LEADER 05426oam 22006855 450 001 9910787207803321 005 20200520144314.0 010 $a1-4648-0019-7 024 7 $a10.1596/978-1-4648-0018-4 035 $a(CKB)3710000000331271 035 $a(EBL)1913693 035 $a(SSID)ssj0001436114 035 $a(PQKBManifestationID)12012564 035 $a(PQKBTitleCode)TC0001436114 035 $a(PQKBWorkID)11452247 035 $a(PQKB)10044321 035 $a(PQKBManifestationID)16122400 035 $a(PQKB)21784805 035 $a(MiAaPQ)EBC1913693 035 $a(DLC) 2014028663 035 $a(Au-PeEL)EBL1913693 035 $a(CaPaEBR)ebr11001352 035 $a(CaONFJC)MIL694276 035 $a(OCoLC)900344115 035 $a(The World Bank)18231466 035 $a(US-djbf)18231466 035 $a(EXLCZ)993710000000331271 100 $a20140718d2014 uf 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cn$2rdamedia 183 $anc$2rdacarrier 200 10$aDirections in development $ethe small entrepreneur in fragile and conflict-affected situations /$fJohn Speakman and Annoula Rysova 210 1$aWashington, DC :$cWorld Bank,$d2014. 215 $a1 online resource (pages cm) 225 0 $aDirections in development 300 $aDescription based upon print version of record. 311 $a1-322-62994-3 311 $a1-4648-0018-9 320 $aIncludes bibliographical references. 327 $aFront Cover; Contents; Acknowledgments; About the Authors; Abbreviations; Introduction; Small Entrepreneurs in Fragile and Conflict-Affected Situations; Observations of FCS Firms, Sectors, and Business Environments; Implications of Findings and Recommendations; Notes; Reference; Chapter 1 Overview of the Entrepreneur's Challenges in FCS; Overview; Figures; Figure 1.1 Universe of Private Enterprises in FCS Countries in Which Size of Shadow Economy Reaches 50 Percent of GDP; Notes; Reference; Chapter 2 Observations of FCS Firms, Sectors, and Business Environments; FCS Firm-Level Characteristics 327 $aFigure 2.1 Appetite for Risk and Willingness to Innovate in FCS, 2011Figure 2.2 Enterprise Capacity Utilization Lower in FCS Countries than in Non-FCS Countries; Tables; Table 2.1 Probability to Innovate in FCS Lower than in Non-FCS Countries; Figure 2.3 Willingness to Take Up Risk Less in FCS than in Non-FCS Countries; Figure 2.4 Introduction of New Products Hindered by Long Power Outages in ECA FCS; Figure 2.5 FCS Enterprises Start Smaller, Grow More Slowly, or Shrink over Time Compared to Non-FCS Enterprises; FCS Sector-Level Characteristics 327 $aTable 2.2 Total Formal Trade as a Percentage of GDP ("Openness") Notably Lower for FCS Countries than for Non-FCS CountriesFigure 2.6 Annual Export Revenue of FCS Firms in Sub-Saharan Africa Trade Primarily with Neighboring Countries; Boxes; Box 2.1 Trading in Niger; Figure 2.7 Conflicts in Sub-Saharan Africa Result in Sudden Drops in Manufactures' Exports; Box 2.2 Challenge of Rebuilding a Sector: Carpet Weaving in Afghanistan; Figure 2.8 Mobile Telecommunications Thrive in Even the Most Difficult FCS Environments; FCS General Business Environment 327 $aFigure 2.9 Unpredictability in Private Markets and Public Governance Commonplace in FCS CountriesTable 2.3 Weak Regulatory Systems in FCS Countries; Figure 2.10 Rent-Seeking More Common in FCS Countries than in Non-FCS Countries; Figure 2.11 Biggest Obstacle to Business Environment by Fragility; Figure 2.12 Access to Formal Financial Services Appear More Limited in FCS Countries; Table 2.4 Temporary Disruptions in Sales in Sub-Saharan Africa due to Fragility; Figure 2.13 Why FCS Firms Should Not Apply for Loans 327 $aFigure 2.15 Longer or More Frequent Power/Water Shortages Common in FCS Countries (% of Firms that Experienced Power/Water Shortage the Past Year)Figure 2.14 Credit Transactions Less Common in FCS Countries than in Non-FCS Countries in Sub-Saharan Africa; Figure 2.16 Power Supply Lacking or Very Expensive in FCS Countries; Figure 2.17 Access to General Purpose Technology Worse in FCS than in Non-FCS Countries; Figure 2.18 FCS Enterprises in SSA and ECA Face High Losses due to Crime, Theft, and Disorder 327 $aFigure 2.19 FCS Firms in Four Countries Experience Disruptions in Their Product Markets with Uneven Recoveries 330 $aThis report is part of a broader effort by the World Bank Group to understand the motives and challenges of small entrepreneurs in fragile and conflict-affected situations (FCS). The report's key finding is that, compared to entrepreneurs elsewhere, entrepreneurs in FCS have different characteristics, face significantly different challenges, and thus may be subject to different incentives and have different motives. Therefore, it is recommended that both the current analytical approach and the operational strategy of the World Bank be informed by the findings that follow. The report summarizes 410 0$aWorld Bank e-Library. 606 $aSmall business$xManagement 615 0$aSmall business$xManagement. 676 $a658.02/2 700 $aSpeakman$b John$01472096 702 $aRysova$b Annoula 801 0$bDLC 801 1$bDLC 906 $aBOOK 912 $a9910787207803321 996 $aDirections in development$93684725 997 $aUNINA