{"title":"Customer Relationship Marketing on National Banking","authors":"Frans Sudirjo, Tjprc","doi":"10.24247/ijbmrdec20213","DOIUrl":"https://doi.org/10.24247/ijbmrdec20213","url":null,"abstract":"","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83067990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Money laundering is one of the biggest and the fastest growing problems in the contemporary world. It is seen that in legitimate economy most of the dirty money i.e. 38.6% comes from the investment fraudulent schemes, bankruptcy fraud and corporate frauds whereas, 27.5% comes from drug trafficking. This rising trend of money laundering and other financial frauds are due to several reasons, which include the activities in businesses that do not comply with professional ethics. The current research is a qualitative research that has used secondary data to derive the results. Because the study followed a deductive approach, the results of the study have been derived by utilising the existing theories and established data from published literature and different reports. The analysis of the obtained data has been conducted in the form of content analysis to attain the objectives of the current study. The findings of the study suggest that the international organisations have taken several steps to ensure the reduction of money laundering by imposing several unified acts based on the Vienna Convention and the Palermo Convention. It has also been found that ethically compliant professional activities also play an integral part against money laundering. Some of these activities have been reported as forming strong codes of conduct for monetary operations, informing the bad repercussions of participating in money laundering activities, and having proper control and management strategies in position that can have adequate monitoring on institutional improper conduct. The study recommends that every state should have regulated and monitored free trade zones as they are often used as the cornerstone of money laundering. Moreover, a centralised reporting system of the financial institutions have also been recommended, alongside the establishment of a regulatory body for the lawyers and accountants.
{"title":"International Anti-Money Laundering Measures and Professional","authors":"Mansoor Khan","doi":"10.37391/ijbmr.090309","DOIUrl":"https://doi.org/10.37391/ijbmr.090309","url":null,"abstract":"Money laundering is one of the biggest and the fastest growing problems in the contemporary world. It is seen that in legitimate economy most of the dirty money i.e. 38.6% comes from the investment fraudulent schemes, bankruptcy fraud and corporate frauds whereas, 27.5% comes from drug trafficking. This rising trend of money laundering and other financial frauds are due to several reasons, which include the activities in businesses that do not comply with professional ethics. The current research is a qualitative research that has used secondary data to derive the results. Because the study followed a deductive approach, the results of the study have been derived by utilising the existing theories and established data from published literature and different reports. The analysis of the obtained data has been conducted in the form of content analysis to attain the objectives of the current study. The findings of the study suggest that the international organisations have taken several steps to ensure the reduction of money laundering by imposing several unified acts based on the Vienna Convention and the Palermo Convention. It has also been found that ethically compliant professional activities also play an integral part against money laundering. Some of these activities have been reported as forming strong codes of conduct for monetary operations, informing the bad repercussions of participating in money laundering activities, and having proper control and management strategies in position that can have adequate monitoring on institutional improper conduct. The study recommends that every state should have regulated and monitored free trade zones as they are often used as the cornerstone of money laundering. Moreover, a centralised reporting system of the financial institutions have also been recommended, alongside the establishment of a regulatory body for the lawyers and accountants.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84249390","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this multiple case study was to explore strategies that managers of small and medium-sized enterprises (SMEs) use to effectively integrate knowledge management (KM) into business practices. The study population comprised of five managers from two SMEs operating in Uganda. The eligibility criteria were that participants had to be managers from Ugandan SMEs with a knowledge-intensive environment, with some responsibility of KM in the organization, and experienced with at least 1 year of successful KM practices. The conceptual framework for this study was theory z. Data were collected through face-to-face, semi-structured interviews, and reviews of company documents. Member checking was completed to strengthen credibility and trustworthiness. Synthesis: After methodological triangulation of the data sources collected and completion of Yin’s 5-step process of data analysis, five themes emerged: having supportive leadership, ensuring sustainability, embedding KM practices in the organization culture, socialization, and embracing modern technology. The findings of this study might promote social change by supporting small and medium-sized enterprise (SME) managers’ use of KM to expand opportunities for employees to learn new skills and knowledge leading to the expansion of employment opportunities.
