Subscribe and enjoy more than 800,000 books
Add this book to bookshelf
Grey 902feb64d8b6d481ab8ddda06fbebbba4c95dfa9b7936a7beeb197266cd8b846
Write a new comment Default profile 50px
Grey 902feb64d8b6d481ab8ddda06fbebbba4c95dfa9b7936a7beeb197266cd8b846
Beating the Odds - Jump-Starting Developing Countries - cover

Beating the Odds - Jump-Starting Developing Countries

Justin Lin, Célestin Monga

Publisher: Princeton University Press

  • 0
  • 2
  • 0

Summary

How poor countries can ignite economic growth without waiting for global action or the creation of ideal local conditions 
Contrary to conventional wisdom, countries that ignite a process of rapid economic growth almost always do so while lacking what experts say are the essential preconditions for development, such as good infrastructure and institutions. In Beating the Odds, two of the world's leading development economists begin with this paradox to explain what is wrong with mainstream development thinking—and to offer a practical blueprint for moving poor countries out of the low-income trap regardless of their circumstances. 
Justin Yifu Lin, the former chief economist of the World Bank, and Célestin Monga, the chief economist of the African Development Bank, propose a development strategy that encourages poor countries to leap directly into the global economy by building industrial parks and export-processing zones linked to global markets. Countries can leverage these zones to attract light manufacturing from more advanced economies, as East Asian countries did in the 1960s and China did in the 1980s. By attracting foreign investment and firms, poor countries can improve their trade logistics, increase the knowledge and skills of local entrepreneurs, gain the confidence of international buyers, and gradually make local firms competitive. This strategy is already being used with great success in Vietnam, Cambodia, Bangladesh, Mauritius, Ethiopia, Rwanda, and other countries. And the strategy need not be limited to traditional manufacturing but can also include agriculture, the service sector, and other activities. 
Beating the Odds shows how poor countries can ignite growth without waiting for global action or the creation of ideal local conditions.

Other books that might interest you

  • Development Projects Observed - cover

    Development Projects Observed

    Albert Hirschman

    • 0
    • 1
    • 0
    Originally published in 1967, the modest and plainly descriptive title of  Development Projects Observed is deceptive. Today, it is recognized as the ultimate volume of Hirschman's groundbreaking trilogy on development, and as the bridge to the broader social science themes of his subsequent writings. Though among his lesser-known works, this unassuming tome is one of his most influential.It is in this book that Hirschman first shared his now famous "Principle of the Hiding Hand." In an April 2013  New Yorker issue, Malcolm Gladwell wrote an appreciation of the principle, described by Cass Sunstein in the book's new foreword as "a bit of a trick up history's sleeve." It can be summed up as a phenomenon in which people's inability to foresee obstacles leads to actions that succeed because people have far more problem-solving ability that they anticipate or appreciate.And it is in  Development Projects Observed that Hirschman laid the foundation for the core of his most important work,  Exit, Voice, and Loyalty, and later led to the concept of an "exit strategy."
    Show book
  • Hire and Keep the Best People - 21 Practical & Proven Techniques You Can Use Immediately! - cover

    Hire and Keep the Best People -...

    Brian Tracy

    • 1
    • 3
    • 0
    speakers and author of the bestselling books Maximum Achievement and The 100 Absolutely Unbreakable Laws of Business Success
    Offers 21 proven strategies that will give you a competitive edge in selecting and keeping excellent people
    Concise, handy, quick to read and easy to apply
    From corner cubicle to corporate suite, managers today say their biggest concern is the competition for talent. The critical constraint on the growth and success of any business is the ability to attract and keep excellent people. Unfortunately, very few managers have been thoroughly trained in the process of personnel selection. And they hardly have time to sign up for a course: they are confronted with an immediate need for personnel know-how.
    In his latest book, Brian Tracy draws on over 20 years of training managers in the art of employee selection to pinpoint the 21 most important, proven principles of employee recruitment and retention. In a single, brief, easy-to-read volume, Tracy summarizes the essential information every manager must know to attract the most capable, committed employees and to make sure they continue to be active contributors to the company for years to come.
    For each of these 21 techniques, Tracy discusses the underlying principle and offers an Action Exercise that enables readers to apply the technique immediately and see the results for themselves. Filled with proven, practical knowledge, Hire and Keep the Best People distills years of hard-won wisdom into a quick and easy set of techniques, offering managers effective steps they can take today to find, select, hire, orient, train, and retain the best people for their business.
    Show book
  • Good to Great - Why Some Companies Make the LeapAnd Others Don't - cover

    Good to Great - Why Some...

