnate at the same level they started. The objective of the study was to find out the effect
of market penetration strategies on the performance of small enterprises in Kenya. The study used descriptive
survey design. The study was conducted in Migori County, Kenya. The target population was 4997 which were
businesses registered by the department of Trade of Migori County in 2019. A sample of 481 individuals were
interviewed. This number was derived using Yamane sampling model. Data was collected from business owners
with the help of a structured questionnaire. The researcher used Cronbachâs alpha coeffect to test the reliability of
the study instrument. Data was sorted, sorted and entered using a statistical software program for social sciences
(SPSS). A simple linear regression was used to test the relationship between market penetration management
strategies and performance of small enterprises in Kenya. Pearson Product Moment correlation was employed in
testing the strength of the relationship between market penetration management strategies and growth of small
enterprises in Kenya.
This document summarizes a paper on the role of entrepreneurship in economic development, with a focus on necessity entrepreneurship versus opportunity entrepreneurship. It discusses how necessity entrepreneurship, which arises due to lack of options, likely has little or no positive effect on economic growth, while opportunity entrepreneurship, which exploits new business opportunities, likely has a positive effect. It also summarizes findings from the Global Entrepreneurship Monitor project that show developing countries tend to have higher levels of necessity entrepreneurship and lower levels of opportunity entrepreneurship compared to developed countries.
The 2015 Koda Capital Non-Profit Sector ReviewDavid Knowles
Â
The document provides an overview and analysis of the Australian non-profit sector. It summarizes that the sector is large, diverse, and growing, contributing an estimated $57.7 billion to GDP in 2012-13. While the sector has grown significantly, this growth has not been matched by equivalent increases in income or employment. It also notes that the top contributing subsectors are education/research and social services. In conclusion, it emphasizes that the sector faces ongoing challenges including increased reliance on government funding and pressures to demonstrate impact.
IEDC has extensive experience providing various types of assistance to support economic recovery following disasters, including:
1) Conducting organizational management and capacity building for economic development organizations impacted by disasters.
2) Providing small business assistance through research, workshops and programs to help small businesses recover.
3) Performing economic recovery assessments immediately following disasters to identify needs and recommend recovery strategies.
The relationship between formal and informal employment in south africaDr Lendy Spires
Â
This thesis examines the relationship between formal and informal employment in South Africa. It analyzes three main theories that have dominated debates on the nature of informal employment: the dualistic labor market theory, the alternative theory, and the structural articulation theory. The dualistic theory views informal employment as a substitute for formal jobs, while the alternative theory sees it as complementary. The structural articulation theory posits that heterogeneous groups exist within the informal sector. Through empirical analysis, the author finds support for the structural articulation theory and evidence that race and income level can identify dynamic and static subgroups within South Africa's informal sector. This implies a need for targeted policy interventions.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Â
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
 La règle de trois 
Lâentrepreneuriat, moteur de la croissance et de lâemploi
Lâentrepreneuriat est clairement identifiĂŠ dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème ĂŠdition du Baromètre EY 2013 de lâentrepreneuriat* :
67% des emplois crĂŠĂŠs en 2012 dans les pays de lâUE lâont ĂŠtĂŠ par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recrutĂŠ lâan passĂŠ grâce Ă la croissance quâils ont pu gĂŠnĂŠrer par lâinnovation.
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
Â
The document is an executive summary of the EY G20 Entrepreneurship Barometer 2013, which analyzes and compares entrepreneurial ecosystems across G20 countries. Some key findings:
- The United States ranks first overall, followed by the United Kingdom and China. Australia, Canada, South Korea, and Germany also rank highly. Argentina and India rank in the bottom quartile.
- The United States leads in access to funding and entrepreneurship culture. Saudi Arabia tops tax and regulation while France leads in education and training. Russia provides the most coordinated support.
- Every G20 country excels in some areas but all need to improve support for entrepreneurs. Adopting other countries' successful policies and
Economic Institution Issues in PakistanAYESHA JAVED
Â
The document discusses key concepts related to economics including the definition of an economy as the production, distribution, and consumption of goods and services. It also defines different economic systems like capitalism, which is based on private ownership and free market competition, and socialism, where resources and means of production are owned by society and controlled by the government. The document then discusses Pakistan's economic institutions like agriculture, industry, and issues it faces including fiscal and monetary policy challenges, power crisis, law and order issues, low exports and high imports, and lack of tourism. It emphasizes that GDP is an important indicator of an economy and that Pakistan has potential for growth if the government and people work to improve areas like governance, education, technology, and natural resources
The document discusses the past, present, and future of community economic development efforts. It notes that over the past 40 years, non-profit development organizations have emerged to empower marginalized groups and build local voice. Intermediaries now provide support through capacity building, aggregating capital, and developing strategies. However, there are still strong silos between areas like workforce development and economic development. It argues that community economic development needs to be reconceptualized by putting people first, innovating through learning, and recognizing varying local capacities. Moving forward will require defining innovation locally and building robust theories of change.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
Â
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
The Role of Governments as Relationship Mediation Between Social Capital and ...inventionjournals
Â
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses localization of resources in South Africa to address unemployment. It defines localization as allocating resources within a particular place to develop local economies and create jobs. Localizing communication industries by creating local television and radio stations, and localizing finance by establishing local development banks in every municipality can transform local businesses and strengthen local economies. Localizing resources non-racially, as democracy intends, will enable more equitable socioeconomic development compared to past policies of exclusive localization under apartheid.
This document discusses issues related to small and medium enterprises (SMEs) in Pakistan. It defines SMEs and identifies some key issues they face including labor issues, access to finance, market information, and inconsistencies in size definitions. It also outlines some short term issues such as business environment, delivery of assistance, and monitoring as well as long term issues including literacy, law and order, intellectual property rights, and infrastructure challenges. The document provides details on current government efforts and challenges to improving the SME sector in Pakistan.
Chinese social entrepreneurship is driven by several factors:
- Economic and social issues like income inequality, urban-rural divide, and 128 million people in poverty provide opportunities for social enterprises to create impact.
- Funding challenges for NGOs have led some to pursue commercial strategies like social enterprises to achieve self-sustainability.
- A more socially-conscious Chinese society, influenced by events like the 2008 Sichuan earthquake and the rise of social media, is driving social awareness and expression.
- Social entrepreneurs address social needs that the government cannot fully meet as China undergoes economic and social transformations.
IVB7 Webstreamer is the eminent streaming software and this allows the users to stream at lower bandwidths so that audience with bad internet connection can view the video content without compromising with the stream quality. For details visit http://ivb7.com.
Chris Pronger grew up playing hockey in his hometown of Dryden, Ontario and joined the Stratford Cullitons junior team at age 15. He went on to play in the OHL for two years with the Peterborough Petes. Although Pronger was arrested for drunk driving, he overcame this setback to have a successful NHL career, playing for the Hartford Whalers, St. Louis Blues, Philadelphia Flyers, and Anaheim Mighty Ducks. The document presents Chris Pronger as a hockey hero who achieved success in the NHL despite a legal issue early in his career.
The document provides an overview of Washington state's economic development priorities and strategies. It discusses four pillars for economic growth: talent and workforce, investment and entrepreneurship, infrastructure and regulations, and international business. For each pillar, it outlines specific policy recommendations and programs. It also highlights Washington's strengths as an innovation hub and its global health ecosystem. The document aims to accelerate job creation by making progress on developing intellectual capital, attracting investment, improving infrastructure, and growing international trade.
The document discusses strategies for promoting economic inclusion through entrepreneurship and market-based approaches. It defines economic inclusion as providing equal opportunities for all members of society to participate in the economy as entrepreneurs, employees, consumers and citizens. The key strategies discussed are:
1) Promoting youth entrepreneurship through reforms to education to teach entrepreneurial skills and linking training programs to actual market opportunities.
2) Supporting women's entrepreneurship, which empowers women economically and creates new sources of growth.
3) Engaging underrepresented groups like women and youth in the design of inclusion policies and programs, and ensuring they have advocacy skills and access to networks and resources.
Explore the four pillars of future economic development - one prosperous, skilled, innovative, and livable - that communities are using to build globally competitive communities. Explore how private sector development, workforce and education, entrepreneurs and small business, and community development support broad-based economic growth and quality of life.
Gain more information on the topic during IEDC's Economic Future Forum in Tulsa, OK June 12-14. To register visit: iedconline.org/futureforum
Effect of market penetration management strategies on performance of Small En...AkashSharma618775
Â
Small businesses in Kenya face a myriad of challenges. Most of the establishments have gone under the
waters due to various reasons including market turbulences. The businesses leave the market as soon as they make
entry. If they stay, they stagnate at the same level they started. The objective of the study was to find out the effect
of market penetration strategies on the performance of small enterprises in Kenya. The study used descriptive
survey design. The study was conducted in Migori County, Kenya. The target population was 4997 which were
businesses registered by the department of Trade of Migori County in 2019. A sample of 481 individuals were
interviewed. This number was derived using Yamane sampling model. Data was collected from business owners
with the help of a structured questionnaire. The researcher used Cronbachâs alpha coeffect to test the reliability of
the study instrument. Data was sorted, sorted and entered using a statistical software program for social sciences
(SPSS). A simple linear regression was used to test the relationship between market penetration management
strategies and performance of small enterprises in Kenya. Pearson Product Moment correlation was employed in
testing the strength of the relationship between market penetration management strategies and growth of small
enterprises in Kenya.