{"title":"Successful Strategies for Using Knowledge Management in Small and Medium-Sized Enterprises","authors":"Josephine Kayaga Nsubuga-Mugoa","doi":"10.37391/ijbmr.090313","DOIUrl":"https://doi.org/10.37391/ijbmr.090313","url":null,"abstract":"The purpose of this multiple case study was to explore strategies that managers of small and medium-sized enterprises (SMEs) use to effectively integrate knowledge management (KM) into business practices. The study population comprised of five managers from two SMEs operating in Uganda. The eligibility criteria were that participants had to be managers from Ugandan SMEs with a knowledge-intensive environment, with some responsibility of KM in the organization, and experienced with at least 1 year of successful KM practices. The conceptual framework for this study was theory z. Data were collected through face-to-face, semi-structured interviews, and reviews of company documents. Member checking was completed to strengthen credibility and trustworthiness. Synthesis: After methodological triangulation of the data sources collected and completion of Yin’s 5-step process of data analysis, five themes emerged: having supportive leadership, ensuring sustainability, embedding KM practices in the organization culture, socialization, and embracing modern technology. The findings of this study might promote social change by supporting small and medium-sized enterprise (SME) managers’ use of KM to expand opportunities for employees to learn new skills and knowledge leading to the expansion of employment opportunities.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80147131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Health care spending accounts for 17.7% of the gross domestic product in the United States, and it is expected to continue rising at an annual rate of 5.3%. Despite high costs, health care quality lags behind other high-income countries; yet, over 70% of change initiatives fail. The purpose of this multiple case study was to explore strategies primary care leaders use for implementing quality improvement initiatives to improve patient outcomes and reduce waste in primary care facilities. The target population consisted of 3 health care leaders of 3 primary care facilities in southern California who successfully implemented quality improvement initiatives. The conceptual framework for this study was Kotter’s 8-step of change management. Data were collected through face-to-face semi-structured interviews with senior health care leaders, document review, and quality reports. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Four themes emerged from this study: communication, leadership support, inclusive decision-making, and employee recognition.
{"title":"Improving Quality in Primary Care: A Model for Change","authors":"Dr. Jose A. PonceVega, Dr. Irene A. Williams","doi":"10.37391/ijbmr.090310","DOIUrl":"https://doi.org/10.37391/ijbmr.090310","url":null,"abstract":"Health care spending accounts for 17.7% of the gross domestic product in the United States, and it is expected to continue rising at an annual rate of 5.3%. Despite high costs, health care quality lags behind other high-income countries; yet, over 70% of change initiatives fail. The purpose of this multiple case study was to explore strategies primary care leaders use for implementing quality improvement initiatives to improve patient outcomes and reduce waste in primary care facilities. The target population consisted of 3 health care leaders of 3 primary care facilities in southern California who successfully implemented quality improvement initiatives. The conceptual framework for this study was Kotter’s 8-step of change management. Data were collected through face-to-face semi-structured interviews with senior health care leaders, document review, and quality reports. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Four themes emerged from this study: communication, leadership support, inclusive decision-making, and employee recognition.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83877804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is change, continuing change, inevitable change that is the dominant factor in society today. No sensible decision can be made any longer without considering not only the world as it is, but the world as it will be. One of the key challenges for future leaders is to effectively and constructively lead change that is taking place both within organizations and in the broader social and political spheres. It is not past patterns of change that matter, it is that the nature of change is changing. As hyper-change alters the governing domain, leaders will be forced to change the ways they govern and lead – enter hyper-leaders. This article was written with three goals in mind: 1) to introduce strategies for an emerging style of leader; one who realizes that leadership is on the line and who must survive and thrive through the dangers of change, 2) to respond to a sansdemic drought, 3) to take notice of opportunities that act as accelerants to change which simply speed up the effects of a more nefarious and long-term volatile world.
