"The Impact Management Project is a global effort of over 700 organizations to share fundamentals for how to talk about, measure and manage impact. This involves a thorough understanding of the investor's perspective, and how asset managers view impact on people and planet. The report describes the "five dimensions of impact" and what fundamentals investors and businesses should agree on to achieve their impact goals."

"This report presents a detailed analysis of impact investing activity in East Africa, examining the supply of global impact investment capital as well as the demand for investment resources from small and medium enterprises (SMEs), social enterprises, and others who aim to drive social and environmental impact through the private sector. The report covers five “focus countries” in depth: Kenya, Uganda, Tanzania, Ethiopia, and Rwanda; and six additional countries in the region in less depth: Burundi, Sudan, South Sudan, Djibouti, Eritrea, and Somalia."

"This report seeks to illustrate common challenges that entrepreneurs and intermediating financial service providers are facing because of the coronavirus crisis, as well as various strategies being implemented by impact investors to address these challenges. Specifically, the report explores ways investors work with investees to address immediate solvency constraints, adjust their activities to ensure the achievement of impact and financial objectives, and reimagine business models and processes with the future in mind."

"This report dives into how impact investing is at an inflection point, building off the rich histories of community finance in the United States and other countries, microfinance, international development, and the integration of ESG factors (Environmental, Social and Governance) in institutional portfolios more broadly. For over 30 years, these practices have been laying the foundation for an expanded continuum of investor options for thematic and asset allocations into privately-owned investments structured for financial returns and social and environmental impacts."

"A randomized control trial with 432 small and medium enterprises in Mexico shows positive impact of access to 1 year of management consulting services on total factor productivity and return on assets. Owners also had an increase in "entrepreneurial spirit" (an index that measures entrepreneurial confidence and goal setting). Using Mexican social security data, we find a persistent large increase (about 50 percent) in the number of employees and total wage bill even 5 years after the program. We document large heterogeneity in the specific managerial practices that improved as a result of the consulting, with the most prominent being marketing, financial accounting, and long-term business planning."

"We study the causal impact of credit constraints on exporters using a natural experiment provided by two policy changes in India, first in 1998 which made small‐scale firms eligible for subsidised direct credit, and a subsequent reversal in policy in 2000 wherein some of these firms lost their eligibility. Using firms that were not affected by these policy changes as our control group in each case, we find that credit expansion increased the growth rate of bank borrowing and had a positive effect on exports. The subsequent policy reversal in 2000 had no impact on the growth rate of bank borrowing or on exports."

"We investigate the relationship between employees' and managers' training and firm performance using a policy intervention that randomly assigned training support to small- and medium-sized enterprises in the UK accommodation and food service sector. Because the number of firms self-selected into training exceeded available places, training was randomly assigned to some firms, resulting in a randomized natural experimental design that allowed us to identify the average effect of training on treated firms. Our empirical results suggest that employees' training had a stronger positive impact on firms' labour productivity and profitability than that of managers'."

"This paper uses a randomized controlled experiment in Costa Rica to determine whether IB use by Banco Nacional de Desarrollo's micro and small enterprise (MSE) clients has an impact on their performance, measured in terms of productivity, increase in sales, and cost reduction. Results from the intervention group surveys indicate that Internet use is limited in MSEs' daily operations because of limited access to computers and the relatively low penetration of Internet services in employees' activities. In addition, firms have limited knowledge about the uses of the Internet as a business development tool. These results contrast with the reported benefits obtained by a small group of firms. Those benefits include reduced costs, higher sales, and better contact with customers."

"The Government of Nicaragua and the US foreign assistance agency, the Millennium Challenge Corporation, launched a rural business services program designed to boost the income of the small farm sector. Relying on a randomized rollout strategy, this paper reports the results of a multi-year impact evaluation that spanned the 5-year life of the program. We argue that impacts of a program of this sort are unlikely to be fully revealed by standard binary treatment estimators and show that temporal pattern of impact indeed evolves in important ways over time. Income in the activities targeted by the program steadily rose, plateauing at a 30% increase over baseline after two years in the program. The program also appears to have provoked signicant increases in both mobile and perhaps xed farm capital. However, on average there have been no signicant impacts on household living standards to date. Finally, conditional quantile regressions give evidence of quite substantial heterogeneity in program impact."

"A randomized control trial with 945 entrepreneurs in Jamaica shows positive short-term impacts of soft-skills training on business outcomes. The effects are
concentrated among men, and disappear twelve months after the training. We argue that the main channel is increased adoption of recommended business practices, exclusively observed in the short run. We see persistent effects on an incentivized behavioral measure of perseverance after setbacks, a focus of this training. We compare a course focused only on soft-skills to one that combines soft-skills training with traditional business training. The effects of the combined training are never statistically significant."