This document summarizes a paper on the role of entrepreneurship in economic development, with a focus on necessity entrepreneurship versus opportunity entrepreneurship. It discusses how necessity entrepreneurship, which arises due to lack of options, likely has little or no positive effect on economic growth, while opportunity entrepreneurship, which exploits new business opportunities, likely has a positive effect. It also summarizes findings from the Global Entrepreneurship Monitor project that show developing countries tend to have higher levels of necessity entrepreneurship and lower levels of opportunity entrepreneurship compared to developed countries.
The 2015 Koda Capital Non-Profit Sector ReviewDavid Knowles
Â
The document provides an overview and analysis of the Australian non-profit sector. It summarizes that the sector is large, diverse, and growing, contributing an estimated $57.7 billion to GDP in 2012-13. While the sector has grown significantly, this growth has not been matched by equivalent increases in income or employment. It also notes that the top contributing subsectors are education/research and social services. In conclusion, it emphasizes that the sector faces ongoing challenges including increased reliance on government funding and pressures to demonstrate impact.
IEDC has extensive experience providing various types of assistance to support economic recovery following disasters, including:
1) Conducting organizational management and capacity building for economic development organizations impacted by disasters.
2) Providing small business assistance through research, workshops and programs to help small businesses recover.
3) Performing economic recovery assessments immediately following disasters to identify needs and recommend recovery strategies.
The relationship between formal and informal employment in south africaDr Lendy Spires
Â
This thesis examines the relationship between formal and informal employment in South Africa. It analyzes three main theories that have dominated debates on the nature of informal employment: the dualistic labor market theory, the alternative theory, and the structural articulation theory. The dualistic theory views informal employment as a substitute for formal jobs, while the alternative theory sees it as complementary. The structural articulation theory posits that heterogeneous groups exist within the informal sector. Through empirical analysis, the author finds support for the structural articulation theory and evidence that race and income level can identify dynamic and static subgroups within South Africa's informal sector. This implies a need for targeted policy interventions.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Â
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
 La règle de trois 
Lâentrepreneuriat, moteur de la croissance et de lâemploi
Lâentrepreneuriat est clairement identifiĂŠ dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème ĂŠdition du Baromètre EY 2013 de lâentrepreneuriat* :
67% des emplois crĂŠĂŠs en 2012 dans les pays de lâUE lâont ĂŠtĂŠ par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recrutĂŠ lâan passĂŠ grâce Ă la croissance quâils ont pu gĂŠnĂŠrer par lâinnovation.
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
Â
The document is an executive summary of the EY G20 Entrepreneurship Barometer 2013, which analyzes and compares entrepreneurial ecosystems across G20 countries. Some key findings:
- The United States ranks first overall, followed by the United Kingdom and China. Australia, Canada, South Korea, and Germany also rank highly. Argentina and India rank in the bottom quartile.
- The United States leads in access to funding and entrepreneurship culture. Saudi Arabia tops tax and regulation while France leads in education and training. Russia provides the most coordinated support.
- Every G20 country excels in some areas but all need to improve support for entrepreneurs. Adopting other countries' successful policies and
Economic Institution Issues in PakistanAYESHA JAVED
Â
The document discusses key concepts related to economics including the definition of an economy as the production, distribution, and consumption of goods and services. It also defines different economic systems like capitalism, which is based on private ownership and free market competition, and socialism, where resources and means of production are owned by society and controlled by the government. The document then discusses Pakistan's economic institutions like agriculture, industry, and issues it faces including fiscal and monetary policy challenges, power crisis, law and order issues, low exports and high imports, and lack of tourism. It emphasizes that GDP is an important indicator of an economy and that Pakistan has potential for growth if the government and people work to improve areas like governance, education, technology, and natural resources
The document discusses the past, present, and future of community economic development efforts. It notes that over the past 40 years, non-profit development organizations have emerged to empower marginalized groups and build local voice. Intermediaries now provide support through capacity building, aggregating capital, and developing strategies. However, there are still strong silos between areas like workforce development and economic development. It argues that community economic development needs to be reconceptualized by putting people first, innovating through learning, and recognizing varying local capacities. Moving forward will require defining innovation locally and building robust theories of change.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
Â
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
The Role of Governments as Relationship Mediation Between Social Capital and ...inventionjournals
Â
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses localization of resources in South Africa to address unemployment. It defines localization as allocating resources within a particular place to develop local economies and create jobs. Localizing communication industries by creating local television and radio stations, and localizing finance by establishing local development banks in every municipality can transform local businesses and strengthen local economies. Localizing resources non-racially, as democracy intends, will enable more equitable socioeconomic development compared to past policies of exclusive localization under apartheid.
This document discusses issues related to small and medium enterprises (SMEs) in Pakistan. It defines SMEs and identifies some key issues they face including labor issues, access to finance, market information, and inconsistencies in size definitions. It also outlines some short term issues such as business environment, delivery of assistance, and monitoring as well as long term issues including literacy, law and order, intellectual property rights, and infrastructure challenges. The document provides details on current government efforts and challenges to improving the SME sector in Pakistan.
Chinese social entrepreneurship is driven by several factors:
- Economic and social issues like income inequality, urban-rural divide, and 128 million people in poverty provide opportunities for social enterprises to create impact.
- Funding challenges for NGOs have led some to pursue commercial strategies like social enterprises to achieve self-sustainability.
- A more socially-conscious Chinese society, influenced by events like the 2008 Sichuan earthquake and the rise of social media, is driving social awareness and expression.
- Social entrepreneurs address social needs that the government cannot fully meet as China undergoes economic and social transformations.
IVB7 Webstreamer is the eminent streaming software and this allows the users to stream at lower bandwidths so that audience with bad internet connection can view the video content without compromising with the stream quality. For details visit http://ivb7.com.
Chris Pronger grew up playing hockey in his hometown of Dryden, Ontario and joined the Stratford Cullitons junior team at age 15. He went on to play in the OHL for two years with the Peterborough Petes. Although Pronger was arrested for drunk driving, he overcame this setback to have a successful NHL career, playing for the Hartford Whalers, St. Louis Blues, Philadelphia Flyers, and Anaheim Mighty Ducks. The document presents Chris Pronger as a hockey hero who achieved success in the NHL despite a legal issue early in his career.
This document outlines 12 steps that congregations can take to conserve energy, including turning off lights when rooms are unoccupied, installing LED lights and programmable thermostats, and conducting regular maintenance on HVAC systems. It then recommends that congregations invest savings from conservation in renewable energy sources like solar panels. Offsetting remaining carbon emissions through programs like wind power is presented as a final option. The document encourages congregations to contact Faith in Place for assistance implementing conservation and renewable measures.
The document compares the prices of 15 common grocery and household items across 4 shopping areas - Shop-o-rama, Mindpro Citimall, Southway Square, and The Gateway. Mindpro generally has the highest prices, while the other 3 areas have similar pricing. An observation is made that while the 4 stores have prices within close range of each other, Mindpro tends to price consumer goods slightly higher than the other 3 locations.
The document provides biographical information about Sara Hirsch, a London-based performance poet. It notes that she was crowned UK Slam Champion in 2014 and came third in the World Slam Championships that year. It mentions that she runs poetry events and has toured the UK and abroad performing her work. The document encourages following Sara's Twitter handle @sarsbars89.
The document provides instructions for creating a Facebook page for a business or converting an existing personal Facebook account into a business page. It explains that pages offer more robust features for businesses than personal accounts and that converting a personal account will automatically transfer friends and subscribers to fans of the new page while keeping the profile picture, username, and any other pages administered.
Legal thrillers and psychological thrillers are often aimed at audiences 15 years or older due to specialist legal terminology, complex scripts, violent content, and disturbing psychological issues that could disengage younger viewers. Some thrillers also incorporate elements of horror to attract a wider teenage and female audience who enjoy horror films. Crime thrillers like Seven and Memento similarly target mature audiences of young adult males and receive a 15 rating for strong language or violence.
The document discusses the effectiveness of targeted advertising versus blanket advertising. It shows that targeted advertising can be 10x more effective than non-targeted ads. It then outlines TAC's strategies to increase targeted advertising such as using algorithms to determine popularity and exposure, partnering with media companies to insert targeted ads, and using an extensive tracking database to target ads. The goal is to use subtle and advanced targeting methods to improve advertising effectiveness.
Nature of businees among african and asian owned businessJohn Johari
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Ford published their first report dedicated to addressing the business impacts of climate change. The report discusses how climate change poses risks and opportunities for Ford's business operations, products, customers, and investors. Ford is taking actions to reduce greenhouse gas emissions from its facilities and vehicles. However, addressing climate change requires coordinated global efforts across many sectors given the complexity of the automotive and energy systems. Ford is committed to playing a leadership role and working with partners to develop effective strategies for reducing emissions.