{"title":"Hyper-Leading in an era of Hyper-Change","authors":"Linda Ellington","doi":"10.37391/IJBMR.090304","DOIUrl":"https://doi.org/10.37391/IJBMR.090304","url":null,"abstract":"It is change, continuing change, inevitable change that is the dominant factor in society today. No sensible decision can be made any longer without considering not only the world as it is, but the world as it will be. One of the key challenges for future leaders is to effectively and constructively lead change that is taking place both within organizations and in the broader social and political spheres. It is not past patterns of change that matter, it is that the nature of change is changing. As hyper-change alters the governing domain, leaders will be forced to change the ways they govern and lead – enter hyper-leaders. This article was written with three goals in mind: 1) to introduce strategies for an emerging style of leader; one who realizes that leadership is on the line and who must survive and thrive through the dangers of change, 2) to respond to a sansdemic drought, 3) to take notice of opportunities that act as accelerants to change which simply speed up the effects of a more nefarious and long-term volatile world.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87015160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Change management is a key issue for the survival and realization of organizational objectives in today's business environment, which is changing in different ways. Change has become a necessary constant for companies that need to change in order to remain competitive in the market. The ability to manage this change is seen as a basic skill of successful enterprises in contemporary entrepreneurship. These changes are undoubtedly manifested both locally and internationally. Economic globalization as an integrator has caused these two levels to merge into one, causing the difference between them to fade. This integration has been very intense lately. Leadership as the process by which an individual influences a group to achieve a common goal. Process means systematic and continuous actions and ways by which the leader influences subordinates. It should be noted that leadership is not a linear process but an interactive process and requires adaptation and innovation. Entrepreneurship and innovation in developing countries but also in developed countries in the contemporary era is influencing in all aspects of business development. This research for Kosovo condition confirms the following results: that the change process is an integral and necessary part of day-to-day management in these enterprises, identifying leadership challenges in implementing the change process and adapting enterprises to the contemporary environment continues to be vital to performance profitability and competitiveness. Answering research questions requires testing the relationships between variables (type of change, process factors, and success of the change). Testing of these connections is enabled using quantitative methods. As a result, the use of questionnaires as a method for data collection in this paper enables: research and analysis of possible relationships between the variables taken in the study, and tends to 'open' issues that will be of interest to be explored in the future. These leadership activities, adapting the efforts to maximize the existing opportunities in the environment of strong competition and following the contemporary development trends in the enterprise have been researched during the processes of change in the enterprise are: creating a strong leadership team to lead the processes, develop a vision to assist and guide efforts to achieve strategic objectives, designing and communicating the strategy to achieve the planned results, providing training and career development for employees to understand, reduce resistance and motivate to achieve the mission and vision of the enterprise.
{"title":"Contemporary Entrepreneurship: Change process - Leadership – Innovation","authors":"Oman Sefaj","doi":"10.37391/IJBMR.090302","DOIUrl":"https://doi.org/10.37391/IJBMR.090302","url":null,"abstract":"Change management is a key issue for the survival and realization of organizational objectives in today's business environment, which is changing in different ways. Change has become a necessary constant for companies that need to change in order to remain competitive in the market. The ability to manage this change is seen as a basic skill of successful enterprises in contemporary entrepreneurship. These changes are undoubtedly manifested both locally and internationally. Economic globalization as an integrator has caused these two levels to merge into one, causing the difference between them to fade. This integration has been very intense lately. Leadership as the process by which an individual influences a group to achieve a common goal. Process means systematic and continuous actions and ways by which the leader influences subordinates. It should be noted that leadership is not a linear process but an interactive process and requires adaptation and innovation. Entrepreneurship and innovation in developing countries but also in developed countries in the contemporary era is influencing in all aspects of business development. This research for Kosovo condition confirms the following results: that the change process is an integral and necessary part of day-to-day management in these enterprises, identifying leadership challenges in implementing the change process and adapting enterprises to the contemporary environment continues to be vital to performance profitability and competitiveness. Answering research questions requires testing the relationships between variables (type of change, process factors, and success of the change). Testing of these connections is enabled using quantitative methods. As a result, the use of questionnaires as a method for data collection in this paper enables: research and analysis of possible relationships between the variables taken in the study, and tends to 'open' issues that will be of interest to be explored in the future. These leadership activities, adapting the efforts to maximize the existing opportunities in the environment of strong competition and following the contemporary development trends in the enterprise have been researched during the processes of change in the enterprise are: creating a strong leadership team to lead the processes, develop a vision to assist and guide efforts to achieve strategic objectives, designing and communicating the strategy to achieve the planned results, providing training and career development for employees to understand, reduce resistance and motivate to achieve the mission and vision of the enterprise.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76178792","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Post-crisis leadership is a proactive approach where leaders must survey the internal and external environments to garner the trend of consumers buying behaviors. During this time, data analytics, re-energizing of sales and selecting a leadership style is crucial in beating your industry competitors. By reading this article, it will give leaders a new look on how to create marketing, and employee development strategies in defining their organizations. Strategic and tactical planning are key concepts needed to create internal activities for immediate implementation. Employees and leaders must work together to create a win-win situation for the consumer during these unprecedented times. This article will discuss several main theories. Those theories include: Customer Relationship Management, Four Functions of Management and Servant Leadership. In a post-crisis pandemic, leaders must learn how to plan, organize, lead and control. The planning phase leads managers to develop an overall strategy by selecting goals, allocating resources and determining success rates of the plans to improve the overall strategy of the organization. During the second phase, organizing determines the organizational structure for executing the plans, assigns authorities, defines resource allocations and details how well tasks will be organized. In the third phase, leading will identify those who will head the plan and manage all tasks during implementation. Controlling is the last phase where continuous monitoring occurs surrounding goals completions and interventions. Customer Relationship Management and Servant Leadership focus on strengthening relationships with your customers to determine what are the next steps in satisfying their buying behaviors. Leaders have to help customers get as much value from the product or service as they can. Organizations have to develop a meaningful partnership so the customer can generate revenue. Finally, leaders have to be proactive, develop long-term relationship bonding, demonstrate product/service value, and generate revenue.
