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Relevant bibliographies by topics / Small business management

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Academic literature on the topic 'Small business management'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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Journal articles on the topic "Small business management"

1

Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko, and Iuliia Samoilyk. "Management of small business entities." Independent Journal of Management & Production 11, no. 8 (May 1, 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.

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The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.

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Abdilakimov, Gofur. "ANALYSIS OF SOME ASPECTS OF SMALL BUSINESS MANAGEMENT." International Journal Of Management And Economics Fundamental 03, no. 03 (March 1, 2023): 5–13. http://dx.doi.org/10.37547/ijmef/volume03issue03-02.

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Small business and private entrepreneurship play an important role in the socio-economic development of all countries in the conditions of globalization taking place in the world today. In the current era of rapid changes, attention is being paid to business and entrepreneurship as one of the decisive, strategically important, priority areas of economic reforms. Because this industry is an industry that can quickly adapt to the demands and changes in the world and regional markets, and can quickly withstand the threats and negative consequences of the global financial and economic crisis. Today, 90% of businesses in developing countries are small and medium-sized enterprises, and they provide the opportunity to create more than 50% of jobs. Formally established small business enterprises account for 40% of the GDP of these countries. The World Bank estimates that by 2030, 600 million jobs will be needed to keep up with the growing population. This requires rapid development and institutional modernization of small business and private entrepreneurship. Therefore, this problem sets the task of expanding the scope of scientific research in this regard, introducing innovative technologies to the field on a large scale.

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Wilmshurst, Trevor, and Despina Whitefield. "Total Quality Management in Small Business Small Business Saviour?" Small Enterprise Research 4, no. 3 (January 1996): 65–81. http://dx.doi.org/10.5172/ser.4.3.65.

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Taylor, Terry. "SMALL BUSINESS MANAGEMENT PROJECT." Journal of Small Business - Canada 2, no. 4 (January 1985): 50–58. http://dx.doi.org/10.1080/0820957x.1985.10600614.

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Khomeriky, Temur. "Priorities of Small Business Management." Caucasus Journal of Social Sciences 1, no. 1 (November 10, 2023): 94–118. http://dx.doi.org/10.62343/cjss.2008.6.

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The economic stabilization of a country in a market economytransition period significantly depends on the society's stability.Small businesses are the basis of today's Georgian economics,but because of unsuitable management, advantagesof this form of business organization are not completely realized.Mostly small entrepreneur structures are handled bytheir owners, but it is not always advisable. Mainly nonhierarchicalsmall business management structures do not giverise to formal relations, what not existence of suitable managingstyle stipulates inadequate organization behavior, butunorganized management becomes primitive. It is often thereason small business entrepreneurs fail. So, suitable managementfor small business is as necessary as initial capital,tangible assets and other factors of development. Because ofsmall business managements, un-development increased followingnegative events: diversification policy directingbecomes harder because of little opportunities to overcomethe difficulties of entering and leaving from one sector toanother, effective inventions attraction opportunities arereduced while groundless business-strategy conditions;bankrupt risk is large because of uncompetitive managerialdecisions; the quality of using business consulting is low andit is often used not to make optimal decisions but to documentingalready made decisions; business educations systemin Georgia can't satisfy the requirements of small business,because neither entrepreneurs have exact formulateddemand on managerial education, nor is the active staffersre-training system market adequate. It's clear that solving theaforesaid problems is impossible without concerning consensusachievement of stakeholders and strong will. Most managersand entrepreneurs pay less attention to strategicapproaches while managing small business structures.Managers of small structures are required to be flexiblethinkers and dynamic actors in the marketplace, while estimatingstrategic alternatives for elaborating the most preferablestrategy by observation of the environment without complexresearch. They provide SWOT analyze, estimate competitiveness,foresee opportunities of outsourcing, analyze valuechains, plan business operations and project organizationprocess and etc. All of this requires a special style of management,one which must provide small business advantagessuch as: high maneuvering, flexibility, effective informational-communicative connection, entrepreneur - innovativepotential and other. Time budgeting by a manager mustinclude equal expenses for work planning-organizing andcontrol, also motivation and support for employees.