For Creed and Creation A Simple Guidebook for running a Greener ChurchP4X
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This document provides suggestions for making a church building and grounds more environmentally friendly. It begins with getting to know the building to identify areas for improvement, such as sealing drafts around doors, windows, and other openings. Upgrades like installing insulation in attics, walls and around pipes and water heaters can significantly increase energy efficiency. Maintaining systems properly and adjusting heating practices can also reduce costs. The document provides other tips for utilizing grounds and purchasing renewable energy technologies. The overall goal is to lower utility bills and carbon footprint through low-cost steps.
This document provides information about the Robertson family from the Duck Dynasty television show. It introduces Phil and Kay Robertson as the patriarch and matriarch, and their sons Willie, Jase, Jep, and Alan. It also poses questions about Willie's immediate family members, asking who his wife, daughters, mother, father, uncle, brothers, and sisters-in-law are.
The document outlines Yusuke Owada's concept map for IBM Tokyo, focusing on business analytics, industry solutions, and workload optimized systems. Business analytics involves using text analytics and data science to solve industry and social problems. Industry solutions contributes to IBM's smarter planet strategy by providing industry-specific advanced solutions. Workload optimized systems provide a platform for more effectively processing large amounts of data.
The document discusses the use of various media technologies throughout the stages of creating a music video project. In the research stage, the internet and search engines like Safari, Google, and Blogger were heavily used to research different music video styles and examples. During planning and production, a video camera and Mac computer were used to film and edit footage using Final Cut Pro software. For evaluation, Prezi and QuickTime were utilized to create presentations and record screen clips, though QuickTime footage was ultimately unused. Overall, the technologies helped enable each stage of the project and creation of the final music video.
Maths, science, retro arcade games, and what it feels like to be stood up in a restaurant by an entire poetry society. Dan Simpson considers them all and more in his first collection.
Unlike many a debut poet, Dan has given this collection a thorough stress test on the live circuit, and many of these poems have been commissioned for public projects. Dan is a poet who likes to play around with form. He likes to deconstruct and get a bit meta with the mental algorithms that sit beneath a poem.
The result is an accessible and enjoyable collection of poems for geeks, nerds, and anyone who likes playing with words.
The document discusses the target audience for a media product. It states that the audience for a thriller film would be males and females aged 16-24, as younger people make up most cinema goers. It also notes that leaving a film on a cliffhanger at the end of previews would entice viewers to watch the full film to find out what happens next, a common technique used in film trailers. Statistics and audience research were cited to identify who goes to the cinema and why.
Report - The Prosperity Index In Africahamishbanks
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Entrepreneurs play a key role in fostering wealth and wellbeing for ordinary Africans; entrepreneurs are "enablers of growth" who break down economic barriers and social constraints.
Since the mid-1980s, sustainable development has been generally used but got predominance
when it became progressively fashionable to use it as a way of reacting to global environmental concerns,
biophysical issues, fairness, equity and distribution. The issue of sustainable development has been a growing
concern to both the government
This document provides a project report on women entrepreneurship in India. It includes an introduction discussing the increasing role of women in business ownership in India. It then outlines the objectives, traits, roles and problems faced by women entrepreneurs. The report also includes a literature review, research methodology, data analysis and interpretation on the topic. It finds that women entrepreneurs represent an important source of economic growth but still face barriers. It concludes by providing recommendations to further support women entrepreneurship development in India.
The document discusses differences between formal and informal small manufacturing firms in Kenya. It finds that:
1) Almost all informal firms are run by Kenyans of African origin, while formal enterprises are run by both Africans and Asians.
2) Asian formal firms are the most productive and capital intensive, followed by African formal firms, with little difference between African informal and formal firms.
3) There are thus weak incentives for African informal firms to formalize given their similar productivity to African formal firms. However, Kenya needs a more efficient formal sector to achieve economic growth through higher investment and exports.
4) Policy should aim to integrate the sectors by improving infrastructure, skills development, access to credit,
Entrepreneurship education on women entrepreneurs atAlexander Decker
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1. The document discusses entrepreneurship education for women entrepreneurs in Kenya, specifically at the pre-primary and primary levels.
2. It notes that while micro and small enterprises contribute greatly to Kenya's economy and job growth, about 60% fail within the first few years, and lack of entrepreneurship education may be a key reason for this.
3. The study aims to investigate how entrepreneurship education for women at early school levels influences the success and growth of women-owned micro and small businesses in Kenya.
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The document is a project report on entrepreneurship in India submitted by Karan Sharma. It discusses various factors related to entrepreneurship including what motivates entrepreneurs, socio-cultural factors, access to finance, education and innovation, and the business environment. The report finds that the principal motivation for entrepreneurs is the challenge of starting a new business. It also notes the importance of family support for entrepreneurs and the various sources of financing used, including self-financing. The report recommends recognizing and rewarding entrepreneurs to encourage more people to start businesses.
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Entrepreneurs initiate and sustain the process of economic development in the following ways:
1. Capital Formation:
2. Improvement in Per Capita Income:
3. Generation of Employment:
4. Balanced Regional Development:
5. Improvement in Living Standards:
6. Economic Independence:
7. Backward and Forward Linkages:
8. Innovation:
9. Other contributions:
Microfinance interventions and empowerment of women entrepreneurs rural const...Alexander Decker
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This document summarizes a research paper that examines the effect of microfinance interventions on empowering women entrepreneurs in Mogotio Constituency, Kenya. It focuses on the effects of microcredit, microsavings, and training. The paper reviews literature on concepts of empowerment, women entrepreneurs, and microfinance interventions. It describes the study objectives, hypotheses, and significance. The study uses a survey design to collect data from 80 microfinance institution members. Results show that microcredit and training positively affect empowerment, but microsavings does not. The study aims to provide recommendations to improve microfinance's impact and address gender issues.
The document discusses Canada's post-World War 2 northern economic development which was led by the coalition government. The government played a key role by providing infrastructure like railways, highways, and hydroelectric projects. This infrastructure facilitated the growth of industries like forestry, mining, oil and gas extraction, and hydroelectric projects. The government also expanded railways over time to connect more remote regions and ports to fuel further economic activity. Overall, the document examines how government initiatives and investments in transportation infrastructure were critical to powering northern British Columbia's postwar economic boom.
The Roles of Government And Banks in Entrepreneurship Financing in Nigeriascmsnoida5
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The industrialization policy of most developed
and developing nations in the past laid emphasis
on economy of scale which is a concept that
emphasizescost effectiveness through large scale
production. This idea which holds the view that
large scale corporations were the pillar stone of
the modern economy prevailed for greater part
of the 20th century. In recent times, however,
this idea has changed and the importance of
small and medium scale enterprises- SMEs as
the bedrock of industrial development is gaining
prominence. Entrepreneurship development is a
concept concerned with the formation, financing,
growth and expansion of business enterprises
most especially small and medium scale in
an economy with the objective of achieving
economic growth and development.In Nigeria,
since independence, and since when the idea of
entrepreneurship development was introduced in
the 1970s and 1980s, various programmes and
policies were created by successive governments over the years for the development and financing
of enterprises to improve the economy. Also,
financial institutions, most especially the banks
have important roles to play in the development
and financing of entrepreneurship in the country.
Financing is one of the necessary prerequisites for
SMEs development; lack of finance represents a
major obstacle to their growth and development.
This write up will be an attempt to look into
the roles of both government and banks in
entrepreneurship development and financing in
achieving economic growth and development
in Nigeria. Relevant literature was reviewed
in the formulation of this write up. The main
source of informationused is secondary method
of data collection.The paper revealed that most
of the various programmes, policies and schemes
created by the government for the development
and financing of entrepreneurship were either
now moribund or have failed to meet up with
the purpose for which they were established. The
paper concludes that entrepreneurship is the need
of the day, therefore, authorities and the banks
should actively involve themselves in this task.
Barriers to Development and Progress of Entreprenurs: Case of Lesothopaperpublications3
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Abstract: This paper gives an analysis on the barriers to development and progress of entrepreneurs in Lesotho. It adopts the use of primary data which was collected through personal interview with structured questionnaire and direct observations. The results reveal that all entrepreneurs regardless of gender are equally faced with economic barriers which comprise lack of finance and problems of markets. Furthermore, the socio-cultural factors which involve negative view of society towards women and individual familial factors especially family problems basically affect women; these could be attributed to the fact that women are liable for domestic responsibilities in their families. However, structural barriers are observed to have an insignificant impact on development and progress of Lesotho entrepreneurs. Following these findings, through trade organizations, the government could assist in supporting the establishment of mentoring networks facilitating the development of the emerging entrepreneurs, as well as providing training workshops on women empowerment. Also, mechanisms to support entrepreneurs and assist them in gaining access to international markets should be developed.
The document discusses entrepreneurship in India, focusing on opportunities and challenges for different types of entrepreneurs. It outlines key factors that contribute to an entrepreneurial mindset and discusses definitions of entrepreneurship. Rural and women entrepreneurs face specific challenges like lack of access to capital, technical skills, and social barriers. However, the government is working to promote entrepreneurship through various programs and initiatives. Overall entrepreneurship is seen as an important driver of economic growth and development in India.
