Determinants of Non-farm Micro and Small Enterprise Participation in Rural Ghana

Abstract

This work was carried out in collaboration between all authors. Authors SNA and IOA managed the statistical analysis of the study. Author SNA wrote the first draft. Author MA did further analysis and wrote the literature review. All authors read and approved the final manuscript.

Impact of Employment on Access to Credit of Non-Agricultural Household Enterprises in Nigeria

“…This result is uniform and consistent with studies by Blanchflower and Evans (2004), which also found that employment significantly impacts on the performance of enterprises. This result is also consistent with other studies like Atamanov (2011), Ayambila et al (2017), Aziz et al (2017), Nagler and Naudé (2017), , , Rijkers and Söderbom (2013) and Shehu and Sidique (2014). These studies also obtained a positive coeffieicnt for employment.…”

“…The study by Shehu and Sidique (2014) showed a positive coefficient for this variable, but other studies like Ayambila et al (2017), Aziz et al (2017), Owoo andNaud´e (2014), andSeng (2015) obtained a negative coefficient. Hence, our a priori expectation for the coefficient of this variable is either positive or negative.…”

“…The variable is categorised into two to take a value of 1 for yes (indicating spending on rent by the enterprise) and 0, otherwise (if the enterprise is not spending on rent). For this variable, Ayambila et al (2017) and Seng (2015) had a negative coefficient, but Diao et al (2018) had positive coefficient. The overall a priori expectation is either positive or negative for the coefficient of this variable.…”

Enhancing Performance and Perceived Justice in Hospitality Organizations: An Integrated Model of Gender Diversity Within Top Management Teams

“…Although men and women later in life are fundamentally different, they have equally effective potential (Ekoja et al, 2020). This theory translates into the business world because it suggests that men and women are different but equally effective leaders (Ayambila, 2018; Menicucci et al, 2019). Gender stereotypes are formed and reinforced throughout childhood and translated into the business world, creating opposing, equally effective leadership styles.…”