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Minakov, Andrey. "Small Business Financial Risk Management." Russian Journal of Management 10, no. 2 (July 26, 2022): 31–35. http://dx.doi.org/10.29039/2409-6024-2022-10-2-31-35.

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The current stage is characterized by the intensification of integration processes and globalization processes, thereby causing high turbulence of the environment, which has a significant impact on the economy of the country and all its participants, respectively. This carries significant risks to small businesses, which is the main driver in the development of the economy. And these risks are mainly related to the financial component. Financial risks largely reflect market risks. They require competent and effective management, as well as minimizing the degree of possible negative impact. The purpose of the study is to study financial risk management in small businesses, which makes it necessary to study both theoretical approaches to understanding financial risks and practical approaches to risk management at the present stage. The object of the study is small business enterprises of different regions, but of the same field of activity. The main methods used in the article are the comparative method (used in comparing some indicators of different small businesses), the analytical method, the coefficient method (using accounting financial reporting data) and some others. Research results: an analysis of the financial risks of several enterprises related to small business entities was carried out, which gives an understanding of the current situation in the field of entrepreneurship, the ability of competent management and the need for support.

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Brady, Anna. "Small Business." Journal of Business Strategy 16, no. 2 (February 1995): 44–52. http://dx.doi.org/10.1108/eb039690.

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Wiśniewski, Jerzy Witold. "Forecasting in Small Business Management." Risks 9, no. 4 (April 9, 2021): 69. http://dx.doi.org/10.3390/risks9040069.

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This work aims to verify an authorial forecasting method from a system of interdependent equations, which is based on empirical equations of the structural form and is mainly intended for econometric micromodels. The prediction procedure will be analogous to the so-called chain prediction that is used for recursive models. The difference—compared with the prediction from a recursive model—entails the necessity of using one of the reduced-form empirical equations to begin the procedure of constructing a sequence of forecasts from successive structural-form empirical equations. The research results presented above indicate that the above-proposed iterative forecasting method from structural-form equations of a system of interdependent equations guarantees synchronization of forecasts as part of a closed cycle of relations. A different number of iterations is required to obtain convergent forecasts. It can be noticed that the further ahead the forecasted period is, the more iterations should be carried out to obtain convergent forecasts. Small business management with the use of forecasting can be done remotely. Rapid updates of statistical information will require cloud-based communication. Completion of data in a cloud will allow, on one hand, accurate assessment of expired forecasts and, on the other, to update the predictor equations. This can be carried out at any place with Internet access.

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Gregory, Geoffrey, and Terry Hill. "Small Business: Production/Operations Management." Journal of the Operational Research Society 39, no. 7 (July 1988): 696. http://dx.doi.org/10.2307/2582196.

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Boian, Nicolae. "Management of Small Business’ Recovery." RECENT - REzultatele CErcetărilor Noastre Tehnice 19, no. 2 (November 29, 2018): 89–96. http://dx.doi.org/10.31926/recent.2018.55.089.

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Dissertations / Theses on the topic "Small business management"

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Clink, Stuart. "Risk management in small business." Thesis, Glasgow Caledonian University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364744.

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Wilson, Dovie. "Small Business Crisis Management Strategies." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2706.