    Jim Collins

    • 0
    • 9
    • 0
    The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.  
    But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?  
    The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?  
    The Standards Using  tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. 
    The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?  
    Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.  
    The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:Level 5 Leaders: The research team was  shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. 
    “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”  
    Perhaps, but who can afford to ignore these findings?
    Show book
  • Great by Choice - Uncertainty Chaos and Luck--Why Some Thrive Despite Them All - cover

    Great by Choice - Uncertainty...

    Jim Collins, Morten T. Hansen

    • 0
    • 1
    • 0
    Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting.
    Show book
  • VMware 266 Success Secrets - 266 Most Asked Questions On VMware - What You Need To Know - cover

    VMware 266 Success Secrets - 266...

    Joan Stephenson

    • 0
    • 1
    • 0
    There has never been a VMware Guide like this. It contains 266 answers, much more than you can imagine; comprehensive answers and extensive details and references, with insights that have never before been offered in print. Get the information you need--fast! This all-embracing guide offers a thorough view of key knowledge and detailed insight. This Guide introduces what you want to know about VMware. A quick look inside of some of the subjects covered: Object database - Timeline, Nimbula - Release History, Cloud computing Open source, VMware - Acquisitions, Free and open-source graphics device driver - Other vendors, Disk image Virtualization, Mac OS OS X, VMware ESX - Performance limitations, Cisco Systems - Hardware, Stanford University - Notable alumni, IBM cloud computing - History, VMware - Cloud management software, Peter Fenton (venture capitalist) - Benchmark, VMware ESX - Purple diagnostic screen, Linux kernel mailing list, MINIX 3, MINIX - MINIX 3, Cloud computing - Infrastructure as a service (IaaS), Nexenta OS - Repositories, Linux distribution - Tools for choosing a distribution, VMware ESX - VMware ESXi, Cloud computing On-demand self-service, iSCSI - Operating-system capability, Nexenta OS - NexentaStor, Macintosh - Software, Check Point - Products, Virtual machine - Emulation of the underlying raw hardware (native execution), Hardware virtualization - Hardware-assisted virtualization, Ruby (programming language) - Implementations, NetApp - Partnerships, Desktop virtualization Further reading, Hypervisor - x86 Systems, Hardware virtualization - Full virtualization, Cloud computing Vendor lock-in, Dell Acquisitions, Cloud computing comparison Supported Clients, VMware ESX - Cisco Nexus 1000v, Linux Mint - Features, EMC Corporation, and much more...
    Show book
  • Pricing Analytics Complete Self-Assessment Guide - cover

    Pricing Analytics Complete...

    Gerardus Blokdyk

    • 0
    • 1
    • 0
    Is the Pricing Analytics scope manageable?  Do we monitor the Pricing Analytics decisions made and fine tune them as they evolve?  What are the Key enablers to make this Pricing Analytics move?  Do Pricing Analytics rules make a reasonable demand on a users capabilities?  Does Pricing Analytics analysis isolate the fundamental causes of problems?  
     
    
    This instant Pricing Analytics self-assessment will make you the principal Pricing Analytics domain master by revealing just what you need to know to be fluent and ready for any Pricing Analytics challenge.
     
    
    How do I reduce the effort in the Pricing Analytics work to be done to get problems solved? How can I ensure that plans of action include every Pricing Analytics task and that every Pricing Analytics outcome is in place? How will I save time investigating strategic and tactical options and ensuring Pricing Analytics opportunity costs are low? How can I deliver tailored Pricing Analytics advise instantly with structured going-forward plans?
     
    
    There’s no better guide through these mind-expanding questions than acclaimed best-selling author Gerard Blokdyk. Blokdyk ensures all Pricing Analytics essentials are covered, from every angle: the Pricing Analytics self-assessment shows succinctly and clearly that what needs to be clarified to organize the business/project activities and processes so that Pricing Analytics outcomes are achieved.
     
    
    Contains extensive criteria grounded in past and current successful projects and activities by experienced Pricing Analytics practitioners. Their mastery, combined with the uncommon elegance of the self-assessment, provides its superior value to you in knowing how to ensure the outcome of any efforts in Pricing Analytics are maximized with professional results.
     
    
    Your purchase includes access details to the Pricing Analytics self-assessment dashboard download which gives you your dynamically prioritized projects-ready tool and shows your organization exactly what to do next. Your exclusive instant access details can be found in your book.
    Show book