The role of microfinance institutions in the development of small and medium ...Alexander Decker
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- The document discusses the role of microfinance institutions (MFIs) in developing small and medium enterprises (SMEs) in Ethiopia, using the Amhara Credit and Savings Institution (ACSI) as a case study.
- It aims to investigate whether ACSI helps its members develop their businesses and if members have reasonable access to microfinancing.
- The literature review covers concepts like microfinance, SME growth and development, types of microenterprises, how MFIs supply services, and factors that influence business capital structures.
The document discusses constraints to women entrepreneurs' access to microfinance in South-South Nigeria. It identifies four main constraint factors through exploratory factor analysis: 1) Technical factors like transportation costs, lack of trust, and short payback periods. 2) Economic factors such as high interest rates and limited loan amounts. 3) Managerial factors including low loan accessibility and discretionary loan amounts. 4) Social factors such as distance, securing guarantors, and too many loan applications. The study suggests reducing interest rates, increasing access in rural areas, relaxing loan conditions, and prioritizing loans for women entrepreneurs.
A case study of health and agriculture social enterprises .docxblondellchancy
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A case study of health
and agriculture social
enterprises in Kenya
Eliada Griffin-EL and Emily Darko with Rachel Chater and
Shirley Mburu
March 2014
Report
Acknowledgements
This study was produced by a team from ODI, Bertha Centre for Social Innovation and Entrepreneurship,
University of Cape Town, KCA University, Nairobi, and the East Africa Social Enterprise Network (EASEN).
Thanks go to Rosemary Maina and Gabriel Laiboni at KCA and David Kairo and Carlo Chege at EASEN for
their valuable inputs into the report preparation, interviews and workshop, and to William Avis (ODI) for his
contributions.
The team would like to thank all the social enterprises and support organisations who kindly gave their time both
to be interviewed in November 2013 and to attend our workshop in February 2014. This case study seeks to
summarise opinions and evidence from interviews and conversations. Authors take responsibility for all
omissions and errors.
ODI Report i
A case study of health and agriculture social enterprises in Kenya i
Table of contents
Acknowledgements ii
Abbreviations ii
1 Introduction 1
1.1 Social enterprise (SE) definition 1
1.2 Research questions 1
1.3 Methodology 2
2 The Kenyan context 2
2.1 Social enterprise in Kenya 2
2.2 Agriculture sector overview 4
2.3 Health sector overview 4
3 SE profiles 5
4 Support organisation profiles 8
5 Key findings 12
5.1 Contextual trends 12
5.2 Social enterprise definitions and overview of the ecosystem 14
5.3 Factors influencing SE activities 16
5.4 Agriculture sector findings 18
5.5 Health sector findings 21
6 Conclusions and recommendations 23
6.1 Conclusions 23
6.2 Key findings and recommendations 24
References 26
Figures
Figure 1: Stages of growth of interviewed SEs 8
Tables
Table 1: Agriculture SEs interviewed 6
Table 2: Health SEs interviewed 7
Table 3: Support organisations interviewed 9
Table 4: Challenges addressed by agriculture SEs 19
Table 5: Niches being addressed by health SEs 21
Boxes
ICT Boom ............................................................................................................................................... 13
ODI Report ii
A case study of health and agriculture social enterprises in Kenya ii
Abbreviations
Abbreviation Description
ANDE
BOP
CIC
EASEN
FBOs
GDP
GOK
ICT
KEPSA
KSIX
LIWA
MSMEs
NAEP
NGOs
ODI
PPPs
PSDS
SE
SMEs
SRA
TB
Aspen Network of Development Entrepreneurs
Bottom of the pyramid
Kenya Climate Innovation Center
East Africa Social Enterprise Network
Faith-based Organisations
Gross Domestic Product
Government of Kenya
Information and communications tec ...
This document discusses small and medium-sized enterprises (SMEs) and their importance globally and in Peru. Some key points:
SMEs are important as they provide entry level opportunities for workers and transition them from informal work to more formal productive roles. Globally, SMEs employ around 76% of the world's workforce. They also drive innovation as they are more tolerant of risk.
However, SMEs face significant challenges as over 50% fail within 5 years. Major barriers include high regulatory costs of formalization. In Peru specifically, around 74% of SMEs operate informally and initiatives to support formalization have had mixed results. While programs have helped some SMEs, the scale
Succession process among africa owned business kenya 1John Johari
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The document provides background on Kenya's colonial history and the development of its economy. Key points include:
1) Kenya underwent significant economic changes under colonial rule, transforming from a subsistence farming society to an export-oriented agricultural economy dominated by European settlers.
2) The colonial administration established mechanisms to impose taxes, restrict land use, and limit economic opportunities for Africans, reserving many opportunities for European settlers and creating colonial class relations.
3) At independence in 1963, Kenya's economy was dominated by agriculture, primarily export crops, with foreign ownership and little productive reinvestment within Kenya. State agencies were established to control key industries and safeguard settler interests.
The colonial legacy left Kenya with
Succession process among africa owned business kenyaJohn Johari
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This document summarizes a research article about succession planning in family-owned businesses in Turkey. The article reviews literature on successor selection, relationships between successors and predecessors, and involvement of family members. It then describes a study collecting data through surveys with predecessors in 408 Turkish family firms. The study aims to understand characteristics of the succession process, including views of predecessors, criteria for selecting successors, and the post-succession period. This is the first systematic study of succession planning in Turkish family firms.
Succession process among africa owned business in ukJohn Johari
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1) The document discusses succession planning in family-owned businesses in Malaysia, focusing on retailing and manufacturing SMEs. It examines succession issues, planning, and developing a model for succession.
2) A survey was conducted of 126 family business owners in the East Coast region of Malaysia. The majority were middle-aged, married women with secondary education and 10-20 years of experience. Most businesses were first-generation family firms.
3) The study aims to understand succession challenges, attributes important for successors, and the current status of succession planning. A correlation analysis and regression model were developed to understand factors influencing successful succession planning.
Succession process among africa owned business general 5John Johari
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This document provides a case study of Kloppers, a family-owned discount retail business in South Africa that has operated for 40 years. It discusses the business's progression through different stages of the life cycle model from a startup with a single owner, to expanding as subsequent generations joined, to decisions around succession. The case study analyzes how the business navigated critical aspects of ownership, management, and family development at different phases. It finds that decisions around these issues significantly impacted the business's sustainability and ability to transition to new generations.
Succession process among africa owned business general 4John Johari
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This document summarizes a study on leadership succession in indigenous African businesses. The study found that many indigenous African businesses die with their founders due to a failure to properly plan for succession. Drawing from case studies and literature, the document discusses some of the factors that prevent smooth succession, such as the problem with entrepreneurial leadership styles that are not conducive to succession planning, as well as cultural factors around inheritance and the central role of the family in African societies. The future success of efforts to indigenize African economies will depend greatly on addressing this succession crisis in indigenous businesses.
Succession process among africa owned business general 1John Johari
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This document summarizes a research article about succession planning in family-owned businesses in Turkey. The article reviews literature on successor selection, relationships between successors and predecessors, and involvement of family members. It then describes a study collecting data through surveys with predecessors in 408 Turkish family firms. The study aims to understand characteristics of the succession process, including views of predecessors, criteria for selecting successors, and the post-succession period. This is the first systematic study of succession planning in Turkish family firms.
Succession process among africa owned business europe 1John Johari
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This document discusses family businesses and succession problems. It begins by establishing that family businesses make up a significant portion (70-80%) of businesses in Europe and employ 40-50% of the workforce. One of the major problems family businesses face is transferring ownership and management to the next generation, and only 30% of businesses survive to the second generation due to unsolved succession issues. The document then provides context on family businesses in the EU and former socialist countries like Slovenia, where they have emerged as an important part of the economy since the transition in the 1990s. It establishes that succession planning is a crucial issue for family businesses that requires supportive infrastructure and policies.
Succession process among africa owned business australiaJohn Johari
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The document summarizes a study on succession planning in small to medium family-owned businesses. The study surveyed 368 family businesses and found significant differences in succession planning between larger and smaller firms. For firms with under $1 million in revenue, strong sales and marketing skills were a high priority in successors. The findings showed that developing a formal succession plan, communicating the successor, and providing training for the incumbent CEO are important regardless of firm size.
Succession process among africa owned business africa 3John Johari
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This document establishes the East African Community (EAC) through a treaty signed by Kenya, Uganda, and Tanzania. It outlines the historical economic and social integration of the region dating back to the late 19th century. It notes the previous establishment and dissolution of joint organizations between the countries to facilitate cooperation. The treaty determines to strengthen cooperation through establishing the EAC, with the goals of achieving a customs union, common market, monetary union, and ultimately a political federation. It lays out definitions, principles, institutions, and objectives of the EAC to facilitate regional integration and development among the partner states.
Succession process among africa owned business africa 2John Johari
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This document discusses gender dimensions of inheritance law in East Africa, specifically focusing on Kenyan women's experiences. It provides historical background on how inheritance laws developed differently for Africans, Muslims, and Hindus in Kenya. During colonialism, customary laws governing inheritance were disrupted and new notions of private property and marriage were introduced. This led to breakdown of community institutions and ambiguity around which laws applied. Currently in Kenya, women's inheritance rights vary depending on location and whether traditional structures or mixture of laws apply. The paper analyzes issues around legal pluralism versus centralism and need to rethink customary laws to better support women's rights to inherit property.
