Pub Date : 2014-07-17DOI: 10.4172/2169-026X.1000113
K. Ramakrishna
Women from the weaker sections of the society organized in to Self Help Groups (SHG) are running enterprises in various regions in both urban and rural India. These enterprises belong to sectors like agriculture, manufacturing and services. The initial capital required for the micro venture may come through micro credit which in many cases is supplemented by bigger loans through linkage of the SHG with some nationalized bank in the area, and in some cases may also receive bank end subsidy support. These micro ventures have been initiated with the objective of providing a means of livelihood to the members and some have been successful as they have provided a decent income to the members while some others have not. The reason may be many and the study tries to identify some of the enabling performance factors. The research looks at the performance of 125 micro enterprises that have been facilitated by a government run programme in Karnataka. Majority of these enterprises had received training and subsidy support from the government, under various subsidy and employment promotion programmes. The study is cross sectional and compares group run enterprises engaged in different entrepreneurial activity. A number of factors may have resulted in better performance, which is measured primarily in terms of turnover growth and growth in per capita income from the enterprise for those engaged in the group run entrepreneurial activity. The study suggests that choice of the activity, forward or market linkages, hand holding support for an extended period of time maybe more vital than subsidy for successful micro entrepreneurship promotion and only then there would be sustainable income generation from the entrepreneurial activity, which would ensure inclusive growth.
{"title":"Rural Entrepreneurship through Micro Finance, Bank Lending and Subsidy in Karnataka","authors":"K. Ramakrishna","doi":"10.4172/2169-026X.1000113","DOIUrl":"https://doi.org/10.4172/2169-026X.1000113","url":null,"abstract":"Women from the weaker sections of the society organized in to Self Help Groups (SHG) are running enterprises in various regions in both urban and rural India. These enterprises belong to sectors like agriculture, manufacturing and services. The initial capital required for the micro venture may come through micro credit which in many cases is supplemented by bigger loans through linkage of the SHG with some nationalized bank in the area, and in some cases may also receive bank end subsidy support. These micro ventures have been initiated with the objective of providing a means of livelihood to the members and some have been successful as they have provided a decent income to the members while some others have not. The reason may be many and the study tries to identify some of the enabling performance factors. The research looks at the performance of 125 micro enterprises that have been facilitated by a government run programme in Karnataka. Majority of these enterprises had received training and subsidy support from the government, under various subsidy and employment promotion programmes. The study is cross sectional and compares group run enterprises engaged in different entrepreneurial activity. A number of factors may have resulted in better performance, which is measured primarily in terms of turnover growth and growth in per capita income from the enterprise for those engaged in the group run entrepreneurial activity. The study suggests that choice of the activity, forward or market linkages, hand holding support for an extended period of time maybe more vital than subsidy for successful micro entrepreneurship promotion and only then there would be sustainable income generation from the entrepreneurial activity, which would ensure inclusive growth.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124948496","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}
Pub Date : 2014-07-11DOI: 10.4172/2169-026X.1000114
S. K. Nath
The Small Scale Industry sector provides a panacea for less developed countries which aspires for higher growth in the face of shortage of capital, infrastructural bottlenecks, and a dearth of resources. The development of this sector hinges on the synchronized efforts of the governments, financial institutions and the entrepreneurs. There have been policy interventions undertaken by the state to promote this sector both in the pre-independence period and also after India secured its independence. Although some opportunities emerged for indigenous entrepreneurship in selected areas under the patronage of the colonial government however there was no systematic or deliberate approach on part of the British to revive, promote or develop Indian indigenous industries. After independence, state intervention for the development of the small-scale industries in India was policy-specific aiming at varied objectives. The broad policy thrusts was to expand the capability of small and micro enterprises, to generate employment, promote exports, further the process of rural industrialization, and facilitate the development of appropriate technologies and new enterprise. Post-independence, SSI sector has been assigned a special status partly due to ideological reasons and partly due to social realities that created political compulsions. Successive state policies were implemented to inject more vitality and growth impetus to the SSI sector so that it could contribute to the economy in terms of output, employment and exports. Deregulation, de-bureaucratization and simplification of rules, regulations and procedures in establishing and maintaining small units were made. The MSMED Act, 2006 provided for the first ever legal framework for recognition of the concept of ‘enterprise’ and integrated the three tiers of micro, small and medium enterprises. The Act aimed at imparting greater vitality and growth impetus to the three categories of enterprises in terms of output, employment and exports and instilling a competitive culture based on heightened technology awareness. The enactment of this historic MSMED Act represents a paradigm shift where the policy of protection has now been replaced by the policy of promotion of SSI sector.