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The absence of adequate crisis management strategies in small firms could result in a premature small business closure. A qualitative multiple-case study was used to explore the crisis management strategies that 3 small business owners have used to survive an unexpected operational interruption. The small business owners in this study were from different industries in the southeast region of the United States and each owner owned a business for more than 5 years and had survived at least a single crisis. The theory of crisis management and crisis intervention theory were the conceptual frameworks for this study. Data collection occurred through semistructured face-to-face interviews with small business owners; observations; and a review of company documents comprised of business plans, insurance policies, floor plans, and emergency exit routes. Data were thematically analyzed and then triangulated to ensure trustworthiness of interpretations. The findings included 3 emergent themes: the importance of developing survival strategies; transparency, open communication, and relationship building; and creative thinking as a survival strategy. Recommendations for action include securing adequate insurance coverage, investing in a worker's compensation policy, and maintaining transparent and fluent communications with vendors and consumers. Small business owners who implement survival strategies may contribute to positive social change by continuing to create employment opportunities that improve economic conditions in local communities.

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Higdon, Lora Elizabeth. "Change management for small business leaders." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10182301.

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Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

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O'Neil, Meganne Ross. "Teaching modules for small business financial management." Master's thesis, This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-02162010-020108/.

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Parker, Richard Andrew. "Explaining successful information management in small business." Thesis, Durham University, 2008. http://etheses.dur.ac.uk/1853/.

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Palyvoda, O. M., and D. Barsuk. "Peculiarities of personnel management in small business." Thesis, КНУТД, 2016. https://er.knutd.edu.ua/handle/123456789/4899.

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В, Hassan Rukayat. "Management of business promotion for small company." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81776.

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Метою дипломної роботи є розробка плану управління просуванням бізнесу компанії, що спеціалізується. Ми досліджували, як забезпечити вигідну роботу компанії протягом багатьох років. Відповідно до мети завдання дослідження: - Отримати знання про поведінку клієнтів та їх цінності краще, ніж інші компанії. - Просувати свої послуги та товари, а також відрізнятися від конкурентів. - Це охоплення цільових сегментів споживачів, надання їм унікальних послуг та продуктів та формування довготривалих відносин з лояльними клієнтами. - Забезпечити прибуткову діяльність компанії протягом багатьох років. - Залучення більшої кількості клієнтів та уваги в соціальних мережах.
The aim of the Thesis is to develop the Business promotion management plan of the case company. We investigated how to ensure the profitable operation of the company for many years. According to the aim the research task is: - Gain knowledge of customer behaviour and their values better than other companies. - Promote their services and products, as well as differ from competitors. - Is to reach the target customer segments, provide them with unique services and products and form long-term relationships with loyal customers. - To ensure the profitable operation of the company for many years. - Attracting more customers and social media attention.

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Stephens, Paul Raymond. "SMALL BUSINESS AND HIGH PERFORMANCE MANAGEMENT PRACTICES." University of Cincinnati / OhioLINK, 2001. http://rave.ohiolink.edu/etdc/view?acc_num=ucin980273551.

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Novotný, Lukáš. "Reward management in a small IT business." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262040.

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The topic of this thesis is reward management and its application in a small-sized IT enterprise. Its goals are to properly document and describe current reward system in the company, evaluate the system and recommend improvements for the system. The first two goals are reached via thorough research of the company through semi-structured interviews, employee satisfaction survey, participant observation and document examination and the last one by applying principles from the current literature and education to the results of the two previous goals. The findings are that the reward system, despite growing organically instead of designed, is relatively effective in some areas, but needs improvement in other areas. The main improvement areas are motivation by contingent pay, communication management and performance management. Relatively well working rewards are especially non-financial reward connected to the work environment and work itself.

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Scalco, Simone <1994&gt. "Management control in the small business context." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/13578.

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The purpose of this research is to investigate the process of implementation of a Management Control System (MCS) in a small business context. This topic has been somehow neglected by mainstream academic literature. Papers on major research journals focus on MCS from the perspective of large businesses, overlooking the specificities of small companies (Jänkälä, 2007). Indeed, most of the literature is rooted in the Anglo-Saxon economic environment, whose capitalistic infrastructure hinges on larger corporations. Moreover, when these researches emphasise MCS in small firms, these are usually young and rapidly growing start-ups, rather than established small and medium enterprises (SME). On the other hand, small companies are the backbone of the continental European economic reality, especially in the Italian context, representing 98.8% of our business population. Through the analysis of the relevant literature, we will investigate whether small companies use MCS and to what extent, to define the peculiar elements of management control in these settings. In the second part of this study, we will concentrate on the case of Cielle, a small Italian manufacturing company trying to adopt a MCS, to understand the practical issues of designing and implementing management control in this context.