{"title":"Post- Crisis Leadership: How Leaders can Embrace Chaos","authors":"Denean Robinson","doi":"10.37391/IJBMR.080405","DOIUrl":"https://doi.org/10.37391/IJBMR.080405","url":null,"abstract":"Post-crisis leadership is a proactive approach where leaders must survey the internal and external environments to garner the trend of consumers buying behaviors. During this time, data analytics, re-energizing of sales and selecting a leadership style is crucial in beating your industry competitors. By reading this article, it will give leaders a new look on how to create marketing, and employee development strategies in defining their organizations. Strategic and tactical planning are key concepts needed to create internal activities for immediate implementation. Employees and leaders must work together to create a win-win situation for the consumer during these unprecedented times. \u0000This article will discuss several main theories. Those theories include: Customer Relationship Management, Four Functions of Management and Servant Leadership. In a post-crisis pandemic, leaders must learn how to plan, organize, lead and control. The planning phase leads managers to develop an overall strategy by selecting goals, allocating resources and determining success rates of the plans to improve the overall strategy of the organization. During the second phase, organizing determines the organizational structure for executing the plans, assigns authorities, defines resource allocations and details how well tasks will be organized. In the third phase, leading will identify those who will head the plan and manage all tasks during implementation. Controlling is the last phase where continuous monitoring occurs surrounding goals completions and interventions. \u0000Customer Relationship Management and Servant Leadership focus on strengthening relationships with your customers to determine what are the next steps in satisfying their buying behaviors. Leaders have to help customers get as much value from the product or service as they can. Organizations have to develop a meaningful partnership so the customer can generate revenue.\u0000Finally, leaders have to be proactive, develop long-term relationship bonding, demonstrate product/service value, and generate revenue.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74526569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The banking and financial services industry is getting disintermediated. The platform model is disrupting almost every industry and banking and financial services industry is not an exception. Platform players are giving serious competition to the traditional banking and financial services players. The disintermediation of the vertically integrated value chain is altering the industry landscape across geographies. Amazon, Google, Apple, Facebook in North America and Alibaba, Baidu and Tencent in China are acquiring new customers and offering products and services on their ecosystem as Orchestrators, while their partners are taking advantage of the ecosystem and creating competitive advantage through their products and services. The disruption of the traditional vertically integrated industry structure looks real and may have reaching consequences. The cost advantage of the platform model will lure firms to be partners in this model. The network effect of the platform model makes it a sustainable business model with long term revenue opportunities. Traditional firms may need to alter the way they did business to survive the onslaught from platform players.