Succession process among africa owned business africaJohn Johari
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This document summarizes a study on leadership succession in indigenous African businesses. The key points are:
1) Indigenous African businesses often die with their founders due to a failure to properly plan succession. Founders tend to maximize control and avoid delegation, seeing the business as an extension of themselves.
2) Partnerships and joint ownership are uncommon due to widespread mistrust and a desire for autonomy among business owners. Forming partnerships is seen as limiting freedom and potentially damaging family relations.
3) Succession planning is made difficult by the personal nature of entrepreneurial leadership and the lack of collective entrepreneurship in African businesses. Transitioning to a more corporate structure separates the business from the owner.
Procedures involved in succession process among asian and african owned businessJohn Johari
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The document provides a history of trade from ancient to modern times. It describes how early trade developed along rivers and coastlines, facilitated by advances in transportation like domesticated camels and ships. Key trading civilizations and empires like Phoenicia, Greece, Rome, West Africa, and China established trade routes and hubs that exchanged precious goods and spread religions and ideas over vast regions. The Silk Road opened direct trade between East Asia and Europe. Later, groups like the Vikings, Mongols, and Hanseatic League expanded and protected trade networks across Eurasia and northern Europe.
Nature of businees among african and asian owned business 1John Johari
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Individuals who complete postgraduate education, such as an MBA, may be more likely to start their own business. A study analyzed 213 graduates of an online MBA program across 30 countries to understand the impact of the program on entrepreneurial intentions and activities. The study found that completing an MBA, coming from an entrepreneurial family, and believing in one's entrepreneurial skills increased the likelihood of pursuing entrepreneurship. The study also found some differences between men and women in these relationships. The results provide insights into how postgraduate education can help develop entrepreneurial mindsets and skills.
Wanamizigo Sacco Society Ltd is a cooperative society in Kenya that provides savings and loan services to its members. The annual report summarizes the society's financial performance for the year ended December 31, 2011. It includes the income statement, balance sheet, cash flow statement, and notes on financial results. Key highlights include a net surplus of KSH 4.1 million for 2011, total assets of KSH 2.5 billion, and growth in member deposits and loans to members compared to the previous year. The auditors issued an unqualified opinion stating that the financial statements accurately represent the society's financial position.
Issuesproblems in succession of africa and asian owned business 1John Johari
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This document discusses the need for succession planning among minority-owned businesses. It notes that many mature minority businesses that were established during the civil rights era are now facing challenges, as their aging owners approach retirement without clear plans to pass their businesses to the next generation of minority entrepreneurs. The document aims to raise awareness of this issue and motivate stakeholders to provide resources to help retain these businesses within the minority community through succession planning.
Empirical stands of business succesion among african owned business kenya 4John Johari
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The document discusses arguments for and against family businesses adopting practices that make them operate more like nonfamily businesses, a process called "professionalization." It notes that while there are perceived advantages to professionalization, many family firms fail to fully adopt these practices or do so only partially. The document then examines different possible "modes" or types of professionalization family firms may adopt, from minimal changes to more fully hybridizing family and nonfamily business models. It concludes by calling for more research that considers this variety in professionalization among family firms.
Empirical stands of business succesion among african owned business asian 1John Johari
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This document discusses effective knowledge transfer in family firms. It begins by noting that succession is a critical process for family businesses that requires transferring ownership, management responsibilities, and competence/knowledge from one generation to the next. While ownership and management succession are usually planned, knowledge transfer is often taken for granted. The document then examines how knowledge transfer in family firms may differ from non-family businesses due to factors like strong family relationships and shared commitment to continuing the family legacy. It proposes a model of knowledge transfer in family firms that identifies variables and conditions that influence how intergenerational knowledge is effectively passed down. The goal is to provide a framework that can guide future empirical research on knowledge transfer in family business succession.
Empirical stands of business succesion among african owned business asiaJohn Johari
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This study examined factors contributing to the longevity of small family firms through generations. 42 CEOs and presidents of multi-generational small family firms responded to a questionnaire. Results identified three key factors: 1) family involvement and commitment, 2) effective succession planning, and 3) maintaining a competitive advantage. A conceptual model was developed based on these findings and previous research to provide insights into reducing the high mortality rate of family firms. Understanding factors contributing to longevity can help develop programs to help more family firms survive across generations.
Empirical stands of business succesion among african owned business africa 2John Johari
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This document discusses how family-controlled businesses communicate their heritage and values across generations. It argues that values-driven family companies are "built to last" by relying on their core values and relationship strengths. Some key ways families transmit their heritage include: telling family stories, creating oral histories, and writing ethical wills. These methods help preserve a family's legacy and can guide future generations leading the business. The document also criticizes the media for often misunderstanding family businesses and focusing only on failures rather than success stories.
Choice of succession in african and asian owned business 3John Johari
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This document discusses the emergence of Asian immigrant-owned businesses in a poor Latino neighborhood in Worcester, Massachusetts. It analyzes this phenomenon through the lenses of globalization, deindustrialization, and immigration trends. Specifically, it argues that the U.S.'s role as a global hegemon led to immigration from areas impacted by U.S. military interventions. Additionally, deindustrialization displaced jobs from areas like Worcester to cheaper international locations, while also attracting immigrants from those same locations. As a result, Latino immigrants came to dominate Worcester's Main South neighborhood. The emergence of Asian businesses in this neighborhood can thus be understood in the context of these larger economic and demographic shifts.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Best Competitive Marble Pricing in Dubai - â 9928909666Stone Art Hub
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Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at â 9928909666. Experience luxury at unbeatable prices.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoftâs Digital Transformation Framework
McKinseyâs Ten Guiding Principles of Digital Transformation
Forresterâs Digital Transformation Framework
IDCâs Digital Transformation MaturityScape
MITâs Digital Transformation Framework
Gartnerâs Digital Transformation Framework
Accentureâs Digital Strategy & Enterprise Frameworks
Deloitteâs Digital Industrial Transformation Framework
Capgeminiâs Digital Transformation Framework
PwCâs Digital Transformation Framework
Ciscoâs Digital Transformation Framework
Cognizantâs Digital Transformation Framework
DXC Technologyâs Digital Transformation Framework
The BCG Strategy Palette
McKinseyâs Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Ĺ tancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Empirical stands of business succesion among african owned business africa 3
1. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
__________________________________________________________________________________
THE âINVISIBLE MIDDLEâ: A CRITICAL REVIEW OF SMALL BUSINESS
DEVELOPMENT AND THE POLITICAL-INSTITUTIONAL ENVIRONMENT IN
KENYA
Judith Esuha and Denise Fletcher
Nottingham Business School
The Nottingham Trent University
Burton Street
Nottingham, NG1 4BU
Telephone + 44 (0)115 848 6028
Fax: +44(0) 115 848 6512
E-mail: Judykadenge@yahoo.com and Denise.Fletcher@ntu.ac.uk
Paper presented at the
25th ISBA National Small Firms Conference:
Competing Perspectives of Small Business and Entrepreneurship
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
2. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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Abstract
Research in the less developed countries has clearly shown that small enterprises both in the
formal and informal sectors have failed to evolve into medium-sized firms (Ferrand, 1999;
GEMINI, 1991). Studies conducted in Kenya (Baseline, 1999, McCormick, 1988; Marris and
Somerset, 1971) suggest inaccessibility to markets, capital, and management skills as some of
the major constraints to the growth of small-scale enterprises in Kenya. The inability of small-
size enterprises to grow and graduate to medium- size has created a sectoral vacuum
commonly referred to as the âmissing middleâ. The existence of this phenomenon across
Africa underscores the need for further research in this area. Since small enterprises dominate
the industrial scene in Africa, a better understanding of this sector can help in facilitating
Africaâs industrialisation. There is also need for a better understanding of the adaptive
strategies and transformation process of the successful medium-sized enterprises. This paper
analyses four medium sized indigenous businesses in Kenya and highlights that the notion of
the âmissing middleâ in terms of small business development and growth is a misnomer.
Indeed, business owners âmanageâ the hostile political and institutional environment in order
to successfully grow their businesses but they do this by adopting a mix of four
approaches/strategies. These are âchoosing markets carefullyâ, âkeeping cleanâ, developing a
âfamily cultureâ and maintaining âlow visibilityâ. This leads to the conclusion that the issue
for small business development and growth in Kenya be more appropriately understood as the
âinvisible middleâ.
Key words: Political-institutional environment, missing middle small and medium- size
enterprises, Kenya;
Introduction: Business Development in Kenya
One of the issues uppermost in the minds of Kenyans is whether the long-awaited economic
recovery will be realised and whether the country will meet its target to industrialise by the
year 2020. Statistics from the Central Bank of Kenya indicated that the countryâs economic
growth has been low, recording only 1.1 per cent GDP growth between October 2001 and
February, 2002. The decline in economic growth coupled with a population of growth of over
two percent has aggravated the poverty situation in the country. Besides, unemployment,
dilapidated infrastructure, corruption, insecurity, declining donor resources and the high cost
of production have exacerbated the countryâs economic problems. Today over fifty per cent
of Kenyaâs population live below the poverty while a large number of Kenyan professionals
are seeking better opportunities in other countries. Although, the Kenyan Government has
tried to put in place measures aimed at increasing productivity and speeding up the
industrialisation process, indigenous capital appears to be underdeveloped.
