Business Training

This impact evaluation aims to measure the effect of a program that combines business training, mentoring, and a large cash transfer on high-potential small and medium businesses in Chile. 250 out of the top 500 firms participating in a business plan competition will be randomly selected to receive all three components of the program, while the remaining firms will receive none of them. In-person surveys with the entrepreneurs will be conducted before and 12 months after the program.

Effective managers play a vital role in successful teams by creating a positive and productive team environment, assigning tasks, setting clear goals and expectations, and facilitating communication and collaboration among team members. In this paper, we employ a distinctive experimental design to identify the marginal advantage of effective managers, and the specific attributes that yield the greatest benefits to team performance.

Financial models assume startups learn from feedback, but it is hard to test it empirically. First, because demand and supply of information are endogenous. Second, because business education and acceleration bundle feedback with confounding treatments. This paper is the first randomized experiment testing how unsolicited written feedback impacts fundraising of high-stakes entrepreneurs. All 88 teams entered a global accelerator and received $40,000. A random half of them additionally received feedback to business-plans.

Entrepreneurs in developing countries face a series of diverse constraints to growth, including lack of access to business skills, markets, and finance. The binding constraints vary from firm to firm, implying that the returns to possible interventions are likely to be heterogeneous.

Failure is widely acknowledged as a critical component of the organizational learning and innovation processs. Learning from failure, in particular, seems extremely relevant in the context of entrepreneurship, where failure often emerges as the predominant outcome. Remarkably, most entrepreneurship training programs predominantly emphasize success stories of entrepreneurs, without leveraging the learning potential that come from stories of failure.

We use a field experiment to test whether financial incentives can improve the quality of apprenticeship training. Trainers (firm owners) in the treatment group participated in a tournament incentive scheme where they received a payment based on their apprentices’ rank-order performance on a skills assessment. Trainers in the control group received a fixed payment based on their apprentices’ participation in the assessment. Performance on the assessment was higher in the treatment group.

Agricultural extension programs often train a few farmers and count on diffusion through social networks for the innovation to spread. However, if markets are imperfectly integrated, this may also inflict negative externalities. In a two-step experiment of an agronomy training program among Rwandan coffee farmers, we first randomize the concentration of trainees at the village level and then randomly select within each village. Knowledge increased, and yields were 6.7% higher for trained farmers.

Although entrepreneurship training programs are designed to help necessity entrepreneurs acquire skills and capabilities to take entrepreneurial action, participants in these programs often fail to do so. In partnership with a local government agency, we conducted a randomized field experiment involving 165 entrepreneurs in rural Tanzania where in addition to providing technical-skills training, approximately half of the participants also received “growth mindset” psychological training.

Does growth training help entrepreneurs scale-up new ventures? Our field experiment answers this question using data from 181 Singapore-based, early-growth entrepreneurs drawn from a broad range of industry sectors. Treatment content focused on three growth-catalyst tools relevant for formulating and executing innovation-led growth: business-model design, leveraging external networks, building internal teams. Treatment format comprised interactive lecture sessions and workshops on these tools supplemented by personalized coaching in applying the tools to entrepreneurs’ specific challenges.

Purpose

This article reports the results of a randomized field experiment that tested the effects of a new business intervention among managers of small- and medium-sized enterprises (SMEs) in England.

Design/methodology/approach

Individual managers (learners) were randomly assigned in clusters (companies) to either an intervention group (265 learners; 40 SMEs) receiving a novel virtual, blended training program designed to stimulate a change in management behavior or a no-intervention group (118 learners; 22 SMEs).