"O estudo, de natureza descritivo-exploratória, busca compreender as condições necessárias para o desenvolvimento da sustentabilidade financeira de organizações que oferecem apoio a empreendimentos de impacto. Entre seus objetivos específicos estão:
- Compreender o que os gestores dessas organizações entendem sobre sustentabilidade financeira.
- Identificar características organizacionais, de funcionamento e de atuação que influenciam a sustentabilidade financeira.
- Compreender projetos futuros, fatores limitantes e potencializadores para a consolidação da sustentabilidade financeira das OEIs.
- Identificar o impacto da COVID-19 na sustentabilidade financeira das OEIs e dos negócios apoiados.
- Identificar oportunidades de ação a partir do cenário estudado."
"We evaluate a technology entrepreneurship training program by comparing career decisions among applicants accepted into the program with unaccepted applicants who are program finalists. We find that program participation is associated with an increased likelihood of subsequent entrepreneurship but that this is not uniform across participants; the estimated relationship between program participation and subsequent entrepreneurial activity is disproportionately lower for applicants with ex-ante resources and capabilities in entrepreneurship, measured by prior entrepreneurship experience. Moreover, we only observe this reduced impact of the program on subsequent entrepreneurial activity for participants that have prior experience in founding a technology company as opposed to other forms of entrepreneurial activity. This suggests the program is more effective for individuals that have otherwise limited access to technology entrepreneurship opportunities."
"Banks in emerging markets are increasingly providing non-financial services to their SME clients, typically consisting of information sharing, training and consultancy. This study, published by IFC in partnership with the Austrian Government, is the first to explore reasons behind this trend, finding that banks' key motivations include attracting and retaining customers and strengthening portfolio quality. The report consists of an overview followed by case studies of three banks, namely namely Türk Ekonomi Bankasý (TEB), Standard Chartered Bank (SCB), and ICICI Bank."
"Using survey data on Macedonian firms that participated in USAID programs providing technical and financial assistance for small and medium-sized enterprises (SMEs) and on firms that did not, we estimate the effectiveness of such assistance in increasing the growth of employment in the assisted firms. We control for selection bias in program participation and use both kernel and caliper propensity score matching to estimate the excess growth of employment in assisted firms. We find that assistance programs raised employment growth by 16-20 percentage points in the first year after assistance and by 26-30 points by the third year."
"What do accelerators do? Broadly speaking, they help ventures define and build their initial products, identify promising customer segments, and secure resources, including capital and employees. More specifically, accelerator programs are programs of limited-duration—lasting about three months—that help cohorts of startups with the new venture process. They usually provide a small amount of seed capital, plus working space. They also offer a plethora of networking opportunities, with both peer ventures and mentors, who might be successful entrepreneurs, program graduates, venture capitalists, angel investors, or even corporate executives. Finally, most programs end with a grand event, a “demo day” where ventures pitch to a large audience of qualified investors."
"Social impact accelerators (SIAs) seek to select startups with the potential to generate financial returns and social impact. Through the lenses of signaling theory and gender role congruity theory, we examine 2324 social startups that applied to 123 SIAs globally in 2016 and 2017 and find that SIAs are more likely to accept startups that signal their economic and social credibility. Moreover, while we find that the influence of these signals is strongest when they are congruent with the stereotypes associated with the lead founder's gender, men seem to experience better outcomes from gender incongruity than women."
"Being an SGB in a developing economy is already challenging: talent acquisition, currency fluctuations, slim profit margins, changing political landscapes, and lower negotiating power with suppliers are a few of the issues SGBs have to tackle every day. It is a testament to the ingenuity, skill and tenacity of these organizations that despite this, there are thousands of successfully operating SGBs across the globe, with increasing numbers in developing economies. This report looks at how we can support SGBs to scale their success. What technical, practical and material assistance is needed to help SGBs scale so more people are positively impacted? Our hope is that this report isn’t just an interesting read, but rather a practical roadmap, and a call to action."
"Village Capital – a seed-stage accelerator that runs programs for entrepreneurs in impact-oriented sectors – was the first to work with the Entrepreneurship Database Program, starting in 2013. Application and follow-up data have now been collected from fifteen different Village Capital programs. These data provide a unique opportunity to examine the performance of ventures accelerated by these different Village Capital programs compared to those that applied but were not selected. This report is divided into two parts: The first section reveals differences in venture performance among accelerated versus non-accelerated ventures based on one-year changes in revenue, employees, and investment. This information is then used to identify the highest and lowest performing Village Capital programs and presented to a panel of experts who suggest potential reasons for these differences. The second section tests these predictions using qualitative and quantitative research methods, revealing several key insights for Village Capital and other early-stage venture accelerator programs."
"While management styles and practices have been found to be important determinants of firm performance, there is far less evidence on the extent to which management matters for entrepreneurial ventures and whether founders can learn to be more effective managers. Using a randomized field experiment with 100 high-growth technology firms, we show that founders who received advice from other founders with more "hands-on" management styles were more likely to reorient their own management activity, and subsequently experience lower employee attrition and higher rates of firm survival eight months after the intervention. For founders who already had a more hands-on management style themselves, these interactions also increased their rate of hiring. Our study demonstrates management skill can be learned by young firms via networks and subsequently influence performance."
"Despite the emergence of startup accelerators as venture development organizations (VDOs) to high-growth firms, research has yet to identify where these accelerators fit into the venture development ecosystem. By clarifying and reviewing three different subsystems in the entrepreneurial ecosystem, our paper proposes that as an extension of the current incubation mechanism, accelerators contribute to the entrepreneurial ecosystem by transforming entrepreneurs and their ventures at early stages. Drawing upon the Pipeline model (Lichtenstein, G. A., and T. S. Lyons. 2006."Managing the community's pipeline of entrepreneurs and enterprises: A new way of thinking about business assets." Economic Development Quarterly 20 (4): 377-386.), we first plot where the accelerator model fits in the broader entrepreneurship ecosystem, and then demonstrate how different types of accelerators help participating entrepreneurs and their ventures progress along the venture development pipeline. Our theoretical approach contributes to both the entrepreneurship ecosystem and the accelerator literature and provides a practical map for both policymakers and early-stage entrepreneurs to manage and utilize their entrepreneurship ecosystem more effectively."