{"title":"The Rise of Platform-based Models and its Impact on Banking and Financial Services","authors":"S. Dutta","doi":"10.37391/IJBMR.080408","DOIUrl":"https://doi.org/10.37391/IJBMR.080408","url":null,"abstract":"The banking and financial services industry is getting disintermediated. The platform model is disrupting almost every industry and banking and financial services industry is not an exception. Platform players are giving serious competition to the traditional banking and financial services players. The disintermediation of the vertically integrated value chain is altering the industry landscape across geographies. Amazon, Google, Apple, Facebook in North America and Alibaba, Baidu and Tencent in China are acquiring new customers and offering products and services on their ecosystem as Orchestrators, while their partners are taking advantage of the ecosystem and creating competitive advantage through their products and services. The disruption of the traditional vertically integrated industry structure looks real and may have reaching consequences. The cost advantage of the platform model will lure firms to be partners in this model. The network effect of the platform model makes it a sustainable business model with long term revenue opportunities. Traditional firms may need to alter the way they did business to survive the onslaught from platform players.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79925575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is a well-known fact that budgetary allocations need to be based on a just formula for balanced service delivery in the modern world. This paper describes the intergovernmental formula designed for Rwanda in 2003 to allocate grants from the central to local governments (LGs). First, the previous criterion, the Local Authority Budget Support Fund, was reviewed. This was followed by a literature review and field visits. Finally, the specifications of the mathematical model are described, followed by the proxy selection, data analysis, econometric evaluation, and estimations used in the study. In 2003, data analysis revealed that LGs had low fiscal capacities and ubiquitous fiscal needs. These were proxied by mean own source revenues and expenditure needs, respectively, in the proposed formula. The difference between the two was taken as the mean fiscal gap. This formula corrected the inherent weaknesses in the previous transfer system. It proposed weighting parameters to determine subnational transfer entitlements. Additionally, it constructed and applied welfare poverty and fiscal gap indices that captured the behavior of LGs in terms of wellbeing, fiscal needs, and revenue capacity for the first time in Rwanda. The study recommendations were entirely adopted by the government. The formula was used to allocate unconditional grants from the central government to LGs to improve service delivery and reduce poverty. The study also highlights that any successful transfer formula design depends on how the following are determined—the transfer pool, weights, proposed variables, and proxy indices—and how they enter the model.
{"title":"Rwanda: Lessons from Applied Intergovernmental Fiscal Equalization Formula","authors":"L. L. Shirima","doi":"10.37391/IJBMR.080402","DOIUrl":"https://doi.org/10.37391/IJBMR.080402","url":null,"abstract":"It is a well-known fact that budgetary allocations need to be based on a just formula for balanced service delivery in the modern world. This paper describes the intergovernmental formula designed for Rwanda in 2003 to allocate grants from the central to local governments (LGs). First, the previous criterion, the Local Authority Budget Support Fund, was reviewed. This was followed by a literature review and field visits. Finally, the specifications of the mathematical model are described, followed by the proxy selection, data analysis, econometric evaluation, and estimations used in the study.\u0000In 2003, data analysis revealed that LGs had low fiscal capacities and ubiquitous fiscal needs. These were proxied by mean own source revenues and expenditure needs, respectively, in the proposed formula. The difference between the two was taken as the mean fiscal gap. \u0000This formula corrected the inherent weaknesses in the previous transfer system. It proposed weighting parameters to determine subnational transfer entitlements. Additionally, it constructed and applied welfare poverty and fiscal gap indices that captured the behavior of LGs in terms of wellbeing, fiscal needs, and revenue capacity for the first time in Rwanda. \u0000The study recommendations were entirely adopted by the government. The formula was used to allocate unconditional grants from the central government to LGs to improve service delivery and reduce poverty. The study also highlights that any successful transfer formula design depends on how the following are determined—the transfer pool, weights, proposed variables, and proxy indices—and how they enter the model.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89270418","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
After the pandemic COVID-19 breakout, there has been a significant decline in the property listings. Though the Centre has focused on the affordable housing space for reforms, there has been no visible reforms in view of the realty developers. Due to the recent moratorium imposed on the term loans, credit sources have been tightened for the realty developers coupled with other aspects. Given the difficulty in credit availing conditions in the sector, the article discusses the distressed funds as alternatives to uplift the sector. However, there are certain hurdles for the distressed funds in the form of capital structures to act quickly and operate efficiently. The article in this regard discusses certain changes in the regulatory framework that allows flexibility in the capital outlay in the residential real estate projects.
{"title":"Solid Financial Reforms are Needed to Uplift the Distressed Real Estate Sector","authors":"Syed Hasan Jafar","doi":"10.37391/IJBMR.080401","DOIUrl":"https://doi.org/10.37391/IJBMR.080401","url":null,"abstract":"After the pandemic COVID-19 breakout, there has been a significant decline in the property listings. Though the Centre has focused on the affordable housing space for reforms, there has been no visible reforms in view of the realty developers. Due to the recent moratorium imposed on the term loans, credit sources have been tightened for the realty developers coupled with other aspects. Given the difficulty in credit availing conditions in the sector, the article discusses the distressed funds as alternatives to uplift the sector. However, there are certain hurdles for the distressed funds in the form of capital structures to act quickly and operate efficiently. The article in this regard discusses certain changes in the regulatory framework that allows flexibility in the capital outlay in the residential real estate projects.","PeriodicalId":37927,"journal":{"name":"International Journal of Management and Business Research","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81667000","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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