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
3. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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This paper seeks to contribute to the understanding the âindigenous missing middleâ
phenomenon by exploring the effect of the political environment on four indigenous medium-
sized companies in Kenya who have successfully achieved growth. In the first section, the
debate about the âmissing middleâ is elaborated. The second section of the paper discusses the
role of the political-institutional environment for business growth and development in Kenya.
The third section presents the research design. In the fourth section the field work based on
four medium sized companies is presented and analysed. The analysis highlights how
business owners successfully âmanageâ the hostile political and institutional environment by
adopting a mix of four approaches/strategies. These are âchoosing markets carefullyâ,
âkeeping cleanâ, developing a âfamily cultureâ and maintaining âlow visibility. This leads to
the conclusion in the fifth section that the issue for small business development and growth in
Kenya be more appropriately understood as the âinvisible middleâ.
1. Barriers to growth of African -owned Enterprises: The âMissing Middleâ Debate
Although the small business sector in Kenya has been growing rapidly over the past few
decades, it is widely commented on that individual enterprises have not experienced much
growth. The number of these organisations stands at over 1.3 million while private formal
medium and large firms in Kenya are estimated to be 42,000 (Baseline, 1999). Despite the
fact that Kenya has been independent since 1964, it is frequently cited that the indigenous
formal business sector remains significantly underdeveloped. This underdevelopment is often
been attributed to small- scale enterprisesâ inability to grow and graduate to medium âsize
enterprises and strong barriers to direct entry in to the medium-scale private formal sector (the
middle) â referred to as the âmissing middleâ. Researchers have come up with several
explanations to the seemingly persistent existence of the missing middle in most African
countries. In Kenya, for instance, the absence of the indigenous middle scale enterprises has
been strongly linked to an essentially dysfunctional political economy. For example,
Hiambara (1994: 160) argues that corruption and patrimonialism are âthe leading obstacles to
further wealth accumulation in the post-colonial Kenyan stateâ. A typical but sombre political
problem in many countries in Africa has been the nexus between centralized political power
and wealth. Thus, the weak yet autocratic state is often thought to undermine the development
of private property and to convert key economic roles into political appointments, thereby
distorting development and channelling the political priority into a quest for control of state
patronage. This political autocracy has entrenched patronage politics rather than addressing
these countriesâ developmental needs. For instance, in many African countries, an indigenous
firm can only grow up to a certain ceiling before top government officials or senior politicians
demand a share in the enterprise. In essence, many of these countries the politicians are
terrified of autonomous indigenous economic power centres. The fear is that those with
economic power might use their economic power to oust them from office. Ironically, the
large foreign and resident alien -owned enterprises are often exempted from this containment
as they are perceived as âharmlessâ. Thus, they either lack political ambition or can be easily
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
4. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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expelled from the country if they behaved contrary to this expectation. Accordingly, those
with material ambition do not go directly into business but instead seek to control the state in
order to gain from the privileges associated with influential government/ political offices.
Another area of concern is the fragmentation of the economic class into an ethnically
based identity. Cowen and MacWilliam (1996: 136-137), contend that both the Kenyatta1 and
Moi2 regimes created conditions which encouraged wealth accumulation on the basis of
ethnicity. Such conditions would seem inimical to the development indigenous middle-scale
entrepreneurs who depend critically on the effective performance of the stateâs enabling role
in the economy. An illustration of this line of reasoning can be found in the argument
sometimes made, that the emergent Kikuyu business class was stifled3 more or less
intentionally as a result of the consolidation of the Moi regime. Accordingly, Kalenjin
political power could only be maintained by establishing corresponding economic strength
both absolutely and in relative terms to the Kikuyu supremacy it sought to displace. Another
dimension of the complexity of Kenyaâs ethnic- based indigenous capital is the presence of a
dominant Asian formal sector. Hiambara (1993, 1994) points out that through much of the
Kenyan debate the question of indigenous Asian capital has been largely ignored. Similarly,
most studies on Kenyan capital have often left out Kenyans of European origin despite the
fact that they play a vital role in the countryâs foreign trade. However, since the focus of this
paper is on barriers to growth of indigenous capital, the minority capital dimension will not be
explored further.
Investigations into the constraints to micro-enterprisesâ growth and graduation into the
middle-scale have revealed a number of constraints. These include access to capital (Baseline,
1999; Ferrand, 1999: 84, Marsden, 1990: 18); the cost of associated with formalisation
(McCormick, 1999); risks associated with capital accumulation within a single enterprise
(McCormick, 1988, 1999) poor technology (Coughlin 1988). Others include managerial
bottlenecks (Marsden, 1990; Marris and Somerset, 1971, McCormick, 1999: 153) weak
linkages between different sectors (Ferrand, 1999:88; Coughlin, 1991; weak institutional
environment (McCormick, 1999: 1536) and lack of competitiveness, (Marsden1990: 17).
Despite what appears to be pro-indigenous policies by various African governments,
the development of an indigenous African private sector - especially in the manufacturing
sector- seems to be lower than expected. Thus, in addition to the general problems
encountered by both indigenous and non-indigenous business owners- inaccessibility to
capital, markets, good infra structure and security-the indigenous business owners face certain
unique problems. Some of these problems are linked to their historical path, social structures
and the political environment. In Kenya, the political-institutional environment is often cited
as a major impediment to indigenous capital formation.
In summary, the literature on Kenya contains no complete convincing explanation for
the lack of the middle-scale enterprises. In this regard two major difficulties can be
identified: First, the apparent lack of a theoretical framework which is able to draw together
the various strands of evidence into a cohesive explanation. The second problem lies in the
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
5. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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scantiness of in-depth empirical studies into the middle-scale enterprises in Kenya. This paper
seeks to contribute to this understanding by exploring the effect of the political environment
on the emergence and growth of four medium-sized companies in Kenya.
2. Socio- political barriers to business development in Kenya
A survey of sixty third and fourth students at an international university in Kenya in February
2002 revealed the following as the major socio- political factors hindering economic/ business
development in both Kenya and the other African countries (see table below). Each student
was asked to identify and explain at least five major socio- political barriers.
Table: Socio- political barriers to business growth in Africa (Kenya)
Socio- problems identified by the students Response (%)4
1. Political risk, civil unrest and insecurity 73
2.Corruption and weak legal frame work 63
3. Dependency syndrome 52
4.Poor leadership, governance and general mismanagement 38
5. Illiteracy and lack of technical skills (education system) 33
6. Poor policies and lack of policy implementation 23
7. Diseases and âepidemicsâ 22
8. Negative impact of the colonial rule 17
9. Rapid population increase 17
10. Cultural beliefs, practices, values and taboos 12
11. Brain drain 12
12. Ethnic/ tribal diversity and division 8
Source: Esuha, J. K. 2002- Unpublished.
According to this survey, political correctness and connection is crucial to a
businessmanâs success. Business owners with political links enjoy privileges that are not
easily available to an ordinary citizen. For instance, some of the respondents cited a situation
where âpolitically- connected businessmen are able to acquire huge loans from banks even
without collateral securities. Corruption was cited as the second major barrier. The
respondents felt that these were a product of the weak legal framework, which could not
assure people of fair judgement and justice. Kenya was ranked the fourth most corrupt
country by transparency international last year. A further survey by the same organisation
this year in Kenya ranked three government departments as the most corrupt5. The judiciary
was ranked sixth among the most bribery-prone institutions. The survey concludes that, if
corruption is eliminated, the overall salaries of Kenyans would increase by thirty percent.
Corruption in Kenya had raised the cost of living by fifteen percent on households and up to
1.4 percent of turnover for companies. Corruption also was cited as the biggest barrier to
business development at a regional conference in Kenya. During the conference, East Africa's
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
6. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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most respected Chief Executive Officer (Manu Chandria) said â it used to be Toa Kitu Kidogo
(give me something small), then it became Toa Kitu Kikubwa (give me something big) but
today is Toa Kila Kitu (give me everything).
Also studies by Marris and Somerset (1971, 1988) emphasised the sense of a gap
between the traditional society of the indigenous entrepreneur and that of the modern
capitalist. They point to such features as the perceived need to escape from the tradition
obligations of kinship. Other social barriers have often been cited but lack empirical backing,
such as, the burden of kinship obligations and the high value placed on the ownership of land
or stock thusâ potentially diverting resources from expanding a capitalist enterprise.
In examining how some indigenous business owners have succeed in what is
perceived as a hostile environment to indigenous formal businesses, we concur with Kilbyâs
observations: Kilby (1988) identifies four groups of activities, which an entrepreneur must
undertake within a small or middle-sized enterprise. These include managing exchange
relationships, political administration, management control and technology. However, in the
case of Kenya, Kilby concludes that the major source of difficulties in the enterprise was in
the area of management control and technology. He argues that these weaknesses could be
traced to social structure such as an absence of transmutable antecedent roles and inhibitory
social structures. In his conclusion, he blames the failure of the small-size enterprises on the
lack of continuity between social structure associated with traditional means of production
and those associated with capitalistic enterprises. In this paper however, managing the
political-institutional environment is emphasised.
