ADB–OECD Study on Enhancing Financial Accessibility for SMEs: Lessons from Recent Crises

During the era of global financial uncertainty, stable access to appropriate funding sources has been much harder for small and medium-sized enterprises (SMEs). The global financial crisis impacted SMEs and entrepreneurs disproportionately, exacerbating their traditional financing constraints. The financial conditions of many SMEs were weakened by the drop in demand for goods and services and the credit tightening. The sovereign debt crisis that hit several European countries contributed to further deterioration in bank lending activities, which negatively affected private sector development. The global regulatory response to financial crises, such as the Basel Capital Accord, while designed to reduce systemic risks may also constrain bank lending to SMEs. In particular, Basel III requires banks to have tighter risk management as well as greater capital and liquidity. Resulting asset preference and deleveraging of banks, particularly European banks with significant presence in Asia, could limit the availability of funding for SMEs in Asia and the Pacific. Lessons from the recent financial crises have motivated many countries to consider SME access to finance beyond conventional bank credit and to diversify their national financial system. Improving SME access to finance is a policy priority at the country and global level. Poor access to finance is a critical inhibiting factor to the survival and growth potential of SMEs. Financial inclusion is thus key to the development of the SME sector, which is a driver of job creation and social cohesion and takes a pivotal role in scaling up national economies. The Asian Development Bank (ADB) and the Organisation for Economic Co-operation and Development (OECD) have recognized that it is crucial to develop a comprehensive range of policy options on SME finance, including innovative financing models. With this in mind, sharing Asian and OECD experiences on SME financing would result in insightful discussions on improving SME access to finance at a time of global financial uncertainty. Based on intensive discussions in two workshops organized by ADB in Manila on 6–7 March 2013 and by OECD in Paris on 21 October 2013, the two organizations together compiled this study report on enhancing financial accessibility for SMEs, especially focusing on lessons from the past and recent crises in Asia and OECD countries. The report takes a comparative look at ADB and OECD experiences, and aims to identify promising policy solutions for creating an SME base that is resilient to crisis, from a viewpoint of access to finance, and which can help drive growth and development

The Relationship Development and Learning Organization Dimensions.

This research examined the relationship among learning organization dimensions, leadership development, employee development, and their interactions with two demographic variables (gender and ethnicity) in the context of libraries. The researchers conducted a multivariate analysis of the variance to assess the differences by leadership training groups (low training hours vs. high training hours), or by gender; and by workplace training groups (low vs. high), or by ethnicity (white vs. all others) on a linear combination of the seven dimensions of the learning organization. A conclusive summary is provided along with contributive discussion. Implications and contributions to librarians are discussed in addition to future research recommendations. Also included are conclusive final thoughts accompanied by the limitations of this research

Impact of organization of organization development interventions on human capital: a case study of Thailand Appreciative Inquiry Network

Thailand Appreciative Inquiry Network (AI Thailand) has been established on 2007. AI Thailand aims to spread Appreciative Inquiry throughout Thailand. At the beginning, AI Thailand had 32 founding members. These 32 founding mem- bers were from diverse background, education and ages. One of the most challenging problems AI Thailand faced at that time was: AI Thailand members lacked of Human Capital in Appreciative Inquiry. If this problem was not properly addressed in a timely manner, AI Thailand would vanish. To address this challenge, the Researcher employed Action Research for eight cycles during eight months in order to develop AI Thailand members’ Human Capital. Organization Development Interventions implemented included: Appreciative Inquiry, Appreciative Coaching and Knowledge Management. For impacts of Organization Development, Participants’ Human Capital was developed. Human Capital consisted of 17 AI Champions, 12 AI Masters and 3 Apprentices. Participants were able to create impacts upon their organizations at diverse degree.Action Research; Organization Development; Appreciative Inquiry; Appreciative Coaching and Human Capital