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Pub Date : 2013-09-03DOI: 10.4172/2169-026X.1000E107
H. Irani
One of the most important issues is to apply novel concept in management sciences. Align with spirituality at work, Organizational citizenship behavior and positive organizational behavior I want to introduce generosity in organization. In recent years, an overwhelming body of knowledge is available on generosity & philanthropy in the social sciences. These Researches appears in journals of very different disciplines, including marketing, economics, social psychology, biological psychology, neurology and brain sciences, sociology, political science, anthropology, biology, and evolutionary psychology Bekkers in academic and professional literature and research reports produced by research centers and foundations Vaidyanathan. Although you can find its root in prosocial behavior Hinde, Organizational citizenship behavior, volunteer program Wilson, cooperation Dovidio, corporate social responsibility, corporate giving, corporate philanthropy and corporate generosity, you cannot find a unique acceptable definition that cover all of mentioned terms in different disciplines. There are some challenges about generosity in organization like problems in conceptualization, methods and measurement, sampling and response rate that should be considered by interested scholars.
{"title":"Generosity in Organization","authors":"H. Irani","doi":"10.4172/2169-026X.1000E107","DOIUrl":"https://doi.org/10.4172/2169-026X.1000E107","url":null,"abstract":"One of the most important issues is to apply novel concept in management sciences. Align with spirituality at work, Organizational citizenship behavior and positive organizational behavior I want to introduce generosity in organization. In recent years, an overwhelming body of knowledge is available on generosity & philanthropy in the social sciences. These Researches appears in journals of very different disciplines, including marketing, economics, social psychology, biological psychology, neurology and brain sciences, sociology, political science, anthropology, biology, and evolutionary psychology Bekkers in academic and professional literature and research reports produced by research centers and foundations Vaidyanathan. Although you can find its root in prosocial behavior Hinde, Organizational citizenship behavior, volunteer program Wilson, cooperation Dovidio, corporate social responsibility, corporate giving, corporate philanthropy and corporate generosity, you cannot find a unique acceptable definition that cover all of mentioned terms in different disciplines. There are some challenges about generosity in organization like problems in conceptualization, methods and measurement, sampling and response rate that should be considered by interested scholars.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132817085","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}
Pub Date : 2013-08-29DOI: 10.4172/2169-026X.1000105
S. Bryan
This article assesses bank management?s perspective on the use and effectiveness of the risk measurement system under Basel II that set capital requirements for banks. These requirements encouraged the use of risk measurement. Semi-structured interviews with various bank managers at Viking Bank (a fictitious name) provide the empirical data for this research. These interviews were conducted after the global financial crisis that led, among other events, to the bankruptcy of Lehman Brothers. Viking Bank was an important European bank that embraced Basel II and risk measurement. In its efforts to implement risk measurement, the bank?s management accounting department was reduced and subordinated to the risk measurement department. Risk measurement information became the bank?s primary source of information for some loans. The financial crisis has made us more reluctant to use risk measurement. This was not the case before the crisis hit us. (Senior bank manager, Internal Auditing, Viking Bank)