4. Research Design
This study adopted an interpretative approach (Burr, 1995) in order to examine the meanings
and interpretations of the owners of the four focus enterprises. The study adopted an
embedded multiple-case design (Yin, 1994) focusing upon the four business units as the
primary units of analysis. As the study explored the extent to which the political environment
impedes the development of the indigenous medium-size sector, the field work focussed on
indigenous successful medium-size enterprises that started small but experienced rapid
growth over the post independence period (1963-2002). In order to explore comparative
patterns, the four businesses were selected from different trading sectors. In each of the four
selected enterprises three areas were explored: the entrepreneursâ profiles and success
strategies; critical incidents of business success and their perception of the political
environment as an impediment to the growth of business. The case study enterprises were
selected from an initial sample of fifty successful indigenous enterprises that were used during
the pilot study. Selection of the four enterprises was based on accessibility and credibility of
the information given. The case study information was collected through in-depth interviews.
These interviews were supplemented and compared with other materials such as documentary
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
7. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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evidence and real setting observation. However, access was one of the major problems
encountered in the data collection process.
As this study seeks to create an understanding as to how some indigenous businesses have
been successfully able to manage the barriers to the emergence of an indigenous formal
middle, the main research questions are as follows;
1. Do you think the current political environment in Kenya is conducive to rapid
business growth? Please explain your answer.
2. Please list (starting with the most pressing barrier) some of the socio- political barriers
to business growth in Kenya
3. Show how you successfully managed to overcome each of these barriers and managed
to grow?
4. Do you think patron client relationships exist between politicians and business interest
groups in Kenya? If yes, do think this is partly to blame for the underdevelopment of
the indigenous- formal sector? Please explain.
Background information of the four successful indigenous owner- managers
The four case- study enterprises varied in terms of annual turnover, number of employees,
major products and management style, however, they shared one common thing; they started
very small but had managed to overcome the barriers to indigenous businesses and had
grown. This part of the paper examines and analyses the factors that led to the growth of
these four enterprises in an environment that is perceived to be hostile to indigenous
businesses. In particular we examine what the owner-managers say about the Kenyan political
environment and the survival strategies. Below are statements about how these entrepreneurs
started their businesses (also refer to the appendix for more background information).
Owner- manager A
âI started business in high school. I used to buy scones at a whole sale price and resell them to
the other boys at a retail price, making a 50% profit. Later on I began lending other students
money at an interest. Real business began when, I was in the university; I used to buy options
from people intending to sell their property and would resell the property at a higher price
than what the owner wanted. When I graduated from university I was employed in the
Ministry of Trade and Industry. After working in this place for sometime, I soon realised that
I would not ascend to the top as quickly as I had desired. I opted to take up post-graduate
studies, in order to accelerate my promotion. I went back to the University of Nairobi, but
later transferred to IMEDE (now IMD) Laussane, Switzerland, and completed my MBA in
1978.
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
8. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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When I came back home, I was promoted to the position of Assistant Director of Industries.
However, after obtaining the MBA, I realised I wanted to do big things, I looked at Kenya and
thought capital would be an important commodity in the market. At the age of 33 (1980), I
took early retirement from civil service and launched my own bank. I soon realised that the
market was still sceptical about Africans getting involved in banking! Even the local people
were very sceptical! In 1986, my banking career came to an abrupt end, due to the change in
capital flow in the country. The banking crisis led to a takeover and consolidation of most of
the small banks by the government. By the time of this takeover, my bank had grown from 1
to over 16 branches countrywide. To me this was the price of pioneering, the price I paid to
become a more seasoned entrepreneur. After the takeover of my bank, I moved to stock
broking business by buying off Dye and Blair Limited from Kenya Commercial Bank. At this
moment, this company was making loses, but since my long term dream was to establish a
financial services supermarket, I saw that in Dye & Blair Limited. I have been with this
company for the last 19 years. Though, I do not consider myself a successful entrepreneur,
other people think I have succeeded. Today I employ over 500 employees, with an annual
turnover of over one billion Kenyan shillings (1 US dollar - KSh. 78).
Owner-manager B
âI started by selling insurance policies on the street, then I was hired by an international
Insurance company to perform special duties- agency coordination. Later on, I was asked to
train and develop agents for the company. And then, I was asked to develop an employee
benefits division. I worked with the insurance company for five years in different positions. In
1976, I felt, what I was earning was not enough to sustain my family. I had lived in poverty as
a child and I desired to give my family a better life. I also knew that my father was poor, not
because he was lazy. My father worked very hard, and despite his hard work as a forest
worker, we continued to live in poverty. I knew I could give my children a better future if I
worked harder. My biggest role models were the Kenyan athletes who had come from very
humble homes to become world beaters: I was convinced that was possible in other fields too-
not just running. This gave me courage to confront the World. I quit the company and started
my own insurance business. My turn annually turnover is over 1.4 billion Kenyan shillingsâ.
Owner- manager C
âI was in the banking sector, previously with an international bank for 32 years. Then when I
retired, I went on to start a bank in partnership with three of my friends as shareholdersâ
Owner-manager D
âI first worked as an editor/ writer with a leading Kenyan magazine. While there I was forced
by circumstances to automate my operations and in the process discovered there was little
technology in Kenya to meet my needs. I tried importing this technology from abroad but it
was very expensive. In the process I taught myself DTP programming and then data mining/
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
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9. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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communication. I was later employed by PriceWaterhouse to help them do what I had done
for the magazine company and after working with them for five years. I set out to start my
own business.â
Findings: About the socio- political environment
The owner- managers were asked a number of questions that were meant to address the major
problem areas in running an indigenous business in Kenya. Due to the sensitivity of the
research topic, some questions were included so as moderate the study and make it more
acceptable to the respondents. However the main focus of this study was to explore the effect
of the political environment on the indigenous businesses.
Since political issues are often considered sensitive, the research questions included a social
dimension which though not directly related to this particular study, was intended to make the
questions more neutral and therefore acceptable to the respondents. In table below, therefore
the responses in italics are more related to the political environment, while the others are not.
Figure: A summary of the findings
Company/ Company A Company B Company C Company D
Questions
1. Do you think the No, in a system No, the answer No, there are too No, there is a lot of
current political where appointment certainly lies in many constraints; uncertainty in this
environment in to key positions is the governmentâs in particular country. For
Kenya is conducive not based on merit- reports on the dispute resolution example, one can
for rapid business other things such countryâs is very slow. never win a
growth? Please ethnicity, sexism, economic growth. Corruption is also government bid on
explain your answer. nepotism etc. work. Kenyaâs rampant. This merit. In any case,
Such a system economic growth slows down many they do not bid,
cannot boost has declined over other company they use corrupt
business growth! there last few operations. means to determine
years. This is the winner well
Besides resources because the The government before the actual
are not utilised government has does not assist bidding.
well, for instance not put in place local/ smaller
allocation of good policies investors in any The judiciary
natural resources way- we lack system too is
corrupt and one
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
Kenya
10. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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are not based on incentives. can not win even a
the highest return. very genuine case. I
The government lost 7.4 million
The government has compromised Kenyan Shillings to
practices the in a number of a partner who
politics of areas. For defrauded me but
exclusion, if you do example, some of up to now I have
not support them; the cabinet never found justice.
they exclude you ministers are I do not trust any
from the national actively involved in lawyer and will
resources. As a dumping cheap never ask for their
poor country we transit goods in the services ever, I will
need to practice the market, killing study law and
politics of local companies, represents myself in
inclusion- we yet he is silent court if need be!
should allocate our about this issue. This is a bandit
resources based on country!
the highest returns.
Our politicians
have no sense of
legacy, they do not
care about the
countryâs future
African families
are larger hence
hard to save for
investment
2. Please list (starting Corruption, I encounter very Corruption, high Corruption, legal
the most pressing dishonesty few such taxation, political framework, low
barrier) some of the indiscipline, lack of problems because scenario, poverty employee
socio- political self motivation, I have put in productivity
barriers to business place measures to
growth in Kenya counter them.
However, I
encounter some
difficulties when
dealing with
Indians and
Pakistanis- they
are so closely knit
and is very hard
to penetrate them.
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
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11. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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3. Show how you It is very difficult- I understand my I have remained Iâm in a high- tech
successfully managed one has to put in industry very clean thus stifling industry and my
to overcome each of place extensive well. I have been the growth of my choice is a
these barriers and measures- because in this business company. It is deliberate one. This
managed to grow, one cannot afford for a very long hard to get industry is complex
to trust even some time and I and it would not be
anything moving
managing understand the attractive to
directors. This is market well. without getting corrupt people who
very expensive and involved in a want quick easy
consumes a lot of Over time I have corrupt deal, so if money. This keeps
the CEOâs time. put in place you choose them off and we are
control otherwise you happy because this
mechanism that have a price to is what has made
counter many of pay- slower us succeed in
the problems growth. business
business people
encounter in their Poverty is We also deal with
day to day another major few but large
business corporate clients
problem - it is
operations. For and therefore we
instance to stop very strenuous to do not advertise.
theft of company make it in a We prefer the low
property- I have country where profile because it
ensured that my most of the keeps us invisible
workers are people are poor. to the predictors. If
treated well. I There will always you advertise in
have given them be pressure on this country you
one of the best you to help or open up your
working bail out someone! company to all
environments one sorts of predators-
can find in this the politicians,
country. government
officials, beggars
I have also and many other
embraced malicious people.
technology and
use it to minimize We have a family-
fraud and other like organizational
such things. culture. We all
truly care for each
other. We work in
teams and we are
rewarded
according to
output.