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Books on the topic "Small business management"

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Mazzarol, Tim, and Sophie Reboud. Small Business Management. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-13-9509-3.

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Dewhurst, Jim, and Paul Burns. Small Business Management. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6.

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1949-, Burns Paul, and Dewhurst Jim, eds. Small business management. 3rd ed. Basingstoke: Macmillan Press, 1993.

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Hodgetts, Richard M. Small business management. Hoboken, New Jersey: John Wiley, 2008.

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Kao, Raymond W. Y. Small business management. 3rd ed. Toronto: Dryden Canada, 1992.

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Pickle, Hal B. Small business management. 5th ed. New York: Wiley, 1990.

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Gaedeke, Ralph M. Small business management. 2nd ed. Glenview, Ill: Scott, Foresman, 1985.

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H, Tootelian Dennis, ed. Small business management. 3rd ed. Boston: Allyn and Bacon, 1991.

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D, Hailes William, ed. Small business management. 4th ed. Albany, N.Y: Delmar Publishers, 1988.

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W, Moore Carlos, and Broom H. N, eds. Small-business management. 7th ed. Cincinnati: South-Western Pub. Co., 1987.

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Book chapters on the topic "Small business management"

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Dewhurst, Jim, and Paul Burns. "Business Taxation." In Small Business Management, 40–64. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_4.

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Dewhurst, Jim, and Paul Burns. "Inventory Management." In Small Business Management, 320–28. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_18.

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Chaston, Ian. "Information management." In Small Business Marketing, 208–27. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-32601-0_11.

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Dewhurst, Jim, and Paul Burns. "The Business Plan." In Small Business Management, 129–67. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_8.

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Hill, Terry. "Production/Operations Management in a Small Business." In Small Business, 3–18. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18691-4_1.

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Dewhurst, Jim, and Paul Burns. "The Management of Working Capital: Inventory and Cash." In Small Business, 365–76. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-19657-9_19.

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Dewhurst, Jim, and Paul Burns. "Business and the Law." In Small Business Management, 30–39. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_3.

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Dewhurst, Jim, and Paul Burns. "The Management of Money." In Small Business Management, 303–19. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_17.

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Dewhurst, Jim, and Paul Burns. "The Genesis of a Business." In Small Business Management, 11–29. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_2.

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Dewhurst, Jim, and Paul Burns. "Introduction." In Small Business Management, 1–7. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_1.

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Conference papers on the topic "Small business management"

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Stojiljković, Aleksandra, and Slavica Tomić. "Analysis of Small Business Capital Structure." In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_34.

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Purwojatmiko, B. Handoko, and Rahmat Nurcahyo. "Total Quality Management Implementation in Small Business." In APCORISE 2020: 3rd Asia Pacific Conference on Research in Industrial and Systems Engineering 2020. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3400934.3400994.

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Sinitina, Iulia. "Small business crisis strategies: pandemics." In Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.43.

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The article considers the problem of effective diagnostics of the state of an organization in a crisis that arose under the influence of the external environment. The state of a young organization is analyzed before and after the appearance of adverse external factors, the occurrence of which does not depend on the effectiveness of the organization. The express diagnostics of the financial condition of the organization was carried out to identify crisis and determine its features. Crises can arise at any stage of the organization’s life cycle and each case will have its unique features, which makes the universal formula to emerge from a crisis impossible. The identification of crisis phenomena and methods of its overcoming at an early stage is an urgent issue of enterprise management. In this regard, there is an urgent need to study the application of new approaches to diagnosing crises at enterprises, as well as developing common ways to get an organization out of a crisis state and ensure the proper functioning of the organization in any situation. Based on the results of diagnostic and preventive studies of various aspects of the organization’s activities, managers and owners have the opportunity to develop a model of crisis management of their organization. The development of faster and more effective methods of diagnosing and overcoming crises in the conditions of young organizations will ensure the survival of a large number of newly formed enterprises, strengthening the ability of small businesses to resist negative influences and quickly adapt to any changes in the world.

