Development Of Private Enterprises Research Articles

Business Education: Addressing the ‘What’ Question

In an attempt to diversify the economy and stimulate private enterprise development, government agencies and private institutions in many countries have emphasized the importance of setting up and developing small and medium-size enterprises and promoting entrepreneurship. An important question confronting policy makers, however, is how they can both promote local economic growth and enhance social development. Undergraduate and graduate business education is seen as a prerequisite if the objectives of economic growth are to be realized. This paper calls for a serious evaluation of current business education, particularly in Middle Eastern countries. As US business schools start to encounter numerous problems concerning the validity and viability of business courses and their methods of delivery, critical debates have arisen. The overwhelming majority of business schools in the Middle East are imitations of US schools and hence suffer similar problems. This paper seeks to raise awareness of such debates to stimulate more discussion and so to address issues of concern. Research propositions are formulated to serve as a basis for phase two of this study, which will involve empirical data collection. Thus the contribution of the paper lies in the adaptation of established knowledge and theory to meet specific challenges in the emerging economies of countries in the Middle East and beyond.

Determinants of entrepreneurial activities in China

The institutional environment – including protection of private properties and contract enforcement – has been rather unfavorable for the emergence and development of China's private enterprises. This is in sharp contrast to the case of the developed economies where the institutional environment is conductive to the entrepreneurial activities and only the personal attributes of would-be entrepreneurs determine their entrepreneurship decision. We thus propose a theoretical framework for the entrepreneurship decision in China with a focus on the role of the institutional environment. Using a life-histories survey data of 2854 respondents from twenty cities in China, we find strong support for the impacts of the institutional environment and its interactions with other determinants of entrepreneurship decision.

The Revival of Private Enterprise in China

Contents: Introduction, Shuanglin Lin and Shunfeng Song Part I Private Enterprises and Economic Development: Higher efficiencies or resource reallocation?, Li Gan, Shunfeng Song and Chiu Tan Size of the state-owned sector and regional growth in China, Kerk L. Phillips and Shen Kunrong Resource allocation and economic growth in China, Shuanglin Lin. Part II Government and Private Enterprises: Government and private enterprises: Wenzhou experiences, Wenbo Wu Property rights developments and productivity gains in China: a law and economics perspective, Xiaowen Tian and Vai Io Lo Evolution of economic development: entrepreneurs, market, and the state, Jack W. Hou Private enterprise development and governmental functions, Jian He. Part III Financial Reforms, Openness, and Private Enterprise Development: Causes of the non-performing loan piling-up in the late 1990s: a research note, Ding Lu, Sandre M. Thangavelu and Qing Hu Public venture capital: understanding the US and Chinese experiences, Changwen Zhao, Shuming Bao and Chunfa Chen The challenges China's private enterprises face in the WTO, Shaomin Huang, Dongxia Wu and Grant D. Forsyth. Part IV Ownership Reforms and Privatization: The privatization of Russian state industry: some lessons for China, Marshall I. Goldman Politician control, agency problems and ownership reform: evidence from China, Lixin Colin Xu, Tian Zhu and Yi-min Lin Hospital ownership: what can China learn from the US experience?, Wei Yu. Part V Corporate Governance and Efficiency: Corporate governance and the development of private enterprise in China, Aimin Chen and Ping Li The productivity efficiency of the state-owned enterprises in China, Chun-Chien Kuo The prospect of private economy in China, Xiaowen Tian Index.

US Federal Government entrepreneurship: new enterprise structures

PurposeThe purpose of this paper is to guide the formation and to determine the structure of new governmental entrepreneurial ventures based on the nature of the public goods and the need for an entrepreneurial orientation.Design/methodology/researchThis paper is conceptual and is based on reviews of appropriate organizational structure and entrepreneurship, cases studies, and the authors' experiences.FindingsPublic or quasi‐public entities may need to change their organizational structure in order to act more entrepreneurially and to be more effective in accomplishing their missions. Propositions are raised to guide the development of new public or private enterprises and provide the basis for future research.Research limitations/implicationsThis paper is conceptual and needs to be tested empirically. Though other levels of government and countries were included, a major focus is on the US federal government.Originality/valueThis is the first published research on the topic of new enterprise government structures based on the nature of the goods and the requisite entrepreneurial orientation. It will help governmental and quasi‐governmental organizations in developing efficient and effective organizational structures.