{"title":"Evaluation of Risk and Bank Management","authors":"S. Bryan","doi":"10.4172/2169-026X.1000105","DOIUrl":"https://doi.org/10.4172/2169-026X.1000105","url":null,"abstract":"This article assesses bank management?s perspective on the use and effectiveness of the risk measurement system under Basel II that set capital requirements for banks. These requirements encouraged the use of risk measurement. Semi-structured interviews with various bank managers at Viking Bank (a fictitious name) provide the empirical data for this research. These interviews were conducted after the global financial crisis that led, among other events, to the bankruptcy of Lehman Brothers. Viking Bank was an important European bank that embraced Basel II and risk measurement. In its efforts to implement risk measurement, the bank?s management accounting department was reduced and subordinated to the risk measurement department. Risk measurement information became the bank?s primary source of information for some loans. The financial crisis has made us more reluctant to use risk measurement. This was not the case before the crisis hit us. (Senior bank manager, Internal Auditing, Viking Bank)","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131381482","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}
Pub Date : 2013-06-01DOI: 10.4172/2169-026X.1000136
Yukichi Mano, A. Suzuki
The exit and takeover of firms influence the structure and economic efficiency of an industry. The existing literature suggests that firms gradually learn about their own productivity. Some stagnate and ultimately exit if they encounter unfavorable prospects; others survive and grow. This selection process implies that the probability of firm exit initially increases with firm age as learning progresses before it eventually falls as learning is completed. We use a firm-level panel of Ethiopia’s cut flower industry to confirm this theoretical implication. The empirical results also suggest that takeover improves productivity and profitability of average firms endowed with a favorable business environment.
{"title":"Industrial Development through Takeovers and Exits: The Case of the Cut Flower Exporters in Ethiopia","authors":"Yukichi Mano, A. Suzuki","doi":"10.4172/2169-026X.1000136","DOIUrl":"https://doi.org/10.4172/2169-026X.1000136","url":null,"abstract":"The exit and takeover of firms influence the structure and economic efficiency of an industry. The existing literature suggests that firms gradually learn about their own productivity. Some stagnate and ultimately exit if they encounter unfavorable prospects; others survive and grow. This selection process implies that the probability of firm exit initially increases with firm age as learning progresses before it eventually falls as learning is completed. We use a firm-level panel of Ethiopia’s cut flower industry to confirm this theoretical implication. The empirical results also suggest that takeover improves productivity and profitability of average firms endowed with a favorable business environment.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"2015 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129472478","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}
Pub Date : 2013-05-16DOI: 10.4172/2169-026X.1000E106
Jeremy Berkowitz
{"title":"The Financial Services Industry Through the Great Recession and Beyond","authors":"Jeremy Berkowitz","doi":"10.4172/2169-026X.1000E106","DOIUrl":"https://doi.org/10.4172/2169-026X.1000E106","url":null,"abstract":"","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"49 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121230663","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}
Pub Date : 2013-03-10DOI: 10.4172/2169-026X.1000102
Abdulwaheed Dauda
In today’s global, competitive environment, mergers and acquisitions are sometimes the only means for long-term survival and growth of firms. The underlying principle behind MA the synergy produces the additional value of 5. It is imperative that everyone involved in the process has a detail understanding of how the process works. An appropriate valuation method must be adopted to ascertain the worth of the companies in order to know whether the deal will be beneficial for the business concern. Merger and Acquisition especially in the banking sector is now a global phenomenon, the last few years has witnessed the creation of the world’s banking groups through M & A. All over the world and given the internationalization of finance, size has become an important ingredient for success in the globalizing world. The option of consolidation is predicated on the relationship between the two banks that are merging, the benefits accruing there-from involves creation of synergies and economies of scale, expanding operations and cutting costs. However, to ensure that the synergy envisage is fully harnessed, and to mitigate post-consolidation conflicts, adequate steps should be taken to train and retrain the staff of all the banks that have scaled the capitalization huddle while the regulatory environment has to be tightened to close all the loopholes that could come up as a result of the increased size of the firms in the industry.
