The Judo Trick, or crowding in
Businesses in the informal sector have often provided a safety net for people who cannot find employment elsewhere. They also thrive better than large-scale formal sector firms in some settings. This article describes the circumstances in which informal sector firms perform best. Itsuggests that there can be a complementarity between the formal and informal sectors through sub-contracting, such as between importing houses in advanced countries and informal sector firms in developing countries. Successful relations of this kind would require an encouraging economic environment
provided by the government. A positive model for the role of the informal sector in developing countries is already seen in the 'flexible specialization' of small-scale firms in many industrialized countries.
suggests that there can be a complementarity between the formal and informal sectors through sub-contracting, such as between importing houses in advanced countries and informal sector firms in developing countries. Successful relations of this kind would require an encouraging economic environment
provided by the government. A positive model for the role of the informal sector in developing countries is already seen in the 'flexible specialization' of small-scale firms in many industrialized countries.
In search of the African miracle: debates on successful small enterprise development in Africa
Rogerson, C.M
Habitat International, Vol. 25 (2001), Iss. 1 P.115
https://doi.org/10.1016/S0197-3975(00)00033-3 [Citations: 41]Entrepreneurship
Youth Entrepreneurship in India
Baporikar, Neeta
2017
https://doi.org/10.4018/978-1-5225-1923-2.ch064 [Citations: 0]A 20/20 retrospective on enterprise development: in search of impact, scale and sustainability
Jones, Linda
Miehlbradt, Alexandra
Enterprise Development and Microfinance, Vol. 20 (2009), Iss. 4 P.304
https://doi.org/10.3362/1755-1986.2009.034 [Citations: 2]Flexible production in the developing world: the case of South Africa
Rogerson, Christian M.
Geoforum, Vol. 25 (1994), Iss. 1 P.1
https://doi.org/10.1016/0016-7185(94)90002-7 [Citations: 12]Managerial Strategies and Practice in the Asian Business Sector
Youth Entrepreneurship in India
Baporikar, Neeta
2016
https://doi.org/10.4018/978-1-4666-9758-4.ch016 [Citations: 9]- Development impact bonds: learning from the Asháninka cocoa and coffee case in Peru
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