Describes and assesses micro-finance schemes operating in the Kalookan City, Quezon City and Marikina.

Strategic Management can be applied to different sectors since each sector has different characteristics, as is the case with co-operative enterprises and the social economy. Strategic management in co-operative enterprise is necessary at the present time due to the importance of co-operatives...

Social Economy companies and Cooperatives need to improve their management capacity using strategic tools to increase their efficiency whilst at the same time maintaining their effectiveness. In increasingly competitive markets, these organizations must bring their social objectives into line...

A number of social economy organizations with different legal forms have appeared in Spain since the eighties and have developed a growing activity in the provision of personal support services, usually in the private management of public services and occasionally in the private sector. The...

Mit ihren vier Perspektiven - finanzielle Perspektive, Kundenperspektive, interne Prozeßperspektive sowie Lern- und Entwicklungsperspektive - informiert die Balanced Scorecard in einem ausgewogenen Bild über die aktuelle Zielerreichung und die zukünftigen Erfolgsmöglichkeiten eines...

Analyses the impact of democratic decentralization on the chances of social excluded groups to participate in newly created local governance (Panchayat Rai) institutions. Discusses the results of an interview survey, finding that, in Kerala, women, lower castes and the poor are at least...

Includes a review of urbanization trends since the 1960s.

Examines how the qualitative aspects of employment in small enterprises can be improved. Investigates the relationships between job quality and enterprise size and describes practical experiences in the areas of: increasing training and knowledge for workers in small enterprises; integrating...