TOWARDS ENHANCING ENTREPRENEURSHIP DEVELOPMENT IN OMAN

The importance of stimulating interest in entrepreneurship and small business is now recognized worldwide. In recent years, a number of organizations in Oman have started promoting entrepreneurship. In an attempt to diversify the economy and stimulate private enterprise development, government agencies and private institutions are participating in different entrepreneurship development activities. This paper provides a brief overview of the emergence of entrepreneurship education and training followed by a review of relevant programs and activities in Oman aimed at fostering entrepreneurship and small enterprise development. The paper also suggests how to enhance the efforts related to entrepreneurship development in the country and argues that a well developed comprehensive and co-ordinated program needs to be made available nationwide.

Restructuring Industrial Districts, Scaling Up Regional Development: A Study of the Wenzhou Model, China

The Wenzhou Municipality in Zhejiang Province is spearheading China’ marketization and development of private enterprises. Its successful development trajectory, centered on family-owned small businesses embedded in thick local institutions, resembles Marshallian industrial districts (MIDs). However, with China’ changing institutional environment and intensifying competition, Wenzhou has been facing challenges. Since the late 1980s, Wenzhou has gone through two major rounds of restructuring (from family enterprises to shareholding cooperatives to shareholding enterprises), that have included four major types of strategic response: institutional change, technological upgrading, industrial diversification, and spatial restructuring. Firms in Wenzhou have gone through localization and delocalization, and locational choices reflect the dual destinations of globalizing cities and interior cities. The formation of new firms and clusters has been accompanied by mergers, acquisitions, and the emergence of multiregional enterprises (MREs), some of which have relocated their headquarters and specialized functions to metropolitan areas, especially Shanghai and Hangzhou. More recently, Wenzhou’ growth has slowed, leading some to question the sustainability of the Wenzhou model. We argue that Wenzhou’ development is in danger of regional lock-ins—relational, intergenerational, and structural. Wenzhou’ experience challenges the orthodox concept of MIDs and calls for “scaling up” regional development.

Stimulating Private Sector Development in China: The Emergence of Enterprise Development Centres in Liaoning and Sichuan Provinces

The private sector is becoming an increasingly important part of the Chinese economy. This has been recognized in the SME Promotion Law of 2003, which provides a policy rationale for public support for small and medium enterprises operating in the private sector. One aspect of government support for private enterprise development highlighted in that Law is the creation of enabling institutions and support systems for small and medium enterprises at municipal level. This article examines a series of enterprise development centres that have been established in China since 2000, and explores the implications for government support for and future development of private smaller enterprises in China.

The Emergence of Private Enterprises in China

This study examined the logic of capital accumulation by the private enterprises in China. The development process of private enterprises is divided into the stages of 'subcontractor', 'wholesaler', and 'cottage workshop'. The relation of incentive and risk in different stages of enterprise development and the factors of firm's growth is discussed.The study revealed that the formation of managerial and organizational capabilities by the introduction of outside resources is an important factor for the development of private enterprises.

Facilitated inter-firm collaboration in Ghana: The case of Danida's private-sector development projects

Since the mid-1980s, aid agencies have endorsed the need to support the development of private enterprise in low-income countries as an instrument for overall economic development and poverty reduction. Facilitated collaboration between firms in industrialised and developing countries has become one of the most popular forms of assistance in this endeavour. Although such collaborations vary in design, they all involve third-party organisations that identify partners and sponsor the first steps in the establishment of a business platform for the cooperation. This paper discusses the mechanisms involved in such facilitation and assesses the effectiveness of the catalyst institutions in nurturing collaboration between companies in industrialised and developing countries. The discussion is illustrated with case studies drawn from Ghana.