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Starzyczna, Halina, Michal Stoklasa, and Pavlina Pellesova. "CRM and its results in Czech small and medium companies." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.37.

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The objective of this article is to present partial results of primary research, which was carried out on the basis of questionnaire survey that was focused on the issue of customer relationship management in small and medium-sized companies. The basis is brief theoretical debate focused on the specifics of small and medium-sized companies and customer relationship management. The sample consists of 736 companies from the Moravian-Silesian Region. The research findings focus on CRM awareness, what CRM means to companies and what are the long term results of CRM utilization. The final part of the article presents the established and verified statistical hypothesis reflecting the nature of the relationship between respondents and their answers.

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Treschevsky, Yuri I., Elena V. Nikishkina, Nikita A. Klimov, and Pavel D. Nikulnikov. "Small Business Risks — Entrepreneurs’ Assessments." In Proceedings of the 5th International Conference on Economics, Management, Law and Education (EMLE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/aebmr.k.191225.005.

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Iskanti Putri, Mega, and Budi Harsanto. "Value Chain Analysis in Small Business Context." In 2016 Global Conference on Business, Management and Entrepreneurship. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/gcbme-16.2016.56.

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Magstadt, T. J., and A. A. Engler. "Document Management Systems: A Small Business Unit Implementation." In Petroleum Computer Conference. Society of Petroleum Engineers, 1993. http://dx.doi.org/10.2118/26258-ms.

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Zhernovkova, O. V., and I. M. Sharipova. "The specifics of personnel management in small business." In Наука России: Цели и задачи. НИЦ «Л-Журнал», 2019. http://dx.doi.org/10.18411/sr-10-02-2019-12.

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Jin-guo, Lin, Liang Xue-chun, and Liu Yan. "Stability of Evolutionary Equilibrium on Small Business Credit Risk." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.309.

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Mona, Shelly Thandiwe, and Mfundo Nkosi. "Spreadsheet Solution for small vehicle routing problems for a small business." In 5th African International Conference on Industrial Engineering and Operations Management. Michigan, USA: IEOM Society International, 2024. http://dx.doi.org/10.46254/af05.20240089.

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Reports on the topic "Small business management"

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Christman, Marissa. Risk Management Overview for Small Business. Office of Scientific and Technical Information (OSTI), April 2022. http://dx.doi.org/10.2172/1862802.

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Wang, Xinxin, and Linda S. Niehm. The embedment of social media in small business supply network management. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-642.

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Burr, Casey Eugene, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, and Casey Eugene Burr. New Mexico Small Business Assistance Program: Management Sciences Inc. Final Report. Office of Scientific and Technical Information (OSTI), December 2019. http://dx.doi.org/10.2172/1592919.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan: Office of Small and Disadvantaged Business Utilization. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada212865.

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Hurst, Jessica L., Jihyeong Son, Linda S. Niehm, Ann Marie Fiore, and Amrut Sadachar. The Impact of Entrepreneurial Management on Business Success of Small Retail Firms. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-878.

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programme, CLARISSA. The Need for an ‘Association’ to Improve Night Entertainment Business Management Practices to Reduce Worst Forms of Child Labour. Institute of Development Studies, June 2024. http://dx.doi.org/10.19088/clarissa.2024.035.

