Cluster-based industrial development : KAIZEN management for MSE growth in developing countries / Tetsushi Sonobe and Keijiro Otsuka.
This book attempts to provide an effective strategy for industrial development based on the KAIZEN management training experiments conducted in Ghana, Kenya, Ethiopia, Vietnam, and Tanzania. We focus on micro and small enterprises (MSEs) in industrial clusters, because clusters consisting of MSEs ar...
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| Main Authors: | , |
| Format: | eBook |
| Language: | English |
| Published: |
Basingstoke, Hampshire :
Palgrave Macmillan,
2014.
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Table of Contents:
- Cover; Half-Title; Title; Copyright; Contents; List of Figures; List of Tables; Preface; 1: Introduction; 1.1 Rising opportunities for industrial development in low-income countries; 1.2 Dominance of cluster-based industrial development; 1.3 Entrepreneurship as a key to successful industrialization; 1.4 What is Kaizen management?; 1.5 Why is Kaizen management so important?; 1.6 Applicability of Kaizen to SSA: Illustrated evidence from Ethiopia; 1.7 A brief review of randomized controlled trials in management training; 1.8 Our approach; 1.9 Structure of the book.
- Part I: Management, Innovations, and Enterprise Growth2: Innovation and Cluster Development; 2.1 Introduction; 2.2 Three types of industrial clusters; 2.3 Multifaceted innovations as key to success; 2.4 Illustrations from Asia; 2.4.1 The role of technological innovation: The motorcycle industry in Japan; 2.4.2 The role of marketing innovations: The electrical-fittings industry in China; 2.4.3 The role of training: The garment industry in Bangladesh; 2.4.4 The role of education: The pharmaceutical industry in Bangladesh; 2.5 Conclusions; 3: Management and Innovations; 3.1 Introduction.
- 3.2 Managerial and technological capabilities3.2.1 A simple model of the firm; 3.2.2 Managerial capability; 3.2.3 Technological capability; 3.3 Selected case studies; 3.3.1 The garment industry in Bangladesh; 3.3.2 Electrical-fittings industry in China; 3.3.3 Survival cluster; 3.4 Management training and dissemination; 3.4.1 Results of management training experiments; 3.4.2 An assessment of management training experiments; 3.5 Conclusions; Part II: Impacts of Management Training; 4: The Large but Varying Effects of Basic Management Training in a Metalworking Cluster in Kumasi, Ghana1.
- 4.1 Introduction4.2 Location and management of MSEs; 4.3 Surveys and training program; 4.4 Basic statistics; 4.5 Estimation; 4.5.1 Specification; 4.5.2 Estimation results; 4.5.3 Heterogeneous effects; 4.5.4 Attrition bias and bounds tests; 4.5.6 Spillovers and market stealing; 4.5.7 Psychological effects; 5: Improved Performance of Small but Trained Firms in a Metalworking Cluster in Nairobi, Kenya; 5.1 Introduction; 5.2 Kariobangi Light Industries and the Kaizen training program; 5.3 Participation, attendance, and understanding; 5.4 Impacts of the training program; 5.5 Conclusions.
- Appendix: Balancing test6: Effects of Classroom and On-site Training in a Metalworking Cluster in Addis Ababa, Ethiopia; 6.1 Introduction; 6.2 Data; 6.2.1 Sample sizes; 6.2.2 Management practice scores; 6.3 ITT effects in cross sections; 6.4 ITT effects in panel; 6.5 Conclusions; 7: Increasing Interests in Management Training in a Knitwear Village in Hatay, Vietnam; 7.1 Introduction; 7.2 Experimental setting and data; 7.3 Estimation methods; 7.4 Estimation results; 7.5 Conclusions; 8: Spillover Effects of Management Training in a Garment Cluster in Dar es Salaam, Tanzania; 8.1 Introduction.