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Author: Dermot Walsh Publisher: Routledge ISBN: 042964325X Category : Social Science Languages : en Pages : 202
Book Description
Originally published in 1986. Based on interviews with men in prison, this study takes two groups of convicted criminals: men convicted of robbery, and, for comparison, a sample of men convicted for breaking into commercial premises. It focuses on how victims are chosen, the decision-making processes involved, and the characteristics of those selected and those rejected as unsuitable potential victim material. Also described are the pattern of the crime (time, place, gain), and the ways in which people become involved in it. Allowing several convicted robbers describe in their own way why they did it and what they thought and felt about it, Dermot Walsh presents a disquieting picture, in which robbery appears to be an attractive proposition to several different groups of men, facing quite different circumstances, and for different reasons.
Author: Dermot Walsh Publisher: Routledge ISBN: 042964325X Category : Social Science Languages : en Pages : 202
Book Description
Originally published in 1986. Based on interviews with men in prison, this study takes two groups of convicted criminals: men convicted of robbery, and, for comparison, a sample of men convicted for breaking into commercial premises. It focuses on how victims are chosen, the decision-making processes involved, and the characteristics of those selected and those rejected as unsuitable potential victim material. Also described are the pattern of the crime (time, place, gain), and the ways in which people become involved in it. Allowing several convicted robbers describe in their own way why they did it and what they thought and felt about it, Dermot Walsh presents a disquieting picture, in which robbery appears to be an attractive proposition to several different groups of men, facing quite different circumstances, and for different reasons.
Author: World Bank Publisher: World Bank Publications ISBN: 1464803773 Category : Business & Economics Languages : en Pages : 261
Book Description
The World Bank Group promotes small and medium enterprise (SME) growth through both systemic and targeted interventions. Targeting means focusing benefits on one size-class of firms to the exclusion of others. Targeted support for SMEs is a big business for the World Bank Group, averaging around $3 billion a year in commitments, expenditures, and gross exposure over the 2006-12 period. In the context of broader reforms, such targeted support can be a powerful tool. Targeting SMEs is not an end in itself, but a means to create economies that can employ more people and create more opportunity for citizens to achieve prosperity. A thriving and growing SME sector is associated with rapidly growing economies. A central challenge is to level the economic playing field by ensuring dynamic markets; strengthening market-support institutions; and removing constraints to participation. IEG found that financial sector development can have both a pro-growth and pro-poor impact by alleviating SMEs' financing constraints, enabling new entry of firms and entrepreneurs and better resource allocation. Layered on top of this are targeted forms of assistance; these interventions may build on a foundation of more systemic reforms, may come in tandem with them, or may in fact be a means to build systemic reforms from the bottom up. Any credible justification of targeted support to SMEs must be focused on establishing well-functioning markets and institutions, not simply providing a temporary supply of benefits to a small group of firms during a project's lifespan. Thus, targeted interventions need to leverage resources to produce broader benefits for institutions and markets. To make targeted support for SMEs more effective, the World Bank Group needs to do several things: Clarify its approach to targeted support to SMEs; Enhance the support's relevance and additionality; Institute a tailored research agenda; Strengthen guidance and quality control for such support; Reform MIGA s Small Investment Program.
Author: Tom Eisenmann Publisher: Currency ISBN: 0593137027 Category : Business & Economics Languages : en Pages : 370
Book Description
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
Author: Gerald Le Van Publisher: Routledge ISBN: 1135261717 Category : Business & Economics Languages : en Pages : 254
Book Description
Meet the JacMar family: successful, committed, and--like every other business family--trying to strike a balance between their professional and personal lives. The JacMars are a composite of actual business families. As Gerald Le Van follows them from the bedroom to the board room, he identifies the key issues and problems faced by every business family today. Le Van, a highly sought-after speaker and consultant, has helped many business families successfully navigate through times of turbulence and transition. In The Survival Guide for Business Families, he makes his secrets available to the public for the first time. He leads the reader step-by-step through thirty-nine questions that everyone involved with a family operated business must address in order to plan for the future. Designed as a self-help book, The Survival Guide for Business Families teaches families to recognize the emotional and organizational work that only they--and not their lawyers, accountants or financial advisors--can do to secure their future. It gives them the communication and coping skills to get through crises, such as a leadership transition. Le Van shows that business families are not alone in their struggle, and that they can not only survive, but prosper.
Author: Jim Collins Publisher: Harper Collins ISBN: 0066620996 Category : Business & Economics Languages : en Pages : 320
Book Description
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?
Author: Dermot Walsh
Author: Dermot Walsh
Author: World Bank
Author: Tom Eisenmann
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Author: Gerald Le Van
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Author: Canada. Parliament. House of Commons
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Author: Jim Collins