Policies and socio-economic conditions of private enterprise development in transitionary economies

Implementation of market reforms has been a lengthy process in the countries of Central and Eastern Europe (CEE). Differences exist between individual countries in the scale of the reform process and the type of socio-economic development for entrepreneurial ventures. Hungary has been in the forefront of the transition from a centrally planned economy to a market economy. This paper evaluates policies and socio-economic conditions of private enterprise development in the transitional Hungarian economy. On-site surveys and personal interviews were conducted among small business owners to analyse perceptions of five selected factors of socio-economic conditions and ratings of satisfaction with seven policy items crucial in supporting entrepreneurial activities. An integrated model of entrepreneurial venture creation was used to analyse policy implications to assist private enterprise development in Hungary and other countries of the region.

Domestic Privatisation and its Effects on Industrial Enterprises in East-Central Europe: Evidence from the Czech Motor Component Industry

PRIVATISATION OF FORMERLY STATE-OWNED ENTERPRISES (SOEs) has been considered one of the most important issues of post-communist economic transformation into market-based economic systems in East-Central Europe (ECE). Privatisation of all economic sectors (i.e. industry, agriculture, services) and the development of the private sector in the economy was the central element of all economic ‘transition’ plans. According to the liberal view, the ‘transition to capitalism’ would fail without successful privatisation and development of the private sector because a market economy cannot function properly without private ownership (e.g. Claudon & Gutner, 1992; Economist, 1991). In the early 1990s ECE governments prepared conditions for the development of private capital by establishing private property rights and legalising private ownership. New laws were put in place designed to equalise tax treatment with state-owned e rms, remove restrictions on private e rms’ size and activities, free private procurement and distribution, and reduce bureaucratic requirements for establishing new e rms (Gelb & Gray, 1991). While these government policies supported the development of new small-scale private enterprises, they did not solve the problem of privatisation of the SOEs. 1 A major discussion emerged around the techniques, speed and time frame of privatisation of SOEs. 2 The selection of privatisation strategies typically represented

Creating and sustaining value: An inclusive proposition

Environmental Quality ManagementVolume 8, Issue 2 p. 69-78 Point of View Creating and sustaining value: An inclusive proposition Geri Wells, Geri Wells The authors are independent consultants and partners dedicated to the advancement of sustainable development practices in organizations. As an organization development consultant for two decades, Geri Wells has integrated the strategic and cultural elements of design for long-term development of both public and private enterprises. Combining her experience in business, management, and community development, Geri is recognized by her clients for building their capacity to address critical business challenges through participative decision making, discovery-based planning, organizational learning, and leadership for sustainable development. Mary Harlan combines her background as a psychotherapist with years of experience in organizational development practice. Having lived and worked internationally, Mary also draws upon her own experience to make significant contributions to her clients' understanding and utilization of human dynamics and cross-cultural relations. Her development approach has been recognized by clients in both public and private enterprises for its practical application to strategic and operational business efforts.Search for more papers by this authorMary Harlan, Mary Harlan The authors are independent consultants and partners dedicated to the advancement of sustainable development practices in organizations. As an organization development consultant for two decades, Geri Wells has integrated the strategic and cultural elements of design for long-term development of both public and private enterprises. Combining her experience in business, management, and community development, Geri is recognized by her clients for building their capacity to address critical business challenges through participative decision making, discovery-based planning, organizational learning, and leadership for sustainable development. Mary Harlan combines her background as a psychotherapist with years of experience in organizational development practice. Having lived and worked internationally, Mary also draws upon her own experience to make significant contributions to her clients' understanding and utilization of human dynamics and cross-cultural relations. Her development approach has been recognized by clients in both public and private enterprises for its practical application to strategic and operational business efforts.Search for more papers by this author Geri Wells, Geri Wells The authors are independent consultants and partners dedicated to the advancement of sustainable development practices in organizations. As an organization development consultant for two decades, Geri Wells has integrated the strategic and cultural elements of design for long-term development of both public and private enterprises. Combining her experience in business, management, and community development, Geri is recognized by her clients for building their capacity to address critical business challenges through participative decision making, discovery-based planning, organizational learning, and leadership for sustainable development. Mary Harlan combines her background as a psychotherapist with years of experience in organizational development practice. Having lived and worked internationally, Mary also draws upon her own experience to make significant contributions to her clients' understanding and utilization of human dynamics and cross-cultural relations. Her development approach has been recognized by clients in both public and private enterprises for its practical application to strategic and operational business efforts.Search for more papers by this authorMary Harlan, Mary Harlan The authors are independent consultants and partners dedicated to the advancement of sustainable development practices in organizations. As an organization development consultant for two decades, Geri Wells has integrated the strategic and cultural elements of design for long-term development of both public and private enterprises. Combining her experience in business, management, and community development, Geri is recognized by her clients for building their capacity to address critical business challenges through participative decision making, discovery-based planning, organizational learning, and leadership for sustainable development. Mary Harlan combines her background as a psychotherapist with years of experience in organizational development practice. Having lived and worked internationally, Mary also draws upon her own experience to make significant contributions to her clients' understanding and utilization of human dynamics and cross-cultural relations. Her development approach has been recognized by clients in both public and private enterprises for its practical application to strategic and operational business efforts.Search for more papers by this author First published: 14 March 2007 https://doi.org/10.1002/tqem.3310080210 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume8, Issue2Winter 1998Pages 69-78 RelatedInformation

