Download Cluster-Based Industrial Development: Kaizen Management for by T. Sonobe, K. Otsuka PDF

By T. Sonobe, K. Otsuka

This e-book examines the right way to advertise business improvement in low-income international locations. It considers the position of investors within the evolution of a cluster, the position of managerial human capital, the impression of the 'China shock', and the function of commercial rules fascinated with overseas wisdom move in assisting the upgrading of clusters.

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Extra resources for Cluster-Based Industrial Development: Kaizen Management for MSE Growth in Developing Countries

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1. Learning from abroad continued. Some entrepreneurs participated in training programs in Singapore, Japan, and Europe. Garment enterprises in newly industrialized countries in East Asia began operating in Bangladesh, thereby providing on-the-job training for educated Bangladeshi managers. Thus, many Bangladeshi traders and manufacturers had work experience in garment trading and production, including the experience of working at joint ventures, before starting their own businesses. Such training and work experience in marketing and management, as well as the high educational level of executive 32 Cluster-Based Industrial Developments managers, are the major factors explaining the high growth performance of this cluster.

They also need management innovations because they must maintain high product quality even after they start mass production. Due to the complexity of such multifaceted innovations, the education of entrepreneurs is important for innovations. It is also worth emphasizing that improved management is an integral part of multifaceted innovations. Indeed, superior managers can employ technical experts to carry out technological innovations. Another important observation is that entrepreneurship can be acquired by learning from abroad through training and work experience at multinational companies.

4 Moreover, the introduction of a new production process, which will not increase p, may increase the variance of detrimental shocks because of the unfamiliarity of workers and managers with the product or process as well as its intricacy. , clockwise) as a result of the increased variance. Since the introduction of a new product will be associated with the introduction of new processes, it may have a similar adverse effect. Hence, technological upgrading may not necessarily offer handsome returns.

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