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In late 2020, CLARISSA undertook scoping studies and literature reviews into supply chain/human chain/urban neighbourhood dynamics in Kathmandu, and their impact on worst forms of child labour (WFCL). To address the evidence gaps identified, the team developed a research framing for exploring in greater detail how small Adult Entertainment Sector (AES) businesses were being run – exploring factors such as managing seasonality, relationships between informal and formal businesses, loans and debts carried by small businesses, and business norms in the sector – and how these factors can perpetuate WFCL. Twenty-five AES business owners running dohoris, dance bars, khaja ghars (small eateries), and massage and spa venues were then interviewed, and the findings were analysed and validated by business owners. The next step was the formation of three Action Research Groups (ARGs) with AES business owners, to undertake further evidence gathering and then formulate and deliver actions and innovations to reduce WFCL. It was decided that one ARG, the focus of this report, would focus on owners of dohoris and dance bars. The chosen location for the group is a major entry point into Kathmandu from the eastern side of Kathmandu Valley, and this has led to a large number of new AES businesses being set up.

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Gebrezgabher, S., M. Leh, D. J. Merrey, T. T. Kodua, and P. Schmitter. Solar photovoltaic technology for small-scale irrigation in Ghana: suitability mapping and business models. Agricultural Water Management – Making a Business Case for Smallholders. International Water Management Institute (IWMI), 2021. http://dx.doi.org/10.5337/2021.209.

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Nakasone, Eduardo. Soap Operas for Female Micro Entrepreneur Training. Inter-American Development Bank, December 2014. http://dx.doi.org/10.18235/0011672.

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This paper analyzes the impact of the Strengthening Women Entrepreneurship in Peru (SWEP) program. SWEP trained female micro entrepreneurs in business management practices (such as accounting and marketing). The training, which was provided in 4- to 5-hour sessions, used soap operas and practical exercises specifically designed for the program. A field experiment was conducted among a group of micro entrepreneurs based in two Peruvian cities (Lima and Piura) to investigate whether SWEP had a positive impact on its beneficiaries. The results show that the program positively affected the adoption of business practices taught by the program. In particular, those who received the training were 4 to 6 percentage points more likely to assign themselves a fixed salary (rather than taking cash from their businesses based on personal needs) and 6 to 11 percentage points more likely to keep better records of potential business contacts. Some positive impacts were found on the adoption of bookkeeping practices (4 to 6 percentage points), although this result is not significant across all of the specifications. Although these changes in adoption rates were large compared with their baseline levels, they were rather small in absolute terms. Therefore, the study did not find any impact on average business performance, household expenditures, or women's empowerment in the household. Qualitative information suggests that micro entrepreneurs were satisfied with the training, but considered that many of the practices taught by the program were difficult to follow because of time constraints.

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Otrok, Christopher, Huigang Chen, Alessandro Rebucci, Gianluca Benigno, and Eric R. Young. Financial Crises and Macro-Prudential Policies. Inter-American Development Bank, February 2011. http://dx.doi.org/10.18235/0011201.

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Stochastic general equilibrium models of small open economies with occasionally binding financial frictions are capable of mimicking both the business cycles and the crisis events associated with the sudden stop in access to credit markets (Mendoza, 2010). This paper studies the inefficiencies associated with borrowing decisions in a two-sector small open production economy, finding that this economy is much more likely to display under-borrowing rather than over-borrowing in normal times. As a result, macro-prudential policies (e. g, Tobin taxes or economy-wide controls on capital inflows) are costly in welfare terms. Moreover, macro-prudential policies aimed at minimizing the probability of the crisis event might be welfare-reducing in production economies. The analysis shows that there is a much larger scope for welfare gains from policy interventions during financial crises. That is to say that, ex post or crisis-management policies dominate ex ante or macro-prudential ones.

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Harper, Zachary. Human Resource Management and Internship Development in Small Apparel Businesses. Ames (Iowa): Iowa State University, May 2023. http://dx.doi.org/10.31274/cc-20240624-849.

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