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
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12. 25th ISBA National Small Firms Conference: Competing Perspectives of Small Business and
Entrepreneurship
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4. What traits do you This varies with the Ownership of the To lead by Visionary,
consider essential for size of your business idea you example and to flexibility,
business growth in company. Smaller have in mind. encourage staff to understand the
Kenya? Please organizations You should have work harder and industry you are in,
explain require long hours a passion for it remain loyal to the Entrepreneurial,
of hard work, and even be company. relevance and
finding a good prepared to die superior work
market niche, and for it. There culture
good control should be no
mechanisms. option called
failure. I embrace
But the large the word of the
businesses require James Baker,
political former US-
connection, mental Secretary of
flexibility, State, -
ruthlessness, Preparedness
controlling costs, prevents poor
access to good performance. But
credit and âlow the underpin to
visibilityâ. the 4Pâs is
discipline that is
consistent and
persistent; This
wholesomeness is
essential.
5. Do you think Yes, especially for Yes, most Kenyan Yes, business Yes, there are
patron- client the Kenyan Asian Asians have opportunities are bandits who will
relationships exist community. They enjoyed and passed on to ambush anyone
between politicians pay patrons to benefited from relatives of trying to succeed.
and the business secure contracts. political powerful
interest groups in patronage. politicians or on
Kenya? If yes, do However, P-C is But,success ethnic basis.
think this is partly to not a popular depends ones
blame for the strategy in our ownership of his
underdevelopment of country, because it business idea, this
the indigenous- is a very expensive success should be
formal sector? Please affair. The patrons sustainable.
explain? here are more of Political
predators and it is connections
better to keep away cannot help
from them without the
competence to
run the business.
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Analysis of the findings
There some empirical evidence that the political environment in Kenya is not conducive to the
emergence and growth of formal medium and large-size indigenous enterprises. However, as
depicted by the four cases above it is possible to run a successful business in Kenya. In this
part of this paper we examine some of the winning strategies that have been adopted by these
owner- managers. In particular, we will examine how these owner- managers have successfully
âmanagedâ the political- institutional environment.
The main political barriers cited include:
! Political appointments to senior government positions: The major worry was that such
appointments, ultimately led to the mismanagement of public utilities that provide
essential services such as electricity, water, and telephone services. There are no
alternative providers since such services are under the governmentâs monopoly. This
monopoly is at times used as a weapon against non-conforming business owners.
! Politics of exclusion: The respondents also felt that the politicians were practicing a
system in which those who do not support them are completely excluded from national
resources, such as proper infra-structural facilities. This is meant to suppress anybody
who might want to use his wealth to gain power. Thus, any non- conformist is
intentionally stifled.
! Politically motivated allocation of the countryâs resources. Thus, the respondents
observed that since the introduction of multi-party politics, politicians have often used
national resources as an enticement for attracting votes. Thus, national resources are
allocated, not on the basis of perceived return on the investment, but according to the
anticipated votes from the area.
! A weak and corrupt judiciary system: The respondents felt that the judiciary system is
corrupt weak, and lacks the power to work without political coercion. Thus genuine
contractual relations with clients are almost impossible and often business conflicts are
slow and in most cases justice is not guaranteed.
! Uncertainty emanating from the political environment. President Moi has announced he
will be retiring this year. However, there is no clear indication on whether his
succession will be peaceful, in view of an uncompleted constitution review.
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Indigenous Business Adaptation Strategies
When asked how they have managed to succeed amid the hostile political environment, the
owner-managers said they had devised a number of survival strategies. The following major
strategies emerged:
Figure: Successful Business Adaptation Strategies in Kenya
African Family- Careful selection
like organisational of markets
culture barriers to entry
Strategies for
managing the
socio-political
environment
Low visibility
Keep clean
African âFamily-likeâ Organizational Culture
This approach was evident in three of the cases the successful business. In these companies, the
business owner plays a paternal role and is directly involved general well- being of his
employees. He visits sick employees and pays for the medical needs, pays tuition fees to pursue
further education and educates the employeesâ children. These business owners felt that
developing a family-like organisational culture was essential for the businessâs success. Team
work was often stressed and close supervision de- emphasised. Instead the employeesâ
performance was accessed based on the end results or set targets. The family- like atmosphere
is evident to anyone visiting these companies. This strategy enhanced the quality of the
companiesâ product/ service delivery giving them a competitive edge in the market.
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The âInvisible Middleâ: A Critical Review of Small Business Development and the Political-Institutional Environment in
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Entrepreneurship
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Choosing Markets Carefully
The respondents observed that industries that were high-technology in nature and complex
attracted very few corrupt people. The reason is that corrupt people seek for easy deals and
were reluctant to invest their money in ventures that have a long incubation period. Given the
unstable political scenario in Kenya, few politicians would want to invest in long term ventures.
To minimise risk it would seem attractive to them to go for easy entry and easy exit industries.
Moreover, it would be easier to conceal corrupt deals in such industries. Another method under
this strategy was to avoid markets where direct competition with foreign or alien resident
owned was imminent.
Keep clean
Another approach is the âkeep clean and avoid problems strategyâ, under this approach the
business owners strive to keep their operations as clean as possible. Both the companyâs
physical facilities and operations are kept spotless. In doing such business owners are able to
seal loopholes that would otherwise be used by corrupt government officers against them. In
the long run this strategy improves the companyâs efficiency, in that it is able to deliver
superior services/ products to its clients. Besides, since the company is perceived as a victim, it
is able to benefit from sympathetic customers.
Although this strategy helps to keep business owners away from the corrupt officers, it is said
to stifle growth. The argument here is that if you do not âgreaseâ your transactions they will
take longer to be processed. This is harmful to a company and can slow down its operations.
However, it keeps the company away from predators.
Low visibility
The idea here is that the more visible the company is to politicians and other government
officials, the more vulnerable it is. To reduce this vulnerability, indigenous business owners
prefer to keep their business invisible. A number of methods are adopted under this strategy
among them: dealing with few but large clients, not advertising in the mass media, entering an
industry that deals with intangible products, diversifying into unrelated areas of business, joint-
ventures with foreign companies or registering the company in another country.
Most of these strategies are not unique to successful businesses in Kenya; however in Kenya
they are not used competitive but survival tool. Under this approach, indigenous businesses
adopt a low profile so as to keep âpredatorsâ away.
Although this approach has been used successful by a number of business owners, it has some
potential shortcomings. For instance, it is not suitable for a business that targets a large
consumer market. It may also make it difficult for purposes of tax revenue collection by the
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government. To some extend this approach explains why the indigenous middle in Kenya is
invisible.
Conclusion
In this paper the literature commenting on the role of the political-institutional environment
for indigenous business development in Kenya has been critical reviewed. Through
interpretive analysis of four medium sized indigenous businesses in Kenya, it is concluded
that the generalised notion of the âmissing middleâ is something of a misnomer when
evaluating small business growth. Indeed, it is found that business owners âmanageâ the
hostile political and institutional environment in order to successfully grow their businesses
but they do this by adopting a mix of four approaches/strategies. The key strategy is one of
maintaining âlow visibilityâ as a protective measure. The other successful strategies include
âchoosing markets carefullyâ, âkeeping cleanâ and developing a âfamily organisational cultureâ
This leads to the conclusion that the issue for small business development and growth in
Kenya be more appropriately understood as the âinvisible middleâ. In terms of policy
implications, perhaps a more enabling political-institutional environment might just be what
Kenya needs to achieve its industrialization target.
Appendix
Company/ Questions Company A Company B Company C Company D
Age 53 53 62 43
Marital status Married Married Married Married
Educational B.com, MBA, LLB B.Sc., MBA. LLB B.com Information
qualifications Technology
Major products Financial services Financial services Banking services Programming
and stock broking and insurance services and training
Duration in the 10 (19) years 26 years 10 years 10 years
business
Number of 1 3 8 1
employees at the
beginning.
50 Permanent
Number of current Over 500 55 38 (previously
51) 50 Casual
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Notes
1
Kenyaâs first President (1964- 1978). The late President was from the Kikuyu community
2
Kenyaâs current President (1978 â 2002). He is a Kalenjin
3
According to grapevine in Kenya
4
Each student was required to list five socio-political responses starting with what they perceived as the most
pressing one. The percentage of response was calculated bases on the number of students out of the total of sixty
who listed it as a problem. E.g. 44 out of 60 students cited political risk, unrest and insecurity as a problem.
5
Sunday Nation, 'Revealed: Kenya list of Corruption' January, 19, 2002, no 12908
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