The Organization of Production and Economic Development

A formalization of the Coase-Williamson-Cheung theory of the firm is used to examine the trade-off between the firm and the market as institutions for organizing production in a dynamic, general equilibrium model with increasing returns to labor specialization. The model considers the interaction of internal and external transaction costs and the gains to labor specialization in determining important aspects of the organization of production including the degree of labor specialization, the size and specialization of firms and the pattern of interfirm trade. Endogenous growth is driven by capital accumulation and the division of labor. The evolution of economic organization is characterized by increases in labor specialization, interfirm trade, firm specialization (vertical disintegration) and firm employment.development; endogenous growth; labor specialization; dynamic model; institutions; division of labor; growth; transactions costs; coordination; coordination costs; contract enforcement; organization; neoinstitutionalism; traditional economy; interpersonal exchange; theory of the firm; interpersonal exchange

Organization Development for Social Change

The field of organization development (OD) has emerged from efforts to improve the performance of organizations, largely in the for-profit sector but more recently in the public and not-for-profit sectors as well. This paper examines how OD concepts and tools can be used to solve problems and foster constructive change at the societal level as well. It examines four areas in which OD can make such contributions: (1) strengthening social change-focused organizations, (2) scaling up the impacts of such agencies, (3) creating new inter-organizational systems, and (4) changing contexts that shape the action of actors strategic to social change. It discusses examples and the kinds of change agent roles and interventions that are important for each. Finally, it discusses some implications for organization development intervention, practitioners, and the field at large.This publication is Hauser Center Working Paper No. 25. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Contingent Information Systems Development

Situated approaches based on project contingencies are becoming more and more an important research topic for information systems development organizations. The Information Services Organization, which was investigated, has recognized that it should tune its systems development approaches to the specific situation. A model has been developed, dealing with the matching between prevailing contingency factors and the preconditions of already existing situated approaches. Furthermore, a generic process model for systems development, including the information systems operations stage, is proposed. This model makes it possible to derive from it specific systems development strategies. A number of basic development strategies, specific for the Information Services Organization, are described. Preconditions, specific for this organization, are added to the standard situated approaches

Hybrid Car Creates Hybrid Organization: Development of Toyota's First Prius Model and Limits that Traditional Development Organization at Toyota confronted

The manager of each function-based department holds private information about his or her respective department's fields of expertise and technological advances. Given this understanding, it may be advisable for the company's headquarters to delegate decision-making authority to the managers of these individual departments. However, if decision-making authority is delegated to individual departments or to the managers representing the interests of each of those departments, those departments may pursue their own interests even at the expense of the company's interests as a whole. By contract, the product manager does not have private information but is thinking about the new product under development as a whole and thus does not have a biased preference. The question then, is, what kind of governance structure will serve as the optimal solution? When each manager possesses a biased preference for his or her own department, it is important to consider the impact that the allocation of formal authority and the information flow within the organizational hierarchy has on the organizational capacity for innovation. This theme is developed and illustrated, using the case of development of Toyota's "Prius". In the case of Toyota Motor, too, this point has been an important issue for a long time when planning its development organization structure. The development of the world's first mass-produced hybrid vehicle, the Prius by Toyota is one of the most successful examples of innovative product development in recent years. However, it has been hardly studied as to how such architectural innovation was possible within the largest organization in Japan. This paper argues at length the development process of the Prius and transfiguration of Toyota's development organization structure from the viewpoint of organizational economics framework. Development of the first Prius model by Toyota set the stage for adoption of a new development organization structure : the term-limited implementation of the new "Big Room" approach, which did bring about lasting changes to Toyota's organizational framework for vehicle development. It will be noted that concept design, or in other words interdepartmental coordination, was more important in the initial phase of development (the first six months), and thus, the "Big Room" structure was the development organization structure of choice for implementation. By contrast, after the initial six months, work on the concept design of the product development had been almost completed and interdepartmental coordination had become less important to the company compared with advances in the technologies for the engine and other component systems. For that reason, the development organization was transitioned to a more decentralized structure of governance, the conventional “chief engineer” structure. The new development organization is a kind of hybrid organization, which lies between "centralization" and "decentralization". Furthermore, we touched upon the point that delay is costly in decision problems because it increases the lag upon which decisions are based, and evaluated the new development organization structure from that viewpoint, too. The arguments made in this paper will presumably be of value as generalized recommendations for the shape of the development organization within large established corporations.