{"title":"An Eagle Eye View of Mergers and Acquisitions: A recipe for ventureexpansion","authors":"Abdulwaheed Dauda","doi":"10.4172/2169-026X.1000102","DOIUrl":"https://doi.org/10.4172/2169-026X.1000102","url":null,"abstract":"In today’s global, competitive environment, mergers and acquisitions are sometimes the only means for long-term survival and growth of firms. The underlying principle behind MA the synergy produces the additional value of 5. It is imperative that everyone involved in the process has a detail understanding of how the process works. An appropriate valuation method must be adopted to ascertain the worth of the companies in order to know whether the deal will be beneficial for the business concern. Merger and Acquisition especially in the banking sector is now a global phenomenon, the last few years has witnessed the creation of the world’s banking groups through M & A. All over the world and given the internationalization of finance, size has become an important ingredient for success in the globalizing world. The option of consolidation is predicated on the relationship between the two banks that are merging, the benefits accruing there-from involves creation of synergies and economies of scale, expanding operations and cutting costs. However, to ensure that the synergy envisage is fully harnessed, and to mitigate post-consolidation conflicts, adequate steps should be taken to train and retrain the staff of all the banks that have scaled the capitalization huddle while the regulatory environment has to be tightened to close all the loopholes \u0000that could come up as a result of the increased size of the firms in the industry.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"311 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123736188","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}
Pub Date : 2012-07-25DOI: 10.4172/2169-026X.1000E103
R. Mcgowan
While the concept of entrepreneurship has existed for some time, we are witnessing a resurgence in both research as well as formal degree programs. I think this is triggered by a number of factors. One key factor is that most net new growth in jobs today emanates from small to medium-size businesses. Larger firms are turning to alternative organizational forms to compete in the global economy. This ranges from trimming the various managerial layers to strategic outsourcing as well as joint ventures.
{"title":"Innovation, Creativity, and Entrepreneurship","authors":"R. Mcgowan","doi":"10.4172/2169-026X.1000E103","DOIUrl":"https://doi.org/10.4172/2169-026X.1000E103","url":null,"abstract":"While the concept of entrepreneurship has existed for some time, we are witnessing a resurgence in both research as well as formal degree programs. I think this is triggered by a number of factors. One key factor is that most net new growth in jobs today emanates from small to medium-size businesses. Larger firms are turning to alternative organizational forms to compete in the global economy. This ranges from trimming the various managerial layers to strategic outsourcing as well as joint ventures.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128711395","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}
Pub Date : 2012-06-29DOI: 10.4172/2169-026X.1000E101
A. Bell, Dayle M. Smith
{"title":"When the Leader Hits the Wall: A Case of Organizational Paralysis","authors":"A. Bell, Dayle M. Smith","doi":"10.4172/2169-026X.1000E101","DOIUrl":"https://doi.org/10.4172/2169-026X.1000E101","url":null,"abstract":"","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121508179","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}
Pub Date : 2012-04-23DOI: 10.4172/2169-026X.1000101
Martin P. Begede
This paper traces the historical background of nationalisation in South Africa and examines the views of the ANC Youth League in the light of the current debate on nationalization in South Africa. It draws lessons from the Zambian experience and put them into perspective. It is observed that nationalisation is usually followed by privatization and then renationalization. The requirement of a 60% stake in mining companies is significantly high and deters investors as they are unable to get a controlling interest in their own companies from the onset. A volatile legislative environment further aggravates the situation.
{"title":"Nationalization is a Direct Enemy to Entrepreneurship and it Kills Entrepreneurial Spirit: The Case of South Africa","authors":"Martin P. Begede","doi":"10.4172/2169-026X.1000101","DOIUrl":"https://doi.org/10.4172/2169-026X.1000101","url":null,"abstract":"This paper traces the historical background of nationalisation in South Africa and examines the views of the ANC Youth League in the light of the current debate on nationalization in South Africa. It draws lessons from the Zambian experience and put them into perspective. It is observed that nationalisation is usually followed by privatization and then renationalization. The requirement of a 60% stake in mining companies is significantly high and deters investors as they are unable to get a controlling interest in their own companies from the onset. A volatile legislative environment further aggravates the situation.","PeriodicalId":433140,"journal":{"name":"Journal of Entrepreneurship & Organization Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131255546","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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