Foreign capital inflow and private enterprise development in Poland: A survey

Foreign capital inflow and private enterprise development in Poland: A survey

A comparative study of values among Chinese and U.S. entrepreneurs: Pragmatic convergence between contrasting cultures

A comparative study of values among Chinese and U.S. entrepreneurs: Pragmatic convergence between contrasting cultures

Observations on the Development of Small Private Enterprises in Russia

A prominent Western specialist on the Russian economy presents an up-to-date overview of the country's small private business enterprises, here defined as registered enterprises employing up to 200...

Global Perspectives on Modern Business

The dominant paradigm in business history has for many years been the synthesis developed by Alfred D. Chandler, Jr. Like most paradigms that define a field of scholarship, Chandler's has attracted swarms of devotees and critics, and for some years, it was customary to perform a ritual bow toward his work in the first or second paragraph of any article appearing in the Business History Review. This was true whether the substance of the article appeared to support or contradict Chandlers concept of the development of modern private enterprise.

Wage Determination and Occupational Attainment in the Rural Industrial Sector of China

The development of China's rural township, village, and private enterprises (TVP), in which real wages have grown at around 11% per annum over the past decade, is one of the most remarkable achievements of China's economic reform. This achievement has taken place despite relatively rigid control of labor mobility and job assignment by local authorities. Individual firms, however, have considerable influence over wage determination. This study applies human capital theory to explore the wage setting process in this sector. It is found that the impact of both labor market experience and education reflect labor productivity rather than sociopolitical rules of wage setting. The paper employs a logit model to investigate the links between education and occupational attainment. The relationship between wages, education, and occupational attainment, for those who find jobs through their own efforts, is similar to that of western market economies. Although education does not affect wages of those assigned jobs it affects their occupational attainment.

Developing a market oriented economy: A Hungarian perspective

Developing a market-oriented economy from a previously planned one is an event that is occurring in numerous areas. This transformation in a Hungarian context is best viewed in terms of the preceding historical events. The basis for the events of the transition can be found in pre-1982 activities as well as the government decrees of 1982 and the major stages of development of private enterprise from 1982–90.

Private enterprise In China: An overview

Since 1978, China has legalized the emergence of private enterprise, but strong pressures remain which restrain its expansion. China's present private enterprise is still in its infancy, its average capital and production scale is relatively small and its output value still accounts for a very low percentage of the total economy. However, certain factors connected with the development of private enterprise, such as the participation in it of some members of the Chinese Communist Party (CCP), its recognition and its potential contribution to the solution of current economic problems, have significant implications for China's politics, ideology and economy. Although the future political climate is uncertain, for the moment the current leadership prefers to control its development rather than to eliminate it. However, the further development of private enterprise in China is likely to remain circumscribed by political developments.

Managing inland water for leisure and recreation — an example from Southern England

The private enterprise development of a series of disused gravel pits, situated just 20 miles from the centre of London, into an attractive and commercially viable theme park for leisure and recreation is described. Three great waves have broken across the face of Britain since 1800. First the sudden growth of dark, industrial towns. Second, the thrusting move along far flung railways. Third, the sprawl of car based suburbs. Now we see, under the guise of a modest word, the surge of a fourth wave which could be more powerful than all the others. The modest word is ‘Leisure’. (Civic Trust, 1965)