Securing skills needed for success. Community job training for negroes

Business, unions, and community organizations will have to cooperate more closely than ever before to provide job training programs for Negroes, if explosive racial disturbances are to be avoided and a large section of unused manpower potential is to be developed. Much of this work was done during 1963-64 and some of its other findings will be published in “job Training Through Adult Education: A Second Chance for the Negro and the Community,” in Arthur Ross and Herbert Hill, eds., Employment, Race, and Poverty, Harcourt, Brace and World, 1966.     

Einzelbesprechungen

Ohne Zusammenfassung     

Technical efficiency analysis correcting for biases from observed and unobserved variables: an application to a natural resource management project

This article brings together the stochastic frontier framework with impact evaluation methodology to compare technical efficiency (TE) across treatment and control groups using cross-sectional data associated with the MARENA Program in Honduras. A matched group of beneficiaries and control farmers is determined using propensity score matching techniques to mitigate biases stemming from observed variables. In addition, possible self-selection arising from unobserved variables is addressed using a selectivity correction model for stochastic frontiers recently introduced by Greene (J Prod Anal 34:15?C24, 2010). The results reveal that average TE is consistently higher for beneficiary farmers than the control group while the presence of selectivity bias cannot be rejected. TE ranges from 0.67 to 0.75 for beneficiaries and from 0.40 to 0.65 for the control depending on whether biases were controlled or not. The TE gap between beneficiaries and control farmers decreases by implementing the matching technique and the sample selection framework decreases this gap even further. The analysis also suggests that beneficiaries do not only exhibit higher TE but also higher frontier output.     

Do Female Managers Affect Productivity? Evidence from Zimbabwean Manufacturing Firms

Using a large dataset of Zimbabwean manufacturing firms extracted from the two waves of World Bank Enterprise Surveys of 2011 and 2016, the study investigates the impact of female management on firm's productivity in Zimbabwe's manufacturing firms. The study estimates a modified production function, to incorporate gender dimension, using a random effects estimation model. The results show that the effect of having a female manager on firm productivity varies by geographical location in the case of Zimbabwe. Specifically, the productivity of firms which have a female top manager, and are located in Harare, experience a negative productivity differential as they significantly reduce their productivity gap by 9.9 percent. On the other hand, the study found that having a female top manager in manufacturing firms located in Bulawayo significantly increases productivity by 7.9 percent compared to firms located in the Midlands area. We also find that the effect of a female manager on firm productivity differs by sectors, stressing the need for domestic economic policy to consider these dynamics. Given the importance of location in determining the contribution of a production manager on firm performance, the government may need to implement policies that consider location‐specific factors to enhance productivity of the manufacturing sector of Zimbabwe.     

When does advice impact startup performance?

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, 2 years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.     

Why Hurry? The Slow Process of High Growth in Women‐Owned Businesses in a Resource‐Scarce Context

This article critically uncovers how embeddedness within a resource‐scarce context influences high‐growth women’s entrepreneurship. Research suggests that though highly embedded women entrepreneurs can easily access resources and attain legitimacy, resulting in high‐growth businesses, they can also become locked into existing systems that constrain their growth development paths. Using 16 qualitative cases developed in Cameroon, we unpack and resolve this paradox by analyzing how entrepreneurial path creation by women entrepreneurs enables the realization of growth aspirations. Implications for initiatives to support high‐growth women’s entrepreneurship in resource‐scarce contexts are critically examined.