第１章 ＧＥＭ調査の概要（分析の枠組み；調査方法；起業活動の定義；起業活動率；起業活動と経済成長；起業の計画と失敗） 第２章 起業家と事業特性（起業家の背景；起業家の能力；事業特性；起業家教育） 第３章 起業の環境（社会的資源；起業家に対する評価；経済危機の影響；起業活動の投資環境） 第４章 専門家調査（資金調達；政府の方針；支援プログラム；教育システム；技術移転；コマーシャル・サービス；起業文化；事業機会；経営能力；起業家に対する評価；女性への支援；急成長への注目；イノベーションへの関心；調査結果） 第５章 政策への提

起業と経済成長 : global entrepreneurship monitor調査報告

Understanding the small business sector

Brian Thompson is a Senior Nutrition Officer at the Food and Agriculture Organization of the United Nations (FAO). FAO is an intergovernmental organization, it has 191 Member Nations, two associate members and one member organization, the European Union. As a knowledge organization, FAO creates and shares critical information about food, agriculture and natural resources in the form of global public goods. FAO plays a connector role, through identifying and working with different partners with established expertise, and facilitating a dialogue between those who have the knowledge and those who need it. By turning knowledge into action, FAO links the field to national, regional and global initiatives in a mutually reinforcing cycle. Its mandate is to raise levels of nutrition and standards of living. What is the size of the malnutrition problem and what regions are most affected? There are persistently high levels of undernutrition. Nearly 870 million people in the world go to bed hungry (1 in 8 people) according to the recently released report of The State of Food Insecurity in the World 2012 (SOFI) and 2 billion have some form of micronutrient malnutrition – this constitutes a crime against humanity and is a responsibility for all of us. Prevalence of undernourishment in developing countries has declined over the past two decades, from 23 to 15 percent. In terms of total numbers in 1990– 92, around 980 million individuals were estimated to be undernourished. The number dropped to 901 million in 1999– 2001, to 885 million in 2006–06 and to 852 million in 2007–09. The financial crisis, economic downturn, persistent food price volatility, drought and other repercussions of climate change since 2006–08 may have prevented any further significant improvements in the number of people who are undernourished in developing countries since then. Africa has by far the highest prevalence, at around 23 percent in 2010–12 but though it is down from what it was in 1990–92 (27 percent) the numbers have risen from 175 million to 239 million with nearly 20 million added in the past four years. In subSaharan Africa, the modest progress achieved in recent years up to 2007 was reversed, with hunger rising 2 percent per year since then. In Asia, both prevalence and numbers dropped over the same period from 24 percent (739 million) to 14 percent (563 million). Latin America and the Caribbean (LAC) boasts the lowest rate of undernourishment (8 percent) among developing country regions but the rate of progress has slowed recently. Countries considered as leastdeveloped countries and lowincome economies have the highest prevalence rates of all around 30 percent but down from the 40 percent levels of twenty years ago.

Interview ラン・ラン

Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

Revolutionizing product development

Purpose – The ability of production organizations to respond quickly to changes in the market with new products requires flexibility. The relationship between manufacturing flexibility and the performance of organizations in new product development is not well characterized. The purpose of this paper is to develop and test a flexibility model focused on new product performance in manufacturing organizations empirically in one industrial sector.Design/methodology/approach – Hypothesized relationships between manufacturing flexibility, new product type, and new product performance are empirically tested using survey data from 273 companies, representing a range of US electronic manufacturers.Findings – Factor and cluster analysis identifies eight distinct flexibility dimensions and a hierarchy among these dimensions. The relationships between the identified flexibility dimensions and new product performance, as tested through correlation analyses, are found to be dependent on the type of new product develop...

Development of a manufacturing flexibility hierarchy through factor and cluster analysis

Design driven innovation has emerged to be an alternative way to generate sustainable competitive products or services. Previous research has recently revealed succesful practices of design driven innovation in various industries. However, little has been known about the creative companies that practice design driven innovation, especially in developing countries. This research investigates the existence and practices of design-driven innovation in the Indonesian creative industry. Based on interviews with the design-preneurs of the creative industry, one of the results of this study reveals how the Indonesian creative industry creates new meanings that are embedded into new products. Based on the identification, a framework to create new meanings is resulted which consists of a set of key processes, such as sensing, sensemaking, specifying, setting up, and storytelling. The practical contribution of this research is that this identified framework can be adopted by any creative companies interested in improving their innovation capability.

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Design Driven Innovation Practices in Design-preneur led Creative Industry

Mapping on Entrepreneurship Policy in Indonesia

Catering business is general terms for the business that serve various foods and drinks orders include equipment for the needs of party or institution at a certain time and place.The growing demand for catering services causing a large number of new small medium catering enterprises are entering into this area so that makes the high competition among small medium catering enterprises. This condition makes small medium catering enterprises have more challenge in order to maintain their survival. Therefore, it is necessary to identify the factors that influence the performance of small medium catering enterprises in Bandung.This research examines factors that influence small medium catering enterprises performance. These factors include psychological capital of entrepreneurs, human resource management, innovation, entrepreneurial character, and character of small medium catering enterprises.A survey method was used in this study of 97 catering entrepreneurs in Bandung. According to the results, factors influencing small medium catering enterprises performance in Bandung are psychological capital of entrepreneurs and human resource management.The results showed increasing of psychological capital and human resource management will improve small medium catering enterprises performance in Bandung. The results also showed that the most influencing variable toward small medium catering enterprises performance was psychological capital of entrepreneurs that consists of self efficacy, optimism, hope and resiliency.

Identifikasi Faktor-Faktor Yang Mempengaruhi Kinerja UKM Catering Di Kota Bandung

The needs for entrepreneurship policy are raised in line with the interests to identify the impact of entrepreneurship. The government should thus provide a conducive environment for the emergence of entrepreneurship. However, there is limited information about the implementation of entrepreneurship policy. It is necessary to conduct a preliminary research to describe the model of entrepreneurship policy in the case of Indonesia. The research uses the documentation-reading technique and categorisation of entrepreneurship policy programs based on content and level of analysis (micro, meso and macro level). The results show there are 12 government programs related to entrepreneurship, which aim to increase the number of entrepreneurs or new ventures. At the micro level, the policy is targeted to individual, which its contents are business skills, opportunity identification skill, and psychological endowment including self motivated. At the meso level, entrepreneur is defined as an organisation that creates an added value through entrepreneurial process with the content includes business incentives and administration burden. At the macro level, the impact of entrepreneurship influences jobs creation and start-up creation nationally in which the policy content includes entrepreneurship culture, entrepreneurship infrastructure, and education.

Dwi Larso

Papers

Development of a manufacturing flexibility hierarchy through factor and cluster analysis

Design Driven Innovation Practices in Design-preneur led Creative Industry

Mapping on Entrepreneurship Policy in Indonesia

Identifikasi Faktor-Faktor Yang Mempengaruhi Kinerja UKM Catering Di Kota Bandung

Entrepreneurship policy implementation model in Indonesia