Working together for small enterprise development
Better co-ordination can improve the effectiveness of aid, but it is only the first step on a long and difficult road and it is not itself without problems. Formal arrangements can only be successful if they are the result of a process which has its roots in a growing consensus regardingthe issues and topics at stake. In actual practice this implies that practical working arrangements form both the beginning and the end of co-ordination and that formal co-ordination will prove at best to be the outcome of such growing common understanding; at its worst attempts to impose
coo-rdination may prove to be yet another obstacle. The real victim of such co-ordination mismanagement will prove to be the host country for which the whole exercise was set up in the first place and without which no co-ordination can hope to succeed in the long run!This paper reviews
co-ordination for SSE development between donors. The effectiveness of such co-ordination presupposes a degree of harmony within the recipient country and between donor and recipient. Donor co-ordination is reviewed here in terms of its scope, level and type. This should help to increase (formal
and informal) donor co-ordination for SSE development. Some tentative suggestions along these lines are given in the final section of this paper.
the issues and topics at stake. In actual practice this implies that practical working arrangements form both the beginning and the end of co-ordination and that formal co-ordination will prove at best to be the outcome of such growing common understanding; at its worst attempts to impose
coo-rdination may prove to be yet another obstacle. The real victim of such co-ordination mismanagement will prove to be the host country for which the whole exercise was set up in the first place and without which no co-ordination can hope to succeed in the long run!This paper reviews
co-ordination for SSE development between donors. The effectiveness of such co-ordination presupposes a degree of harmony within the recipient country and between donor and recipient. Donor co-ordination is reviewed here in terms of its scope, level and type. This should help to increase (formal
and informal) donor co-ordination for SSE development. Some tentative suggestions along these lines are given in the final section of this paper.
Small business development in Central and Eastern Europe—Opportunity for a rethink?
Gibb, Allan A.
Journal of Business Venturing, Vol. 8 (1993), Iss. 6 P.461
https://doi.org/10.1016/0883-9026(93)90033-2 [Citations: 48]- Development impact bonds: learning from the Asháninka cocoa and coffee case in Peru
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